From Idea to Market New Initiatives: A Proven Method for Successful Innovation, Product Launches and Lessons Learnt.

While reading Working Backwards by Colin Bryar and Bill Carr, I couldn’t help but reflect on a time back at Avast when we began experimenting with a concept we called "New Initiatives." But what exactly are New Initiatives, and why should they matter to any organisation striving for innovation and growth? Let’s dive in and explore the significance of this approach in transforming ideas into successful products.

Innovation is at the heart of any company that seeks to remain competitive and grow. However, the path from a spark of an idea to a market-ready product is often filled with uncertainty and obstacles. In this article I explore how organisations can streamline their innovation process, from the initial research and brainstorming phases through to validating ideas and ultimately launching them into the market.

The process I've termed as New Initiatives offers a structured approach to drive innovation. Through research, continuous introspection, and alignment with organisational objectives, it provides a framework that ensures new ideas not only align with the company's goals but are also validated and feasible. This process was enhanced through the implementation of OKRs (Objectives and Key Results), which encouraged alignment across teams, making introspection and assessment more straightforward and impactful.

The Importance of Innovation in the Product Lifecycle

My aim here isn’t to persuade anyone of the importance of innovation or the need to innovate—those points are already well established. Instead, the focus is on how we maintain the delicate balance between steady, consistent business operations and the willingness to take risks, experiment, and sometimes fail in order to learn and innovate.

Throughout my career, I’ve had my share of failures in this balancing act, and one key lesson I've learned is not to be overly cautious or risk-averse. It's essential to recognise that some level of risk is necessary for growth. The trick is to determine the right amount of risk you're willing to take. I’ve found it helpful to assign a percentage to that risk—something you’re comfortable with—and then go for it.

However, the reality is more nuanced. Before taking risks, it’s important to assess the environment.

• How risk-averse is your organisation?

• How do your teams and stakeholders view risk?

• At what stage is the company in its growth journey?

• What are the potential consequences if things go wrong?

While it’s essential to take calculated risks, it’s also crucial to measure the surroundings and understand the impact of failure. The risk of failing should be weighed against the possible rewards, but also against the risks of not innovating.

Remember, even if things seem to go well and your innovation takes off, you may still face challenges down the line. In the long run, failing to innovate can have a far worse outcome than taking calculated risks that don’t pay off immediately. Markets evolve, competitors innovate, and without keeping up, you risk stagnation. So, while balancing business continuity and risk is crucial, the real danger lies in not taking any risks at all.

From Idea to Market New Initiatives: A Structured Approach to Innovation

The Initial Phase: Research and Competitive Analysis

The first step in the New Initiatives framework is research. Before embarking on any brainstorming sessions or product development efforts, a thorough understanding of the landscape is essential. Start with landscaping, understand who's playing in the space and how:

• Competitive Analysis: Reviewing direct and indirect competitors to see what they’re offering, where there may be gaps, and where opportunities for differentiation lie.

• SWOT Analysis: Assessing the company’s strengths, weaknesses, opportunities, and threats to understand where new initiatives can provide value.

• Sales Reports and Earnings Calls: These documents provide valuable insights into customer feedback, business performance, and what areas the organisation is looking to focus on in the upcoming periods.

By gathering these data points, you have a comprehensive understanding of the business environment, which helps to inform the next steps in the ideation process.

Brainstorming: Idea Generation Phase

Once the research phase is complete, brainstorming begins. At this stage, ideas are generated without constraint, enabling creative solutions to emerge. The goal here is to ensure that all voices are heard, especially those from cross-functional teams who may offer different perspectives.

Brainstorming in an organised, collaborative manner ensures that you are not just coming up with a list of ideas, but actively generating innovative solutions that are rooted in the research findings.

From past experience I would recommend to prioritise the following:

• Diversity of thought: Bring together people from different functions (sales, engineering, design, customer support) to ensure a holistic perspective. Design Sprints come in handy here.

• Alignment with research: Each idea should be linked back to findings from the research phase.

By allowing free-flowing ideas while staying aligned with research, this phase can produce innovative and well-grounded concepts. At this point you are not looking for solutions but rather exploring options. Along the way you might stumble on a much bigger problem to be solved that you did not have on the radar in the first place. And that is a great situation to be in.

Validating Ideas: The Continuous Introspection Process

Once ideas have been generated, validation is key. At this point, it's critical to reflect on whether the new idea truly aligns with the company’s broader objectives. This phase involves the continuous introspection of whether the idea, feature, or product meets the following criteria:

• Customer Need: Does the idea address a real problem or need in the market?

• Strategic Fit: Does it align with the company’s long-term strategy and goals?

• Feasibility: Is it technically feasible, and do we have the resources to execute it?

This introspection phase is where companies often fall short. Ideas can sound great in a meeting, but when subjected to the harsh light of introspection, many may not hold up. Early-stage validation helps filter out ideas that don’t add value, saving time and resources down the road.

OKRs: Implementing OKRs to Empower Introspection

A critical turning point in the New Initiatives framework came with the introduction of OKRs. Initially, introspection during the idea validation phase was a time-consuming and often subjective exercise. However, with the implementation of OKRs, the process became far more streamlined.

Aligning New Ideas with Company Objectives

OKRs provided a clear framework for aligning innovation efforts with the company’s overall goals. By breaking down large goals into smaller, measurable objectives, OKRs help teams focus on what truly matters.

For instance, if the company’s objective is to "Increase Customer Retention," an idea like a new feature must be assessed against this key result. If it doesn’t contribute directly to that objective, it may need to be revised or discarded. It does take some practice when implemented the first time but after a couple of failures, you'll get the hang of it. Keep trying.

The Benefits of OKRs in the Introspection Process

With OKRs in place, introspection becomes more objective. Teams no longer have to rely on subjective interpretations of whether an idea fits the broader strategy; instead, the OKRs provide measurable results to guide decision-making. This alignment ensures that every initiative contributes directly to the company's strategic direction.

Building and Testing the Idea

Once an idea has passed validation, the next step is to transition from concept to execution. This stage is crucial because even a well-researched and promising idea can fail if it is not built and tested properly. The goal here is to learn quickly, minimise wasted resources, and refine the product before committing to a full-scale launch.

Prototyping: Rapidly Bringing the Idea to Life

Prototyping is a critical first step in the build process. It allows teams to explore the feasibility of an idea without significant investment. Depending on the complexity of the product, a prototype can take different forms:

• Low-Fidelity Prototypes: These can be simple wireframes, sketches, or mockups used to visualise the concept and refine the user experience.

• High-Fidelity Prototypes: Interactive designs built using tools like Figma or InVision allow teams to test workflows and usability before writing a single line of code.

• MVP (Minimum Viable Product): This is the simplest functional version of the product that delivers value to users while allowing for real-world testing. The MVP should be focused on core functionality, avoiding unnecessary features that might slow down development. You may also hear the term Minimum Lovable Product, where the concept fits well within this section, particularly as an evolution of the Minimum Viable Product (MVP) approach. While an MVP focuses on delivering just enough functionality to validate an idea with users, an MLP goes a step further by ensuring that the product not only functions but also delights users from the start.

A well-executed prototype helps teams avoid costly mistakes and gather feedback before scaling up. Companies like Dropbox famously used a simple explainer video as their "prototype," allowing them to validate demand before building the actual product.

User Testing: Engaging with Real Customers

No matter how promising an idea seems internally, the real test comes when users interact with it. User testing ensures that the product resonates with the intended audience and meets their expectations. This stage can involve:

• Beta Testing: Releasing an early version of the product to a small group of users to gather insights and refine the experience.

• Focus Groups: Bringing together potential users to discuss their impressions, pain points, and expectations.

• Surveys & Interviews: Structured feedback collection methods to validate assumptions and uncover usability issues.

For example, when Airbnb first started, the founders realised that low-quality photos of listings were hurting user engagement. Instead of assuming the product needed more features, they tested the simple idea of taking professional-quality photos of listings themselves. The results validated the hypothesis that better visuals would drive engagement, ultimately shaping Airbnb’s growth strategy.

Iterative Improvement: The Kaizen Approach to Refinement (My Favorite)

Once a product reaches users, the process of testing and validation doesn’t end—it evolves. The data collected from real-world usage, user behaviour, and direct feedback fuels the next phase of validation, shaping either refinements to the existing product or guiding future iterations. This continuous cycle of test, learn, and adapt aligns with the Kaizen approach, ensuring that improvements are data-driven rather than assumption-based.

Key methods that drive this iterative refinement include:

• A/B Testing: Running controlled experiments to compare different versions of a feature, ensuring that changes are based on measurable impact rather than intuition.

• Data-Driven Iteration: Analysing usage patterns, heatmaps, and conversion metrics to identify areas that need enhancement.

• Bug Fixing & Refinements: Addressing usability issues and pain points that surface through real-world usage, ensuring a smoother experience.

I recently noticed that a service I use, Proton Mail, also follows this iterative improvement approach. Instead of waiting to perfect a feature before launch, they release updates more frequently, gathering user feedback and refining the experience over time.

For example, I’ve seen this with Proton Mail’s UI updates and Proton Pass enhancements—new features roll out in phases, allowing the team to collect real-world insights and make data-driven improvements. This reminds me of how Spotify refined its Discover Weekly algorithm through continuous testing and iteration.

It’s a great example of the Kaizen approach in action—constant, incremental enhancements that ensure the product evolves based on actual user needs while staying true to its privacy-first mission.

From my own experience, I’ve seen how testing can reveal unexpected insights that completely shift product direction. What seems like a minor adjustment—perhaps a UI change or an onboarding tweak—can lead to a significant difference in user engagement or retention. The key is to treat every test as a learning opportunity, where failures provide just as much value as successes. When testing becomes an ongoing process rather than a final checkpoint, it not only improves the current product but also lays the groundwork for future innovations.

Why Testing Matters Before Scaling?

I recall a time when my product team was working on optimising the dashboard of one of our products. Our goal was to strike a balance between highly technical users and a much larger base of non-technical customers—ensuring the experience remained intuitive for both. We were so confident in our new design that we almost skipped validation altogether, convinced that it would work seamlessly for everyone.

Oh, how wrong we were.

When we finally put our new design to the test, it failed both user groups. Not only did it not resonate with our technical users, but it also confused the non-technical audience—the very people we aimed to support. This forced us back to the drawing board, but this time, armed with real user feedback, concrete data, and a deeper understanding of our audience.

At first, the team was disappointed—frustrated that all the effort seemed wasted. However, in reality, we had just saved the company thousands of dollars by avoiding a failed rollout. The lesson? Testing and validation aren't just about proving that an idea works—they’re about preventing costly mistakes.

Had we skipped testing, we would have launched a product that alienated both user groups, leading to frustration, churn, and a poor customer experience. Instead, through iterative testing and user validation, we refined our approach, ultimately delivering a solution that worked.

This experience reinforced a key takeaway: never assume you know what’s best for the user without validating it first. No matter how experienced or confident a team is, testing provides the reality check needed to ensure a product truly meets customer needs.

Testing is the bridge between an idea and a successful market launch. Skipping this phase or rushing through it can result in products that fail to meet customer expectations, leading to wasted resources and lost opportunities. By incorporating rapid prototyping, engaging in user testing, and embracing continuous iteration, businesses can increase their chances of launching products that not only succeed but continue to evolve with user needs.

On the flip side, not everything can—or should—be tested and validated. It’s a delicate balance, much like Yin and Yang. Some decisions are simply logical or the best possible outcome, and chasing validation for every minor aspect can be just as harmful as skipping validation entirely.

Launching the Product to Market

The final step in the New Initiatives framework is bringing the product to market. A successful launch is not just about making the product available; it's about ensuring it reaches the right audience, resonates with customers, and sets the stage for sustainable growth.

In some companies, I've experienced a handover process where one team or squad is responsible for research and validation, while a separate team is responsible for the actual build and market execution. This approach allows for hyper-focus at each stage of the process—ensuring that research is deep, validation is thorough, and execution is sharp.

However, it comes with its own challenges: communication and leadership skills need to be impeccable to prevent silos and ensure a seamless transition. If mismanaged, this split can result in misaligned priorities, a lack of ownership, or even the loss of critical insights gained during validation.

To bridge this gap effectively, I found that companies should take the following path:

• Ensure continuous collaboration between teams, using tools like shared documentation, cross-functional meetings, and live feedback loops.

• Maintain a single source of truth, such as a well-documented research repository or backlog, so that execution teams fully understand the rationale behind the product decisions.

• Define clear handover processes with structured milestones, so that teams remain accountable for knowledge transfer, rather than simply "throwing ideas over the wall."

Once alignment is achieved, a product's go-to-market (GTM) strategy becomes the cornerstone of success.

Go-To-Market Strategy: Crafting a Winning Launch Plan

While my expertise has always been in product management, I’ve had the opportunity to step into product marketing for a period. That experience reinforced a crucial lesson: as a Product Manager, you don’t just build a product—you embody it. You must breathe life into it, fuel its growth like oxygen feeds fire, and become its biggest advocate. This means inspiring teams, evangelising the vision, and collaborating closely with marketing and branding teams to ensure they understand the problem being solved and how the product delivers that solution.

A Go-To-Market (GTM) strategy serves as the roadmap for launching a product successfully. It outlines how the product is positioned, who it targets, and which marketing and sales tactics will drive adoption. Without a structured GTM approach, even the most innovative products can fail to gain traction.

Past the Innovation Cycle: Key Elements of an Effective GTM Strategy

Market Segmentation & Positioning

Understanding who your customers are and how the product fits into their lives is the foundation of any GTM strategy. And by this I mean:

• Identifying Ideal Customer Profiles (ICPs): Who are the primary users? What pain points does the product solve? This is one place where Jobs To Be Done come in handy.

• Market Differentiation: How does the product stand out from competitors?

• Crafting a Clear Value Proposition: Messaging should communicate the product’s benefits in a compelling way.

When Notion launched, it didn’t position itself as just another note-taking app. Instead, it branded itself as an all-in-one workspace, appealing to both individuals and businesses looking for a modular productivity tool.

Selecting the Right Marketing Channels

From my experience, choosing the right marketing channels is one of the most critical decisions in a product’s go-to-market strategy. I’ve seen great products struggle simply because they weren’t marketed in the right places, while others thrived because they met their audience exactly where they were. The key is understanding your users—where they consume content, how they engage, and what influences their decisions.

• Content Marketing: Blog posts, case studies, and thought leadership pieces to educate and engage potential customers.

• Social Media & Community Building: Engaging users on platforms like LinkedIn, Reddit, and X (formerly Twitter) to drive organic interest.

• Partnerships & Influencer Marketing: Leveraging tech influencers and industry leaders to amplify reach.

• Paid Advertising & SEO: Using targeted ads and search optimisation to drive demand.

Slack used a bottom-up adoption model, allowing teams to try the tool organically. By focusing on good old word-of-mouth and community-driven growth, it transformed from a niche internal tool into a global powerhouse.

Sales Enablement & Customer Acquisition

For B2B and enterprise products, a strong sales enablement strategy is crucial. This involves:

• Training sales teams to effectively communicate product benefits.

• Developing sales collateral such as case studies, pitch decks, and FAQs.

• Providing a frictionless onboarding experience, especially for SaaS products, so customers can try before they buy.

Zoom differentiated itself in the video conferencing space with a simple sign-up process and freemium model, which allowed users to experience the product with minimal barriers. This strategy drove rapid adoption and viral growth.

Ensuring a Smooth Post-Launch Experience

A product launch isn’t just about getting the product into the market—it’s about sustaining momentum and driving long-term adoption. Post-launch efforts should focus on:

• Seamless Onboarding: Providing guided walkthroughs, tutorials, and quick-start guides to ensure customers can start using the product effectively.

• Exceptional Customer Support: A responsive support team (live chat, email, or forums) is key to addressing user concerns quickly.

• Continuous Improvement & Feedback Loops: Collecting user feedback, monitoring reviews, and making iterative improvements post-launch.

Tesla’s over-the-air (OTA) software updates demonstrate how a product can evolve even after launch. Through continuous improvements in battery performance, autopilot capabilities, and UI design, and although many might disagree Tesla keeps its customers engaged long after their initial purchase.

RECOMMENDATIONS

From my experience, to effectively implement a clean solution from idea to market new initiatives, I've discovered that the most efficient and seamless approach to new ideas—without the need for extraordinary measures—is by leveraging the following cheat-sheet:

• Create a Dedicated Innovation Team or Squads: For companies serious about innovation, creating a dedicated team can help focus on exploring new ideas without the distraction of day-to-day operations. These teams should be empowered to follow structured innovation frameworks like New Initiatives, working closely with other departments to ensure alignment with company goals.

• Encourage Cross-functional Collaboration: Diverse perspectives are key to coming up with truly innovative ideas. Ensure that teams from different functions (engineering, sales, marketing, etc.) are involved in the ideation and validation stages.

• Use OKRs to Align Ideas with Strategy: OKRs not only help companies set and track goals but also ensure that new initiatives are closely aligned with organisational strategy. Integrating OKRs into the innovation process ensures that every idea is measured and tied back to business objectives.

• Iterate Quickly and Learn from Failure: Innovation isn’t a straight path. Failure is inevitable, but it should be viewed as an opportunity to learn and iterate. Rapid prototyping and testing can minimise risks and ensure that only the best ideas are pursued.

• Foster a Culture of Experimentation: Finally, creating an organisational culture that embraces experimentation is essential. Employees should feel empowered to share their ideas without fear of failure or judgement.

Far and Beyond

Innovation is crucial for any organisation that wants to remain competitive in a rapidly evolving market. Throughout my career, I’ve observed that while many companies aspire to innovate, only those with a structured approach—such as New Initiatives—manage to turn ideas into tangible successes. I’ve experienced first-hand how businesses that take the time to research, brainstorm, validate, and launch new ideas in alignment with their strategic objectives are far more likely to see real impact.

One of the biggest lessons I’ve learned is that innovation without direction often leads to wasted effort. That’s why the introduction of OKRs has been a game-changer in my experience—it ensures that every initiative is measurable, aligned with the company’s goals, and truly adds value. I’ve found that when teams work with clear objectives, they not only move faster but also stay motivated and focused on outcomes rather than just output.

Another key observation is that innovation doesn’t happen in isolation. Companies that dedicate teams or squads to innovation, encourage cross-functional collaboration, and foster a culture of experimentation are the ones that consistently deliver breakthrough products. I’ve seen the difference it makes when leadership actively supports risk-taking and continuous learning—teams become more engaged, and creativity flourishes.

Ultimately, I’ve come to realise that ideas alone don’t drive success—execution does. The companies that thrive are those that invest in structured innovation, embrace agility, and empower their teams to explore, test, and refine new concepts. When this happens, raw ideas are transformed into meaningful products that drive growth, customer satisfaction, and long-term success.