Shooting the rapids: managing product development in turbulent environments
Article Abstract:
This article explores the drivers of product development performance in a rapidly changing environment. Effective product developers in turbulent environments, such as Silicon Graphics and NEC, provide a contrast to traditional product development. They exhibit a development process characterized by extreme flexibility and responsiveness. This, in turn, hinges on the capability to gather and rapidly respond to new knowledge about technical and market information as a project evolves. Instead of focusing on execution and implementation, these companies' development process emphasizes the importance of the concept development stage, while keeping the product's specification fluid as late as possible in a project. This ensures the best match between system and component technologies, as well as the maximum flexibility to respond to changes. (Reprinted by permission of the publisher.)
Publication Name: California Management Review
Subject: Business, general
ISSN: 0008-1256
Year: 1995
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Speeding up new product development
Article Abstract:
Time-based strategy involves the production and delivery of specified products and services to the customer in the shortest time possible. This method of production development evolved from the just-in-time (JIT) production philosophy used in the manufacturing process. The JIT technique eventually was applied to every aspect of production. Applying the JIT strategy, product development involves the processing and transferring of information in small batches, grouping of process layouts by project team, a coordination of activities, localized management, cooperation in design with the supplier and short lead times. Time-based strategies in development of improved products has enabled firms to grow faster than rival companies and to accrue higher profits.
Publication Name: Management Accounting (USA)
Subject: Business, general
ISSN: 0025-1690
Year: 1992
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Leading the way to faster new product development
Article Abstract:
New, technologically-advanced products must enter the market before the competition in order for the company to survive. Corporate organisational capability must be developed to bring products to the market more quickly. The profit of technology-based firms is reduced by 33% over 5 years if a product comes to market six months late but on budget, while profit is only reduced by 4% if the product comes to market 50% over budget but on time. The preferred managerial and organisational approaches used by different managers to accelerate new product development are described.
Publication Name: The Academy of Management Executive
Subject: Business, general
ISSN: 0896-3789
Year: 1993
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