The context

The business was pursuing growth through new products and expansion into a new market. Success required coordinated decisions across product management, marketing, sales and operations.

The challenge

The opportunity list exceeded the organization's capacity. Leadership had to decide where to invest, then align commercial and operating resources behind those choices.

The work

  • Connected product and market priorities to customer demand, competitive position and operating capability.
  • Selected the launches and market-entry work with the strongest potential.
  • Aligned product, marketing, sales and operations around execution.
  • Adjusted portfolio priorities as new evidence emerged.

What changed.

The business introduced more than ten products, entered a new market and gained share.