Wie schaffen Sie eine Produkteinführungsmentalität in Ihrem Unternehmen?

Need to create a compelling vision that keep launch manager intinsically motivated. Measurement metrics to be clearly defined (sales, marketing, share, customersatisfaction etc) over a short-term and long-term horizon.

A product launch is not a one time event. It is a mindset that embraces a process that needs to be re-visited and re-evaluated constantly. It starts with passion and purpose: why does a new product or service deserves to exist among an already noisy and crowded field? The answer needs to be authentic. You cannot mask or pretend authenticity and consumers know and feel the difference. Curiosity is key which informs your hypothesis: how can your new product standout and win? And when you launch, know it is only the beginning, not the finish line. Remaining open and humble to learn from mistakes and build on what works is the best recipe to increase the odds of a successful launch. Rinse and Repeat. And most importantly, enjoy the ride 🚀.

One thing I've found critical for the success of New Product Launch is a question I ask my product managers, "What impact do you think, this product launch will have on your career?" Success of new product is directly proportional to the energy and ambitions of the product manager.

In my experience, you must define goals and process if you want a winning product launch. Defining only goals doesn't cut it because many steps, actions, and people are involved in the launch. Combining goals and processes results in a comprehensive launch strategy. Goals set direction. Process drives execution. Do both for launch success.

Being clear about your goals is key. Also making sure these goals are attached to key performance indicators helps with keeping the team aligned from start to finish. I had to take over the management of a feature once where success was not previously defined. Since no one knew the goals, it was tough to align on priorities and the roadmap. We avoided this going forward by outlining specific objectives upfront.

Clearly define each team member's responsibilities for the launch. Promote collaboration between departments. Encourage creativity and new ideas. Be open to suggestions for improving launch plans. Express appreciation for all input. After launch, review what went well and areas for improvement. Recognize and reward outstanding team member contributions. Make the team feel they are owners rather than just implementers.

he cross-functional approach to a product launch is a game-changer. It underscores the fact that a successful product is not just about good marketing or solid engineering alone; it's a symphony of multiple departments working in tandem. This methodology ensures that no perspective is left unexplored, optimizing the product for all end-users and not just a select few. By involving everyone early on, you not only tap into a reservoir of diverse skills but also engender a company-wide sense of ownership. This is crucial because when people feel they have a stake in the success of the product, they are far more committed and motivated.

To get all stakeholders on same page, Create a compelling message for your product launch - What makes your product unique and valuable? What are the benefits that your target audience will get from using your product? Your message should be clear, concise, and persuasive. Then float it to all relevant functions. Get buy-in from all stakeholders. This includes everyone who will be involved in the product launch, from the product team to the marketing team to the sales team. Everyone needs to be on the same page and be committed to making the launch a success.

Once you involve your partner teams early in the process, you are better able to assess and mitigate any risks that could come up at a later stage. It also helps in getting buy-in from multiple stakeholders and the team works in collaboration thereafter. It keeps the motivation of people high, and everyone becomes equally committed to achieving the launch goal within the stipulated time. Pre-mortems also prove to be a good method for identifying potential threats or hurdles in the product development process, that might delay the launch.

Every product launch requires involvement from various teams. If different stakeholders don’t feel equal ownership then the launch won’t be as expected. Involving teams early on with proper cadence is crucial for instigating the sense of ownership.

This approach does more than just distribute tasks; it builds a collective vision and commitment to the product's success across departments. It also highlights the importance of diverse expertise—each department brings a unique skill set and perspective that can enhance the product in ways that a more siloed approach might miss. The inclusion of a feedback loop is a vital component. It creates an avenue for real-time adjustments and refinements, rooted in actual data and user experience. This is incredibly empowering for teams, as it gives them the chance to see the direct impact of their contributions and make iterative improvements.

From my experience communicating the launch with specific client groups on order to conduct a post launch session with chosen clients can highlight many UX aspects that were not clear enough during MVP tests. It also provides one of the most significant outputs of the launch - validating the product road map for the mid term horizon

In my other comment for "Involve your team early and often", I talk about the three stages of launching a product. The end of stage 2 is an ideal place to get some feedback from some potential early adopters. Hopefully a couple of egger account managers will start discuss the new product with customers they trust, this feedback is great for getting that first release to be a great release. What might seem like distraction at first but is actually a good sign is when you get requests to explain the product before it is released, embrace this, it shows there is interest in the idea and you can tweak things or get a first pass on how to position the new product messaging.

Each method serves a different purpose and can offer unique insights into user behavior and preferences. using analytics tools for performance monitoring is vital. They can offer a quantitative perspective that complements the qualitative insights from user tests and surveys. These metrics are not just performance indicators but are actionable data points that can help in the immediate tweaking of the launch strategy.

One should be flexible and adaptable. Things don't always go according to plan, so it's important to be flexible and adaptable. Be prepared to make changes to your launch strategy if needed.

Operations processes of supporting the product should also be tested to ensure smooth customer journey. Initially, there are bound to be teething issues or unfamiliarity with the new product. So processes ought to be tested out as well.

Actually, this is right but I have a different perspective. The text assumes a user focused product, if it is a B2B product, the launching and adoption is quite different. This is much more about getting your business to start positioning it out to the customers, the account team are likely to be a bit nervous of something new and will need support. Internal launches, training courses and making sure the team that support the account team are all up to speed is essential.

Celebrating a product launch serves multiple important functions. It's not just an emotional high-point that rewards the team for their hard work, but it also signifies a moment of collective achievement that reinforces team cohesion. It marks the culmination of collective efforts, insights, and even sacrifices. Acknowledging the hard work of all stakeholders involved creates a culture of appreciation and can be a motivating factor for future projects.

After the launch, at this stage the nurturing of the product begins, support needs to be happy with it, they will start getting queries they are not used to, as a product manager you need to keep an eye on this to make sure it is not just a lack of clarity (from both the customer and your business). Some fairly minor tweaks and make a big difference (might just be educational). Also all of those roadmap items you could not get into the first release, now is the time to start delivering them keeping the product fresh.

I believe the article is missing a stage between launch and celebration: post-launch. Validation and testing of a product does not stop after launch; in fact, it becomes more intense because the product is now in the public eye and users will find all the bugs and glitches. We had a KPI plan, and this is the stage to check if the product is meeting them and to identify any issues. In my experience, we launched a product and expected X usage, but it was zero day after day for a week. We reviewed everything on our systems and everything seemed fine, but then someone found out that the feature flag was off. If no one had been doing post-launch checks, we would have missed this issue and it would have become bigger.

Here are some additional tips to help you create a product launch mindset in your organisation: Empower your team. Give your team the freedom and resources they need to be successful. This will help them feel invested in the launch and more likely to go the extra mile. Continuously improve. Don't just launch your product and then forget about it. Keep listening to your customers and iterating on your product to make sure it's meeting their needs.

It is extremely important to monitor overall product usage and performance post-launch. To emphasize this, I would like to quote an example from one of my launches. As part of our daily metrics tracking, we observed that the crash-free users dropped from 99.2% to 96% post-launch. One of the features was getting adopted very well, but causing the application to crash frequently for specific Android version users. Monitoring the whole product usage, and not just the launched feature is important to uncover such scenarios.

Most important, is to make sure who has adopted the new product keeps using it. Don't worry to much about how well the launch went, keep those adopters happy and they will bring in new people to use your product. Lastly, remember the best products are "a good idea with great execution", this means you should have faith in the product creation process, don't be tempted to miss some stages out due to pressure, short cuts are usually bad cuts in my experience.