If the CEO is announcing it at a conference, it’s a top line feature that will / should move the needle for the company - ie this is a sizeable bet for the company. Otherwise no-one is listening to the CEO or she is talking at the wrong conference.

If it’s a commitment of that size then “here’s a date, rely on it” is terrible management. Yes of course other things need to be co-ordinated

My argument is three fold

Let’s imagine the company offers an app to record activity on a building site we are adding a photo feature where materials are scanned situ by CV - improving compliance, reducing fraud. It’s worth millions.

1. Co-ordinate with software. What levels of reliability do we want, what milestones will we hit and then turn on certain other activities in the compmay. So set up tests or milestones

2. What’s the idea that software is some Distinct part of a company. It’s everything everywhere. If your marketing team and accounts team and logistics are not up to their eyeballs in software somethings wrong

3. The last point - management has a job. I think we over-play what management can and cannot do. I believe management is being disaggregated by software - and far too often the co-ordination job is a political compromise job not a white hit directive.

Edit: I have played with deleting this but it’s a half formed thought - but I am writing a book where the whole software / management idea is being expanded. Maybe it’s only going to stay half formed - but I hope not