Fast Time To Market
In the early 1990s, lateralworks conducted an extensive multi-company study involving over 500 people who worked on fast-to-market projects in Silicon Valley. Since then, they have worked with hundreds of teams to accelerate the delivery of new technology products to market. The research continues today to keep the best practices current.
This podcast series will share many of the practices that teams use to deliver the right product to the market at the right time.
Fast Time To Market
FTTM is not Project Management (Part B)
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In FTTM is not Project Management we contrast conventional project management with Fast-Time-to-Market (FTTM) strategies, emphasizing the need for proactive transparency and unified ownership. Rather than relying on "happy schedules" that ignore risks to avoid conflict, effective teams bring pain forward by identifying potential failures early to create a genuine sense of urgency. The text details how distributed teams and multi-company partnerships can overcome alignment gaps by utilizing empowered core teams and integrated schedules that prioritize the project over individual functional hierarchies. Key solutions involve co-location, frequent face-to-face interaction, and clear accountability to ensure that technical and managerial decisions are made quickly. Ultimately, lateralworks research advocates for a shift from a defensive, blame-avoidant culture to a high-visibility environment where risks are mitigated through honest, data-driven planning.
