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 is a business podcast hosted by lateralworks, with 19 episodes on record and a Required Pod Score of 80. PitchCentric scores this show on Booking Probability, Listen Score, and live audience signals refreshed every 24 hours.

lateralworks hosts Fast Time To Market, a business show with 19 episodes published.

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  Episode #6

  The art of meaningful targets and project trends

  Aug 12, 202620 minS2

  Meaningful targets must originate from external business realities, such as market windows or customer commitments, rather than internal team schedules or arbitrary executive mandates. Effective project management relies on fixed targets that serve as a permanent contractual anchor between a team and its organization. These milestones typically manifest as specific dates, time windows, or stretch-and-commit pairs that allow for aggressive planning while maintaining realistic public promises. By keeping the target static, leadership can utilize wigglecharts to visualize the gap between the target and the evolving weekly forecast. This targets-and-trends discipline provides a transparent view of progress, ensuring that any deviation from the goal is immediately visible and actionable. Ultimately, the text emphasizes that a stable target is essential for measuring performance and maintaining the integrity of project goals.

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  Episode #5

  Twelve Numbers: A Cross-Functional Framework for Product Innovation

  Aug 11, 202627 minS2

  lateralworks advocates for a shift in corporate performance measurement from vertical, functional silos to a horizontal, cross-functional framework focused on product innovation. The core thesis argues that because new products are a company’s primary growth lever, the leadership team must be measured collectively on the entire flow of development rather than individual department efficiency. To achieve this, the authors propose a disciplined twelve-metric dashboard divided into three tiers: enterprise outcomes, portfolio health, and quality/economics. This system prioritizes leading indicators —such as decision latency and gap-to-target—over traditional lagging metrics to allow for proactive management. By capping the primary scorecard at twelve essential numbers , the framework ensures that executive reviews remain focused on actionable decisions rather than mere status reporting. Ultimately, the sources demonstrate that organizational behavior follows measurement, meaning a unified scorecard is necessary to align a company’s strategy with its execution.

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  Episode #4

  The Product Boss: Roles and Responsibilities in FTTM Delivery

  Aug 4, 202656 minS2

  The Product Boss role within the Fast Time To Market (FTTM) organizational framework, which shifts technology development from functional silos to a product-centric model. Acting as the CEO of their product, the Product Boss is the single point of accountability for taking a project from initial concept to high-volume market release. Their primary mandate is maximizing speed, as late market entry is identified as the greatest threat to a program's financial success. This individual leads a heavyweight core team with direct authority over technical trade-offs, customer relationships, and execution schedules. By consolidating decision-making power, the role ensures operational strategy compliance and eliminates the delays often caused by cross-functional committees. The sources outline specific operating principles and competencies required for this position, emphasizing the need for an expert generalist who prioritizes time-to-market above all else.

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  Episode #3

  Creating an innovation culture

  May 4, 202637 minS2

  <p>This podcast investigates the innovation paradox, which involves balancing the free generation of creative concepts with the necessity of rigorous evaluation. Successful companies like Google, Amazon, and Pixar thrive by prioritizing psychological safety, ensuring that early-stage ideas receive support before they face intense scrutiny. This specific sequencing of encouragement and critique prevents promising projects from being discarded prematurely and encourages employees to continue sharing their thoughts. Leaders are encouraged to view innovation as a sustained cultural habit rather than a rare event, utilizing structured rituals and management protection to foster growth. Ultimately, establishing an environment where risk-taking is rewarded...

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  Episode #2

  Triads for faster product development execution

  Apr 28, 202623 minS2

  <p>The discussion on the FTTM podcast delves into the Triad Model for faster product execution, based on lateralworks research. The model addresses the "ownership gap" and functional silos in traditional corporate structures by introducing a flat, three-person product ownership team: the End-to-End Owner, Process Owner, and Design Owner. These roles work in real-time collaboration to ensure seamless product development. The Technical Program Manager (TPM) drives execution using practices like "schedule as driver," "macro-micro planning," and "assume acceleration." The Product Delivery Team (PDT) model scales this approach across multiple product lines, emphasizing trust and speed over control. The Freedom Scale...

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