Agile Insider
Published in

Agile Insider

How to build and launch an enterprise-scale product

Enterprise-Scale Product Management (Part-1)

  • Products bound to get adopted by 80K+ users on day 1 possibly for enterprise (B2B) clients
  • Products normally created in collaboration with inhouse business partners (eg. the HR team might want a digital retirement planning solution for its employees) or a product that can be sold/licensed/subscribed to/by other companies/enterprises (eg. Sunlife creating a digital health benefits solution for its clients)

Innovation | Ideation | Incubation | Commercialization

  1. Innovation — Reimagine the customer journey / pain-points / job to be done
  2. Ideation — hypothesize on what is possible to appease the user painpoints
  3. Incubation — rapidly engineer/design the technology
  4. Commercialization — launch and scale the product


1. Embrace change

Keep a lookout for innocuous customer pain-points in those measure and learn sessions or those regular customer interviews/surveys. Innovation can be triggered anywhere, anytime. It doesn’t require a process or a team or a diktat. Innovation just needs embracement.

2. Product-Market fit

Creating a product without understanding the target audience and the market is a fallacy you don’t want to make when the stakes are so high (time bandwidth, resources, brand reputation).

  • Is this the right problem to solve? Is it worth solving for?
  • Does this problem align with our company vision? Does it align with our long term strategy?
  • Are there any existing solutions in the market that solve this need? Is it worth collaborating with them or creating our own version of the solution with a key differentiator?

3. “Design Thinking” workshops

Yes you read that right — the most overused word in a product team — “design thinking”. But these workshops do happen regularly to encourage product teams to empathize and experiment to arrive at innovative solutions to solve complex, often ambiguous/ill-defined problems. This might involve reframing the problem in human centric ways, having brainstorming sessions, some quick prototyping and testing, ethnographic research etc.


1. Create a high level business case

Hypothesize the kind of solution you envision to get the job done for the user. This can take the shape of a high level business case that will be key to your project in order to keep the product vision alive. This might include -

  1. Problem statement
  2. Hypothesis
  3. Target market / audience
  4. Customer value
  5. User persona
  6. Business objectives
  7. Success metrics / North star metric
  8. And more..

2. Identify the different work streams which will feed into your project

Identifying the work-streams required and aligning the different teams/stakeholders for their input into the project is key. Right from engineering, quality assurance, UX/UI design, visual design, business analysis, project management, scrum (masters) to market research, marketing, analytics, content et all.

3. Identify the owners/ preferably one owner for each of the work streams

It is of utmost importance to identify and anoint one lead or representative for each work-stream, given that not all team members can attend every single meeting at all times. I’ve seen cases where all members of a given work-stream try to attend every single meeting they’re invited to, with the end result of creating immense redundancy, wastage of time and resources and even miscommunication / misalignment of what needs to happen.

4. Prework

Some amount of pre-work is required before you can bring the outline of the entire project to the wider audience/team. The product team needs to collaborate with the work-stream leads with what you’re trying to solve and the business vision of this product. These leads might already have been involved with the design thinking workshops or brainstorming meeting, so they might already be traveling with the business problem to solve. This allows the leads to come up with some high level outline of their individual expertise— be it user journeys/flows, technical architecture, data flows, tech analysis, project estimates, resource and launch plan etc.

5. Kickoff session with the entire team

Having a kickoff session where the vision, business objectives, high level milestones, userflows etc. for the product/project is communicated to the entire team (members from all workstreams) helps in having a cohesive team that understands #why are they building #what they’re building. This session can involve -

  1. Enumerating the key high level milestones or objectives
  2. Describing the user flows
  3. Explaining the solution architecture
  4. and more.

6. Regular (weekly or bi-weekly) follow up with leads from each workstream

Following up is the next step towards the way to incubation. This involves having weekly huddles for status updates from each stream, identifying risks, prioritizing the risks, Interdependencies between the workstreams (eg. dev depends on the business logic and calculations to finalize before it can begin) and forming a plan of action.



If you like this article and have questions or feedback regarding product management in a corporate setting, leave a comment below!

And also let me know the process and challenges in your organization?



Get the Medium app

A button that says 'Download on the App Store', and if clicked it will lead you to the iOS App store
A button that says 'Get it on, Google Play', and if clicked it will lead you to the Google Play store