G. Michael Maddock and Raphael Viton writing in the Innovation Engine column at  BusinessWeek online, offer a sobering look at the Ten Reasons Your Next Launch Will Fail.   From the propensity of companies to create solutions for unknown problems (Science Run Amok) to the recurring theme of teams convincing themselves that they can't miss (Death by Consensus), this insightful and witty column offers some priceless guidance for marketers, product and project managers and executives everywhere. 

Having been on the winning side of some great launches and the losing side of a few spectacular failures in the B2B tech world, I can relate to the problems that Michael and Raphael describe all too well.  Some thoughts based on my own experience:

  • The Swiss Army Knife or Requirements Run Amok Product: This one finds erstwhile Product Managers (usually unseasoned) working hard to pack every possible feature into an offering in the naive believe that this Swiss Army Knife approach will create a stronger offering.  They did not understand their buyer's problems/challenges sufficiently, and they over-specified to compensate.
  • The Offering Just Slightly Ahead of Its Time:  Yep, I made this mistake.  As Maxwell Smart would say, "Missed it by that much."  Followed by, "Sorry about that Chief."  By now, drinks were supposed to be poured by a Drink Tower robot in Quick Service Restaurants everywhere, saving a veritable fortune in labor and improving time efficiency.  My Drink Tower interface from the Point-Of-Sale system burned a lot of time and money.  It was really cool in the one site that actually tested a drink tower in 1996.  I hear that there are a few more sites now.
  • The "We'll Release No Product Before It's Time, Except This One" Launch: This launch failure usually involves a management team that built their budget around a new product launch, only to see schedule delays cut into their nicely developed sales dream.  Pressured by the urgency of the situation and the upcoming Board meeting, a watered-down version of the product is launched and you can guess what ensues. 
  • The Product that Won't Be Born: OK, maybe this is a cheap shot, but it's my column, and I get to offer at least one gripe to a development team or two that couldn't get its act together.  It's not always the Product Manager's fault!

The bottom-line for now:

Like the forward pass in football, there are a lot of things that can go wrong and only one thing that can go right: the pass is caught and the product launch is successful.   Successfully launching products requires the organization to be Tuned In to their buyers.  Solving a vexing problem in a unique way for a distinct group is a great starting point.  Creating the culture, systems and approaches requisite for a successful launch requires committed, focused leadership at all levels of the organization.  Establishing a high level of competence in product launch is table stakes for success in a world where opportunities are fleeting and  and product life cycles shrinking daily. 

Hmmm, now, if 5,000 locations save .2 people due to the automatic drink tower, the savings will be worth millions.  I wonder if it's time to re-launch that puppy?  I suspect that Michael and Raphael would advise against it.