The challenge
Launching a new product at a global consumer brand meant coordinating eight internal teams, four regions and fourteen external agencies. Each launch followed a long sequence of dependent steps, and the knowledge of how to run that sequence lived with the people who had done it before.
What I did
As Head of Global GTM Operations, reporting to the Chief Go-to-Market Officer, I led the global implementation of a work management platform across the go-to-market functions.
- Captured the sequence. I documented the global new-product-development launch sequence in a standard operating procedure library, so the process no longer depended on memory.
- Automated the launch. I turned that sequence into a single automated workflow. One intake form now creates every task a launch needs and routes it to the right team, region or agency.
- Made it the operating rhythm. The same platform became the backbone for launch planning, process improvement and process mapping across the go-to-market team.
I was later invited as a guest to a global software conference to showcase the implementation.
The outcome
One intake form now sets off 450 tasks across 8 teams, 4 regions and 14 agencies. Launches start the same way every time, nothing depends on anyone’s memory, and leaders can see the status of a launch without chasing it.
Why it matters for your business
Most mid-market companies don’t have a launch problem. They have a coordination problem that shows up at launch. Getting the process out of people’s heads and into a system is usually the fastest way to launch more often, with fewer surprises.
