Product champions: Truths, myths and management

Champions represent powerful forces in most organizations Champions are pas sionate about what they do; they generate support for ideas, and they keep ideas and projects alive. The research literature contradicts some champion myths and validates others. For example, we now know that a champion moves projects along, while projects with no champion struggle-but having a cham pion does not guarantee market success. As well, toe know that champions ar ise from all levels in an organization, and are as likely to support increm ental as radical ideas. Champions work within a political environment, and rely primarily on relationships for influence, although they will resort to traditional influence tactics. Formal NPD processes with cross-functional teams go hand-in-hand with champions. Champions ar-e motivated by working t oward a strategic vision, from contact with a community of knowledge, and f rom opportunities to develop skills. Having a loyal antagonist may actually help champions in their work.