The matrix killed your product launch and nobody filed a report about it.
I worked inside a matrix organisation at the intersection of product ideation, build, sales and marketing. The product team built something excellent. The sales team had not been briefed deeply enough to position it. The marketing team was working to a launch calendar that was set before the build was complete. The customer-facing content was written by people who had not used the product. The pricing was set by a commercial function that had not spoken to the customer-facing teams since the last quarterly review.
The product launched. The numbers were below projection. The post-mortem identified execution gaps in each function. Nobody identified the gap between the functions as the cause because the gap between the functions did not appear on any function's reporting.
In a matrix ecommerce operation, the product-sales-marketing intersection is where launches are won or lost and it is structurally the least-governed space in the organisation. Each function has a clear owner. The connections between them do not.
A product that is excellent, positioned accurately, priced with competitive intelligence, and communicated by people who understand it deeply, is a different commercial event to the same product launched through a matrix that has never examined its own handoffs.
Related reading