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Best Practices for New Product Development
product, studies [2, 3] have identified that Within portfolio management, the assigned
there are only two fundamental ways at product manager (PM) is responsible for their
winning at the new product innovation respective project.
game.
Their energies must be skilfully invested within
These are primarily achieved by “doing the organisation and the project team by
projects right” and engaging by “doing the “speaking in the customer’s voice”.
right projects”.
The PM must also internally champion and
6.1 Doing Projects Right rally around the NPD project, while
The common denominators of successful new connecting outside of the business with
product development projects include: partners, channels and the ultimately with the
customer/market segment.
doing the planning homework up front
prior to commencement of product
development
7 What Usually Goes Wrong
getting an early, sharp and stable product
Some of the most common pitfalls associated
definition
building in the voice of the customer into with new product development (NPD)
the product (an actual tested and include the items listed below.
validated customer need) Through their awareness it is anticipated that
employing true cross functional teams Stanski Customers may successfully avoid
facing up to mandatory project costs these during their NPD projects.
(invest in the necessary infrastructure)
avoid unnecessary project haste by 7.1 Lack of Market Orientation
understanding the likely schedules Inadequate market analysis, a failure to
and eliminate the “Load, Fire, then Aim” understand customer needs and wants, and
mentality resulting from cutting corners. insufficient attention to the marketplace are
consistently cited as major reasons for NPD
failure.
6.2 Doing the Right Projects
Equally important but often missed is the issue 7.2 Poor Quality of Execution
of doing the right projects. Project selection New product development processes are
for Go, Halt and Kill decision points becomes deficient, omitted, ignored, or erroneous. For
very important to the overall success of new instance, when key actions often considered
products. central to success are arbitrarily omitted,
these are usually indicative signs of poor
Since there are usually windows of
execution.
opportunity during which a product may
become successfully in the market, such
7.3 Moving Too Quickly
external factors must also be considered
Many of these errors include failure to do
during project decision points.
certain key tasks and short-cutting of others -
6.3 Empowering the Product Manager usually made in the interest of saving time.
When these corners are cut, mistakes are
The act of project selection and Go/Halt/Kill
made, the project moves off target, and
decisions should exclusively be handled by
activities have to be repeated, all at great
the portfolio management team.
time and money expense.
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Best Practices for New Product Development
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