From the outside a bundle is a pricing choice: put these together, charge that. From the inside it's one of the more demanding cross-functional programs you can run, because it touches engineering, billing, packaging, marketing, and analytics at the same time, and they all have to land together.
The coordination problem is that a bundle isn't real until every piece works. The billing system has to handle the combined SKU. The product has to enforce the entitlements. Marketing has to position it. Analytics has to measure it. If any one slips, the bundle either can't ship or ships broken, and a broken bundle erodes trust fast.
So I run bundles as a tightly sequenced program with one launch date that everything plans backward from. The dependency that scares me most is billing, because it's usually the least flexible and the most expensive to get wrong, so it sets the pace.
At Intuit this work drove a large share of the $50M-plus in annualized revenue from bundling and targeted offers. The pricing idea was the easy part. Making five teams land one thing on one day was the program.