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We have these as two distinct teams in our organization and we're seeing some confusion when we do product launches. Any documentation or words of wisdom would be helpful.
5 answers
All related (87)
Alina Fu
Head of Marketing for Viva Goals and Learning (Director) at Microsoft December 1
I would recommend first uncovering the root cause of the confusion. Is the confusion causing redundancy, disagreements over roles & responsibilities, are mismatched expectations of results? The be
Natala Menezes
Global Head of Product Marketing at Grammarly | Formerly at: GOOG, MSFT, AMZN, SFDC + startupsSeptember 21
Teamwork makes the dream work! But with large launches and lots of people eager to make it work, it can be confusing. I find that centering that teamwork on an agreed to “Bill of Materials” -- the lis
Adam Weigand
Director, Product Marketing at Coinbase March 5
A critical yet simple tool that I’ve used to get cross-functional marketing teams aligned early and often is a crisply written marketing brief that outlines DRIs (directly responsible individuals) for
JJ Xia
Vice President Product Marketing at Zuora October 2
See answer below on “How do you think about the scope or deliverables for various launches?” Our Product Marketing org rolls into Product on the org chart, but we are every bit as part of the Marketi
Loren Elia
Global Head Of Product Marketing at Xero January 24
Product Marketing should be hub and glue that brings all teams together. I usually create a brief for each product launch (see messaging framework question below to see what goes into the brief) and I