Turning around a critical product launch

When I was asked to step in and save GE's troubled product launch, I knew I was walking into a challenging situation. The project was overbudget, significantly delayed, and both product managers had quit just weeks before the scheduled launch date. The VP of Product personally asked me to take over, despite several colleagues warning me against it.
I accepted the challenge because I saw beneath the surface issues. Within days of taking over, I recognized that the core problem wasn't technical—it was cultural. Leadership had created an environment of distrust, where micromanagement had replaced empowerment. Team members with valuable insights weren't being heard, and morale had plummeted.
My first action was to bring everyone together for an honest conversation. I laid out our situation clearly but reframed it as an opportunity: "This is our chance to be part of something incredible. We have the talent in this room to make this happen." I established new communication channels where ideas could flow freely from those closest to the work.
I eliminated unnecessary approval layers and gave the technical teams autonomy to solve the performance and stability issues that had been plaguing development. With renewed purpose and trust, the team exceeded my expectations. Problems that had seemed intractable for months were resolved in weeks.
We successfully launched the product with only a minor delay from the revised schedule. What followed validated our approach—the product generated $3 million in Annual Recurring Revenue within just six months, confirming its market value and vindicating the faith I had placed in our team.
This experience reinforced my belief that even in high-pressure situations with significant financial stakes, leadership success often hinges on addressing the human elements first—trust, communication, and shared purpose—before the technical challenges can be overcome.