How to Operationalize Content Strategy Without a Clear GTM
You don’t need perfect strategy to build useful structure.
Content strategists are often brought in before a clear go-to-market strategy exists. This post explores how to deliver strategic value during that messy middle—when priorities are shifting, roles are in flux, and the organization hasn’t aligned around a shared direction. Whether you’re navigating a post-merger environment, a leadership transition, or a team that’s still forming, here’s how to keep execution moving and set the stage for stronger strategy later.
Don’t wait for perfect clarity—build interim systems using what you know now
Map content to buyer jobs-to-be-done, even without formal personas
Use themes and patterns from execution to shape future GTM
Document what’s working so it can scale once strategy solidifies
When Strategy Is Missing, Structure Still Matters
It’s easy to build content systems when the business strategy is clear. It’s harder—but far more common—to be brought in before that clarity exists.
That’s especially true in post-merger environments, during leadership transitions, or when marketing teams are still forming—times when org charts are shifting, messaging is unsettled, and cross-functional collaboration is still evolving.. Everyone’s talking about GTM—but the actual plan? Still in flux.
As a content strategist, your job isn’t to wait for clarity. It’s to create structure where you can, even when leadership is still defining direction.
What You Can—and Can’t—Control
In these situations, the temptation is to try to “fix” the strategy. But that’s not always your job—or your lane. Instead, focus on these early wins:
Map existing assets to buyer needs. Even if the GTM isn’t formalized, you can start identifying who each asset is for, what funnel stage it supports, and whether it aligns to any recognizable buyer goals.
Define jobs-to-be-done for content. Help teams clarify: What is this piece supposed to accomplish? Awareness, trust, conversion support?
Spot strategic gaps. Is there no clear way to nurture interest after a download? Are case studies missing trust-building narratives for your highest-value buyers? Flag it.
Create content categories that reflect business themes. You don’t need final GTM pillars to start shaping useful buckets—just use real signals from sales, product, and leadership.
Strategy vs. Execution: What to Own Now, What to Flag for Later
Here’s how to separate clarity from chaos—so you can keep execution moving without overstepping strategic decisions.
What That Looked Like in Practice
At Delve, our content strategy team was tasked with aligning marketing to a still-evolving GTM strategy—while the company was navigating post-merger redefinition. Instead of pausing, we:
Audited and restructured our blog content to reflect early themes we knew were sticky (even if not yet codified as “pillars”)
Reframed case studies to focus on client ambition and strategic enablement, not just project outputs
Built a messaging framework around buyer jobs-to-be-done, even while formal personas were still in development
This early work didn’t just “keep things moving”—it actively shaped how GTM strategy eventually came together.
What to Build When GTM Strategy Isn’t Set Yet
When GTM strategy isn’t fully defined, content strategy still has a job to do. Here’s how to lead with structure—without overstepping the strategy still in development:
Progress beats perfection. Waiting for full clarity will stall your team. Build the best system you can with the information you have—and update it as direction emerges.
Codify what you know. Even informal patterns (sticky themes, repeated buyer asks, sales language) can shape useful interim systems that feed into future GTM refinement.
Avoid brittle structures. Use flexible categories, provisional tags, and modular formats that support change—not lock-in.
Execution reveals strategic gaps. Don’t try to fill every gap—but do flag them. If there’s no nurture path, or if case studies don’t build trust with key buyers, highlight the need.
Educate laterally. Share frameworks, define what “good” looks like, and help cross-functional teams align—especially when org-wide messaging is still a moving target.
See This Strategy in Action
Check out the “Aligning Content Strategy With GTM” blog post
Explore the evolving content pillars framework we used to shape strategy from within
About Me
I lead content strategy for B2B brands that need structure, not just output. That means helping organizations build content systems that reflect how they actually go to market—even when that picture isn’t fully defined yet. This blog is part of a series exploring how to lead content strategy inside growing, shifting organizations. The example in this post draws from work I led at Delve during a period of post-merger evolution, when building systems in motion was part of the job.
Explore the full series.
