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Transformed : moving to the product operating model
\"Help transform your business and innovate like the world's top tech companies! In INSPIRED, product thought leader Marty Cagan revealed thebest practices and techniques used by the top product teams operating in the product model. Next, EMPOWERED shared the best practices and techniques used by the top product leaders to provide their teams with the kind of environment they need to thrive in the product model. Yet, the most common question after reading INSPIRED and EMPOWERED has been: \"Yes, we want to work this way, but the way we work today is so different, and so deeply ingrained, is it even possible for a company like ours to transform to the product model?\" TRANSFORMED was written to bridge the gap between where most companies are right now and where they need to be. The leaders of these companies know they must transform to compete in an era of rapidly changing enabling technology, but most of them have never operated this way before\"-- Provided by publisher.
BOOK
The Effectiveness of Customer Participation in New Product Development: A Meta-Analysis
Although the returns of customer participation on new product development (NPD) performance can vary substantially, the current literature lacks a systematic conceptual and empirical integration showing when customer participation is valuable in enhancing NPD performance. Building on knowledge management theory, the authors present a conceptual framework that synthesizes a variety of contingency factors. A meta-analysis empirically examines the moderating effects of contextual factors between customer participation and NPD performance. The analysis reveals that involving customers in the ideation and launch stages of NPD improves new product financial performance directly as well as indirectly through acceleration of time to market, whereas customer participation in the development phase slows down time to market, deteriorating new product financial performance. Furthermore, the benefits of customer participation on NPD performance are greater in technologically turbulent NPD projects, in emerging countries, in low-tech industries, for business customers, and for small firms. The authors discuss several theoretical and managerial implications about when to engage customers in the innovation process.
Journal Article
Leveraging constraints for innovation : new product development essentials from the PDMA
\"Sales- In a single comprehensive volume, covers the full spectrum of constraint-related strategies and techniques in a coherent, integrated fashion - Provides a set of frameworks, techniques, and tools that can be immediately implemented - Offers how-to knowledge on specific tools and methods as applied to innovating products and services when facing constraints as well as the development of new business models - Integrates problem- and solution-based knowledge to enable companies to develop sustainable growth strategies by leveraging constraints and restrictions toward innovation strategies, processes and offerings Product development professionals including engineers, project managers and business managers in a broad range of industries from heavy manufacturing to the service sector. Plus members of the PDMA and those training for the PDMA Professional Certification Examination using the body of knowledge\"-- Provided by publisher.
Book
Customer involvement in co-development: problem-solving and decision-making in new product development
Purpose
Customers can participate in new product development (NPD) in many ways. Drawing on the knowledge-based view (KBV) and innovation literature, this study aims to contrast two main product development activity types, i.e. problem-solving and decision-making. It proposes customers play distinct roles if they get involved in these activities, which influence NPD outcomes differently. It also explores customer need specificity as a boundary condition for the above-mentioned relationships.
Design/methodology/approach
The authors collected survey data from 308 managers in the innovation domain.
Findings
Customer involvement in problem-solving and decision-making distinctively influences new product innovativeness and development speed. Customer need specificity interacts with the two co-development types differently to impact these NPD outcomes further.
Research limitations/implications
This research extends the KBV and addresses the inconsistent findings in the literature regarding customer involvement as co-developers in innovation. It also provides novel insights into how knowledge characteristics like customer need specificity can direct co-developing activities to generate distinct NPD results.
Practical implications
This paper offers practical implications for firms on how to involve customers in developing innovative new products while managing development speed.
Originality/value
Prior research has yet to distinguish customer responsibilities related to co-development activities. This research fills this gap and offers novel insights that problem-solving and decision-making have opposite impacts on different NPD outcomes. This research demonstrates that finer knowledge about customer involvement responsibilities is needed for critical NPD outcomes.
Journal Article
The Run of the Red Queen
Few observers are unimpressed by the economic ambition of China or by the nation's remarkable rate of growth. But what does the future hold? This meticulously researched book closely examines the strengths and weaknesses of the Chinese economic system to discover where the nation may be headed and what the Chinese experience reveals about emerging market economies. The authors find that contrary to popular belief, cutting edge innovation is not a prerequisite for sustained economic vitality-and that China is a perfect case in point.
eBook
The effects of the fuzzy front end and cross-functional interfaces in the NPD process
PurposeAs the start of a new product development (NPD) process, the front fuzzy end (FFE) is believed to determine new product performance to a large extent. However, its effects on new product performance, particularly in terms of quality and cost, lack empirical evidence in the extant literature. Moreover, the joint performance effects of the FFE and cross-functional interfaces in later NPD stages (i.e. product development and product launch) are largely overlooked and deserve further investigation. Therefore, this study aims to explore the direct effects of the FFE and later stages’ joint moderating effects on new product performance (i.e. quality and cost) from a holistic process view.Design/methodology/approachA conceptual model is proposed to hypothesize the FFE–new product performance relationships and the joint performance effects of cross-functional interface management. A sample of 196 firms from an international survey is used and hierarchical linear regression is employed to test the proposed hypotheses.FindingsThis study finds that FFE implementation contributes to both new product quality and cost performance. Moreover, interface management in multiple NPD stages has synergistic performance effects. Specifically, the FFE, customer involvement in product development and manufacturing flexibility in product launch jointly improve new product quality performance, while the FFE, supplier involvement in product development and manufacturing flexibility in product launch jointly improve new product cost performance.Originality/valueThis study extends the NPD literature by deepening the understanding of the key roles of the FFE on new product performance and evidencing the synergistic effects of cross-functional interfaces in multiple NPD stages. Further, this study also highlights the differential joint moderating effects of interface management in later NPD stages on new product quality and cost performance. This study also offers insightful implications to NPD managers.
Journal Article
Are there generalizable patterns in line extension performance?
Purpose
New product introductions, particularly line extensions (LEs), are common in consumer goods categories. Despite their commonality, the success of LEs are not guaranteed. The purpose of this study is to provide brands that introduce LEs a benchmark about what success to expect.
Design/methodology/approach
This study investigates the success of 36,994 LEs in each quarter for the first three years after introduction. Four indicators are calculated using consumer panel data to benchmark how long LEs survive (failure rate), how competitive they are in the category (market share) and how they are adopted by category buyers (penetration and repeat buyer rate).
Findings
Most LEs survive after the first year, but many cease to exist or perform well in the long term. Around 50% of LEs fail a year after launch, but this failure rate halves once seasonal LEs are removed. Failure rates start to approach 80% after three years. Most LEs do not perform better than existing products. Around three in four LEs have a market share or penetration near or below the category norm. Although this percentage decreases the longer after launch, most LEs are still below the category norm.
Practical implications
These new product success benchmarks provide guidelines to practitioners about what success the “typical” LE will achieve. This research can help guide new product investment decisions because it provides context on what is feasible to achieve.
Originality/value
Four market success measures are used, a departure from past benchmarking research which uses practitioner evaluation on metrics seldom used in practice. The authors provide guidelines about when and how to measure LE and new product success more broadly.
Journal Article