Lancement d’un nouveau produit avec des équipes transverses. Comment assurez-vous une communication transparente pour réussir ?

I totally agree that defining the role of each one in the cross functional team is a must as well as a leader ensuring the synergy & the harmony between all members . The follow up is the key in this project aligned with the good plan & a lot of initiatives to excel .

I have led multiple cross-functional product launch teams in the pharmaceutical/device space. The key for me is selecting a core team with a single representative from each key function each of whom has decision making capability. Sub-teams are formed for critical functions depending on the phase of the project and those sub-teams come to the core team with recommendations. No decisions are implemented without core team approval. Once decisions are implemented, they are NOT revisited unless there is a key change to an assumption underlying the original decision. Revisiting decisions paralyzes core teams.

Launching a project requires ultimate effective project management, with a cleat project plan, where all tasks and timelines are clearly agreed and formally mapped and documented. Also, as in any project, roles and responsibilities need to be clearly defined, aligned and tracked. Change management and communications are critical along the process as well to ensure all stakeholder are clear on tasks, expectations and interdependencies. A good RACI goes a long way.

When launching a new product with cross-functional teams, it's important to have an input session with key stakeholders before establishing a project plan. Conducting an input session helps gain the support and involvement of all departments. Incorporating a team-building activity also helps breakdown barriers (if they exist). Next, ask each team leader to attend a regularly scheduled meeting and/or for a knowledgeable representative of that team to attend. Booking the meeting at a mutually agreeable time for the project duration enables everyone to plan for the activities. Ensure the project plan is readily available to all stakeholders on a shared database. Identify key dependencies and use stop-lighting to identify areas of focus.

What I found helpful is to have a series of very short meetings before the main kickoff meeting with each department to quickly go over the idea. I often bring examples of what I am trying to achieve. This gives time to the different departments time to think about the project, and select key people who should be at the kickoff meeting. I personally believe that over-communicating at the beginning of a project is fine.

1. A perfect team (with a mix of experience and ergetic eager to perform young blood) which encourages new ideas from all members of the team rather than a mere top down approach. 2. A coach who can guide the team. 3. A leader who can communicate precisely to the team members/ team leaders at stipulated regular intervals and monitor on periodic basis. 4. A tool which can be helpful in communication/ setting target/ reviewing the achievement of team members, generate a report from which one should be able to analyse the progress. 5. Most important leader and coach must be motivator who should ensure that the team members enjoy and work towards the task completion even during difficult times rather than seeing it as a burden.

Effective communication is a key to a successful implementation of a product idea till product launch. If you engage your stakeholders timely on all the key issues you will dominate the process and shall ultimately be eligible to get successful product launch. Regular meetings, on call support, video conferencing etc. Are some of the tools which can effectively be used to make the process smooth.

In a digital world we live in now I think using various digital tools for communication are a big opportunity for big teams who work together. But there also must be a very clear structure otherwise everybody will get lost in these environment. Decide first with the team together which ways and tools you will use for your communication in the team. There are many tools you can use...like Teams/Zoom, Whatsapp, ToDo, Microsoft Planner etc...try some new tools and after that decide which ones you want to use as a team, define the communication rules...and than start using the chosen tools.

Milestones are vital to keep NPD’s on track and I would add that celebrating the milestones along the way, is a great way to acknowledge the hard work, create momentum and a high team spirit, all which fuel the remaining parts of the Project!

Setting milestones is crucial for all stakeholders when launching a new product because it ensures alignment, accountability, and smooth progression throughout the project. Milestones break down the complex process of product development into manageable stages, helping stakeholders understand the key deliverables at each phase. This clarity ensures that everyone is focused on the same goals. Milestones also serve as checkpoints to measure progress. Stakeholders can easily track whether the project is on schedule and identify any potential delays early on, allowing for timely interventions.

You should also take into account what should be done in case there's a delay or you miss a milestone. A backup plan? Or just simple effective communication of the new timeline and how it affects the launch in the bigger picture.

Milestones are critical to have and track against in a product launch. One of the most often overlooked milestones is market launch readiness. This is when all the stakeholders supporting the launch approve that they and their teams are ready. This is a different milestone than product or software release readiness. The product is ready to release, but the teams that sell, market, and support your customers may not be ready for the launch. Include market launch readiness as a milestone.

Establece hitos claros y alcanzables que sirvan como puntos de control a lo largo del proceso. Estos hitos permiten evaluar el progreso y corregir, identificar obstáculos tempranos y ajustar la estrategia según sea necesario. Al combinar estos hitos con una comunicación clara, fluida y regular, aseguras que todos los equipos estén alineados y enfocados en el objetivo final, facilitando un lanzamiento exitoso.

One of the biggest challenges can be getting the cross functional teams to prioritize the launch appropriately, even when they understand their roles and the importance of their contribution. Getting everyone in the boat and pulling in the same direction is one of the key leadership skills Product Managers (or Product Marketing Managers, depending on the org) need to develop and maintain. A culture of collaboration can help the whole team move forward, assisting each other along the way, and ensuring all of the milestones get the attention they need.

We all heard the saying, "Culture eats strategy for breakfast."It still rings true. Successful product launches require incredible cross-functional alignment and communication. Creating an environment where transparency, ideation, communication and collaboration are celebrated is critical for a successful launch. Identifying challenges and saying IDK create opportunites to rapidly problem solve and fosters trust among team members. Consistently communicating the vision with a positive tone that expreses confidence in the collective team, will creates an environment for success. When the team is aligned and believes, unimaginable opportunities are unlocked.

Creating a culture where collaboration thrives is key to any cross-functional effort. It’s not just about scheduling meetings, it’s about setting the tone for open, judgment-free conversations. When team members feel respected and know their input matters, they’re more likely to share ideas and offer constructive feedback. Small wins deserve to be celebrated because they build momentum and remind everyone that every role contributes to the bigger picture. By fostering a space where people feel valued, you naturally boost communication and ensure everyone’s aligned as they push toward a successful launch.

We can only achieve a project culture if, from the very beginning, we involve the different parties under a unified idea and act accordingly. That’s why I believe the first meeting with the different teams is so important, as it plants the seed of that culture. Afterward, we need to continuously nurture that idea.

I’m excited about the potential of AI to transform the way we communicate in teams. By integrating trained AI intermediaries into discussions, we can foster more comfortable and effective communication, while also ensuring alignment with company values and culture. Beyond that, AI's ability to analyze sentiment and language provides a unique opportunity to identify and mitigate toxic behavior before it takes root. These tools can create greater accountability in many ways by tracking each person's contribution to the discussion.

Start each review meeting with the members first listing (and agreeing) three components going very well and then another three needing nurturing or an emergency "transplant". Give weight to each so that excessive time is not waisted on interesting minutia. Successful product development is never a straight-line process. It is helpful to graphically depict the project as a straight line at the beginning and illustrate each time the road takes a curve and show how you got back on track. This builds confidence in the team's problem solving skill.

If possible, set up multiple recurring meetings weekly. We recently did this for a project at Mailchimp and it was beyond successful. We met, covered off on performance towards KPIs, open items, plans for the week, and prepped for any leadership meetings. Truly was a collaborative effort that everyone was bought into.

By analyzing key performance indicators, team dynamics, customer satisfaction levels, market trends, and stakeholder perspectives, teams can gain valuable insights to optimize the product launch strategy. This information helps identify areas for improvement, address challenges, and make data-driven decisions to enhance the product offering and increase its chances of success in the market. Incorporating feedback from diverse sources fosters a culture of continuous improvement and collaboration, ultimately contributing to a more successful and impactful product launch.

Every launch should have a launch plan and timetable and these 2 things should be written down so everybody can follows the plan and deadlines. But sometimes not everything works like we planned it and because of this reality regular review meetings should be planned also during a launch period. At these meetings all team members should look together if they have reached the planned milestones at the deadlines planned or if there is a need to change the plan. Everybody should feel him/herself responsible for the team success and regular meetings also could be kind reminders for that.

To counter point this, sometimes the best way to teach people that when you say "give me feedback by x time", you really do move on without them and if they give you feedback late, say "thanks for the feedback, it is valuable, but we need to move on with other work and will revise this next quarter". A lot of PMM work is collaborative, so it's not always a simple update - just because one person got their feedback in late doesn't mean 3 other teams need to redo something and disturb their other work.

Es crucial mantener la capacidad de ajustar rápidamente ante cualquier cambio o desafío inesperado. Esto implica fomentar una cultura de agilidad dentro del equipo, donde la comunicación abierta y la rápida toma de decisiones sean prioritarias. Al estar preparados para adaptarse rápidamente, se minimizan los retrasos y se mantiene el enfoque en alcanzar el éxito del lanzamiento, incluso en entornos dinámicos o con alto riesgo.

Nothing stands still these days and your plans won't either :). A good prepared launch team should know that the world can change, sometimes so quickly that we can't believe it and that the team must be prepared for Plan B or C, also maybe plan D. The team should be able to work agile so they can change their course if there is a need for it. Customer needs or insights can change, the political or environmental circumstances can change, even some plans in the firm can change and the team should always be prepared for changes.

A agilidade é, de fato, uma vantagem significativa no marketing de produtos, especialmente em um ambiente dinâmico e competitivo. A capacidade de ajustar estratégias rapidamente em resposta a feedback e mudanças é essencial para manter a relevância e a eficácia das campanhas. Além disso, a flexibilidade pode envolver não apenas a adaptação de papéis e marcos, mas também a inovação em processos e ferramentas de comunicação. Em minha opinião, promover uma cultura de adaptabilidade dentro da equipe não só facilita a gestão de mudanças, mas também pode impulsionar a criatividade e a inovação, permitindo que a equipe encontre soluções mais eficazes para os desafios inesperados.

Importantíssimo integrar o time de assuntos regulatórios para os correlatos, pois assegurar que o produto atenda as normas é vital para todo o processo.