When stakeholder's expectations are high with not enough time to plan, I would suggest to apply agile model to navigate such a situation. Developing a minimum viable product, concentrating the team's resources on a vital few, constantly communicating and engaging with stakeholders to iterate through the development would be the way to go forward. Detailing the "WHY" behind the execution challenges, breaking down priorities, showcase the shaping of the product can help calm stakeholder expectations. As a leader we MUST bring realization to the unrealistic expectations similar to bringing calmness to a chaotic situation. Negotiate hard, be open, create a trusting environment, build credibility with results and lead the way one step at a time!

Navigating high expectations for rapid scalability without thorough planning is indeed a challenge, but it's not insoluble- • Start with honest communication about the potential risks and challenges. • Suggest a phased approach to scalability. • Determine what aspects of the scalability are most critical and focus on those first. • Set achievable deadlines and milestones. Set realistic goals and exceed them. • Utilize automation and other technological tools to streamline processes. • Prepare a detailed resource plan outlining the needs for personnel, budget, and time. • Establish a feedback loop with stakeholders to regularly update them on progress and recalibrate expectations as necessary.

Any product you develop should get PULLED in market & not required to PUSH. If product is beneficial to customer, solve real needs & problems its get automatically pulled in market get scaled without any efforts. Early stage of understanding customer voice, needs, problem's is crucial which makes concrete foundation for any product success & then scalability get addressed automatically...

When you’re building a product and haven’t yet achieved product-market fit (PMF), focusing on scalability too early can be a costly mistake. It’s a surefire way to burn through resources and strays from the principle of “failing fast.” However, once you’ve found PMF, scalability becomes essential. At this stage, your product must be ready to grow in line with actual demand. As PMs, we often face optimism from business leaders about growth. So, when is the right time to focus on scalability? Truthfully, there’s no one-size-fits-all answer. It’s about managing the risks of high operating expenses relative to revenue. Prioritize building for today while keeping tomorrow in sight, but always ensure the decisions are grounded in data.

Scalability and successful TT is a challenging issue. In this respect, always I remember that with a devised process as depicted in literature , even your best Scientist will struggle to the expected result in first experiment. When my team do TT, I explain them that it's not easy, although in lab it is easy. Encourage them, working with best scientific tools and confidence that you have the best knowledge, where the challenges are. A best navigator of the project should have understanding, that what may be the potential threat. When we started our carrier, Management provide little leverage of few batches. But in changing dynamics of the industry, it should be first time right, possible by working practically with cross functions.