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Key Takeaways Teams can meet their goals, hit milestones and deliver on commitments, yet an initiative can still fail because the interactions between teams weren’t effectively managed.
Misaligned assumptions, handoffs, expectations and dependencies often go unowned, creating friction that only becomes visible when customers experience the outcome.
Execution problems don’t always begin with poor performance or lack of effort. Sometimes they emerge because every team delivers what it promised and nobody owns the assumptions connecting those promises together.
A major product launch brings together teams from across the organization. Marketing generates demand for the launch, product delivers the release it committed to, sales prepares customers and forecasts revenue, and operations completes the activities required for implementation.
As the launch approaches, every function can point to evidence that it delivered what it was asked to deliver. Progress reports are positive, milestones are being met, and leadership sees little reason for concern.
Then, customers begin experiencing the launch.
Demand arrives before capacity is fully available.
Customers hear one set of expectations during the sales process and encounter something different during implementation.
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