Strategic Priorities: 6sense Mutual Success Plans

Chris Cardone · January 13

At 6sense, we’re heavily invested in our customers’ success; as we progress in 2025, we’re enhancing how we support our customers through the 6dimensional™ Success Model by introducing Mutual Success Plans.

Mutual Success Plans (MSPs) are a tool your customer success manager (CSM) will support your team with to drive and expand the value 6sense delivers for your team. For the MSP to be valuable and reliable to your team, we need to be closely aligned on how your executive team would define the business’s Strategic Priorities.

Strategic Priorities are the foundation of the MSP as they provide us insight into the outcomes your team is targeting, which allows your CSM to act effectively as a strategic advisor to your team and provide relevant, prescriptive, and proactive recommendations on how to optimize the integration of 6sense in your go-to-market programs.

How Alignment on Strategic Priorities Helps Your Team:

Increasing Pipeline and Revenue: Customers whose executives dedicate time to meeting with 6sense to align on Strategic Priorities and their focuses see more impactful results from their investment in 6sense.
Reduced Waste in Tech Spend: With insights into your business’s priorities, the 6sense team can deliver proactive recommendations on optimizing your configuration and effort investments in 6sense to better serve those priorities.

What are Strategic Priorities:

Outcome-focused objectives your team is focused on as a revenue organization, tied to a specific measurement and timeframe.
Critical for the business to accomplish in a set time-period and have a cross-functional investment in accomplishing said outcome.
Verified as a priority by the executive sponsor for the 6sense partnership.

Recommended Resource: Harvard's Article on Setting Strategic Priorities.

What Makes a Good Strategic Priority:

Tied to a critical business objective being tracked by the executive team through a defined measure.
Consider following the SMART framework: Specific, Measurable, Attainable, Relevant, and Time-bound.
Executive-level and not tactical in focusing on a business output rather than a 6sense-specific outcome. (I.e., achievement of a revenue target as opposed to launching X number of campaigns in 6sense.)

Examples of Good Strategic Priorities:

Contribute a minimum of $73M of marketing-influenced pipeline from digital campaigns in FY26 with a target of $19M per quarter.
Establish our company as the Go-To Partner for Cloud Cost Optimization and Seamless Cloud Migrations.
Increase Opportunities within top 500 accounts by 10% QoQ for the Enterprise Org by EOY.
Generate qualified pipeline from MSP/GSI partners and launch partner campaigns to drive more business from Enterprise segment.

Examples of “Bad” Strategic Priorities:

Marketing Sourced Pipeline
- Comment: Too vague, no specificity, not measurable.
Create a Process to identify how BDRs are actioning 6QAs
- Comment: 6sense centric; missing elements of specificity like time, measurability, and business impact.
Automate Creation of Salesforce Records for Not in CRM 6QAs
- Comment: 6sense centric; missing elements of time-bound, measurability, and business impact.

Themes of Strategic Priorities:

We’ve defined a list of themes into which we categorize your strategic priorities; your CSM will assist in aligning the detailed strategic priorities you provide with the relevant theme.

When defining your strategic priorities, it is not our recommendation to use this list as the definitive set of themes your strategic priorities could align into. The categorization of strategic priorities into themes is intended to provide theme-specific playbooks that would be relevant to your team based on your business-specific strategic priorities that your executive team defines.

Create Brand Awareness
Create 6QAs/MQAs
Improve Outbound Prospecting
Increase Win Rates
Account Expansion
Reduce Go-To-Market Waste
Drive Qualified Leads
Set Qualified Meetings
Create Qualified Pipeline
Drive Revenue

Best Practices for Your 6sense Partnership:

Share Your Plans: Your 6sense CSM is here to act as a partner to your team, the more details we have about your marketing, sales, and overall go-to-market (GTM) plans, the better recommendations we can deliver.
Maintain Alignment: We recommend a quarterly meeting with your executive sponsor present to review strategic priorities, highlight progress against them, and capture any updates regarding the business’s focuses.

Frequently Asked Questions:

Q: How often should we update our strategic priorities?

A: Strategic priorities should, at a minimum, be refreshed annually. These goals should be time-bound to a duration of at least a quarter and reviewed with your CSM on a monthly or quarterly basis. That said, we understand businesses change and shifts in the market can fluctuate a business’s focus, should this occur, please schedule time with your CSM to revise your strategic priorities accordingly.

Q: Where can I find my team’s Mutual Success Plan (MSP)?

A: Please contact your CSM and request access to your team’s MSP; they’ll be able to issue you an email invite to access the plan.

Q: Should I plan to have my executive join for conversations about strategic priorities and the mutual success plan?

A: Yes. We find the executive’s involvement in these conversations critical and the context they share has a lasting benefit in your 6sense CSM’s ability to provide meaningful recommendations that result in business impact.

As 6sense is a significant element of the GTM program in most customer organizations, it’s essential to have a defined Executive Sponsor; this individual should be who is joining these conversations alongside any other members of executive leadership who would be relevant to join.

Q: How do I track the measurements associated with my strategic priorities in 6sense?

A: It’s critical that the measurements strategic priorities are aligned to are reviewed by your executive team and have baselines we can review against. Therefore, setting net-new measurements is not always advisable. Your 6sense CSM will be able to provide guidance on configuring tracking or feedback on whether a measure may be a better leading indicator than a direct means of measurement. If you’re configuring tracking for newer measures, the measurements should then be incorporated into dashboards your executive team reviews.

Have any further questions about Mutual Success Plans or Strategic Priorities? Reach out to your 6sense CSM for guidance.

Strategic Priorities - 6sense Mutual Success Plans.pdf

Claire Couch · January 13

What a great resource @Chris Cardone! Thank you