According to Harvard Business School, between 80% to 95% of new product launches fail to hit their business targets. Yet PMMs are still expected to say yes to most launches, even when impact varies widely. Join our panelists as they explore how PMMs can prioritize launches more ruthlessly, influence what gets shipped, and focus GTM effort on work that drives real business impact. It will also examine how PMMs can shift from execution to strategic influence by shaping launch decisions, challenging default tiering models, and pushing back on scope or timing using clear signals of market readiness. Key takeaways: - Shift from launch execution to influencing revenue, retention, and pipeline outcomes - Redesign launch prioritization using market impact rather than engineering effort - Push back on scope and timing using market readiness, not opinion - Strengthen PM–PMM alignment through clearer definitions of launch success