Most go-to-market failures are variations on a small number of recurring errors. Teams target everyone, producing messaging that resonates with no one. They launch before positioning is settled and then blame the channels when nothing converts. They mismatch sales motion to contract value, hiring a sales team for a product priced too low to support it. They chase ten channels at once instead of winning two. They treat GTM as a launch event rather than an operating system that iterates every quarter. They ignore churn while pouring money into acquisition, which makes every dollar spent progressively less valuable. And they measure activity rather than outcomes, celebrating emails sent and content published while pipeline and revenue stay flat. What these have in common is a preference for motion over decisions, because deciding narrowly is uncomfortable and doing more is not.