A result of scattering product leadership across multiple departments is excessive time to market. When every department has veto power over most scheduling and launch activities, time to market, and the resulting loss in revenue, are the casualties.
The answer is not to have a single person or department run roughshod over other departments, but there typically are market conditions that demand a certain launch period. When this is missed, product lines can be lost.
The answer is to set priorities in the process. If, for example, the launch date must be met, then all other segments of the project must focus on that. They may have to temporarily modify process or rules to meet the business objectives. This is acceptable as long as all parties are working toward the same goal.
Copyright 2017 Doug Ringer
Doug’s Blog is a frequent memo that is always powerful and to the point. It focuses on innovative ideas to help organizations create Profitable Habits that improve profitability.
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