Product Development

Showing 61-80 of 91

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A New Manifesto for Management

The corporation has emerged as perhaps the most powerful social and economic institution of modern society. Yet, corporations and their managers suffer from a profound social ambivalence. Believing this to be symptomatic of the unrealistically pessimistic assumptions that underlie current management doctrine, Ghoshal et al. encourage managers to replace the narrow economic assumptions of the past.

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A Dynamic View of Strategy

Strategic failure usually comes from an inability to make clear choices on which customers to target, what products to offer, and how to improve efficiency. Incumbents routinely bow to upstarts that innovate in those areas. The author shows established companies how to prepare for and counter such disruption with a dynamic process of continual strategic renewal.

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Surfing the Edge of Chaos

Every decade or two, a big idea in management thinking takes hold and becomes widely accepted. The next big idea must enable businesses to improve the hit rate of strategic initiatives and attain the level of renewal necessary for successful execution. Scientific research on complex adaptive systems has identified principles that apply to living things, from amoebae to organizations. Four principles relevant to strategic work at Royal Dutch/Shell are outlined.

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Planning for Product Platforms

A platform is a collection of components, processes, knowledge, people, and relationships shared by a set of products, allowing companies to efficiently develop differentiated products and to better meet customer needs. The authors describe the benefits and challenges of platform planning, presenting three underlying ideas, a method for planning a new product platform, and recommendations for managing the process.

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Strategic Channel Design

Three forces are changing the customary rules of distribution channel management: proliferating customer needs, shifts in the balance of power in channels and changing strategic priorities. The authors propose a strategic approach to planning for future channel configurations, control of the channel and resource commitment.

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Strategic Innovation

How can a company successfully attack an established market leader? How can it find new ways to compete that everyone else has missed? By breaking the rules of the game in its industry to find new sources of innovation, says this author. In a study of thirty successful attackers, he identified five ways that they think about and develop a new game plan.

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Integrating the Fuzzy Front End of New Product Development

The failure to integrate a product strategy, a well-planned portfolio, and a facilitating organization structure with clearly identified customer needs, a well-defined product concept, and a project plan can severely hamper new product development. An examination of eleven companies aims at improving the effectiveness of the front-end process.

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Customizing Customization

A continuum of strategies shows that while some industries favor customization and some foster standardization, others mix the two in their products, processes, and customer transactions in intriguing ways.

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Software-Based Innovation

A revolution is now underway. Most innovation occurs first in software.1 And software is the primary element in all aspects of innovation from basic research through product introduction:Software provides the critical mechanism through which managers can lower the costs, compress the time cycles, and increase the value of innovations.

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Improving Knowledge Work Processes

A firm decided to redesign its research and development process. Because the effort was critical to its success, the firm applied two parallel approaches to the process. One was a classical reengineering effort in which a small group of managers and consultants designed a radically different way to do research.

Showing 61-80 of 91