CHALLENGE:

Any new product launch is stressful, but the introduction of Hewlett Packard's next-generation server platform proved particularly challenging. In addition to the platform, the company was introducing a number of new hardware offerings, including an entry-class server and a blade server offering, which increased the complexity of the launch substantially. Worse, in the middle of the project, the company lost its product launch manager-leaving the entire project in the hands of a category manager that had just joined the organization.

"The bottom line was that I was new in this role and there was a lot of turnover and turmoil," said Mark Scholz, Category Marketing Manager at Hewlett Packard Co. in Austin, Texas. "We needed some stability."

SOLUTION:

Faced with a floundering product launch and a matter of weeks to successfully finish the work that needed to be done, Scholz knew he needed help. After consulting with HP colleagues, he realized that Lawren Communications, a marketing communications consultant firm, could step in and make the launch a success. Celia Lawren had managed a number of successful projects for HP and had gained a solid reputation for getting up to speed quickly. "Celia came in and was a calming, intelligent, and organized influence," said Scholz.

The main strengths of any successful project manager are flexibility and an ability to innovate. "She learned the players, put the pieces of the puzzle together and got the launch back on track," said Scholz. "In fact, she improved the process and improved morale overall, as well as communications with the various regions."

Lawren took over a number of key responsibilities, such as managing the huge number of launch meetings necessary to get all the key players informed and moving forward. She managed the information flow at these meetings, and monitored tasks, goals and status of the many elements involved in the launch. "She proactively figured out what was going awry and what was deficient and pulled people or teams together to solve the problems and make sure things happened," said Scholz.

Especially since he was new to his role, Scholz also appreciated Lawren's willingness to get involved in details of the launch that might not usually come under the project planner's traditional bailiwick. For instance, she handled all sales and executive communications. "Her speed to address problems or concerns was great," said Scholz. "She was always willing to jump in and help out. She was part of the team."

In only ten weeks, the launch was successfully completed. "If we hadn't brought someone like Celia into the product launch, it probably would have been a disaster," said Scholz. "Celia Lawren was absolutely the right choice. She brings an amazingly diverse skill set to her work. She facilitated the launch and brought it to the goal line. On a personal and professional level, she is delightful to work with."