Jason M. Lemkin says the biggest reason product launches fail is unclear ownership. Without a dedicated, protected team, existing business demands will pull resources away. Cordon off your engineering and product people, define who owns what, and shield them from competing priorities.
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What I've found is that when it comes to building and then taking to market new products, having unbelievably clear ownership is really essential or everything gets tripped up over, over everything. So when you, uh, when you build, one of the things that I think you end up needing to do is really cordon off, for example, the resources on the engineering product side and make clear who owns it because there's going to be an existing draw for engineering and product resources on your current products. You're going to have hopefully lots of customers by the time you're on your second product who are banging down the door saying, I need this thing tomorrow. I want this for my renewal. A salesperson is going to be like, hey, we can beat our competitor if we build this thing. But you're trying to build this new product. And so having this clear ownership structure where you figure out upfront who's doing what, and then you really empower those groups and you protect them. Is like the only way that you can make it happen because the natural pull will, will go against that.