for the answer say when the hypothetical company started: been for a long time, middle of the road, newcomer/startup.
also if possible, dialouge with other POV’s mine
CEO(self): Alright , CTO and COO make sure all development resources are focused on developing the feature, leave 2 QA’s available so i can get them to test the bugginess of their product, also e need to keep the people who hate the feature so add a off button.
CTO: how do we split the task up?
COO: i deal with higher-ups, you lower ups.
CTO: makes sense
CEO(self): CFO we need to estimate profit forgivingly so we may take less of a hit
CFO: though, we need a few posts and statements to make sure the consumers keep patient
CEO: ok, ok, good. Anything else?
CIO: the competetors have a strike
CEO: we can’t afford a worse strike than them, anyways guess its time to end the emergency meeting.
(feel free to commentate on mine)
At the top management meeting, it’s mostly a discussion with product management and R&D to know How bad is-it, and why we’re late ? It’s absolutely fine to do the bare minimum on the new cool feature, to focus on stuff which bring immediate profit (e.g. system reliability, manufacturing optimisation, or even getting new markets), and then up to Sales and Marketing to manage the prospective customer. can be what competitor has isn’t that cool. to Let’s sell-it anyway, and in the 3 years between order and delivery we’ll have the time to develop-it this one usually goes with the good-old Use vague and ambiguous terms in the contract to deliver a best-effort solution when it’s ready and then do the strict minimum