Leading product development : the senior manager's guide to creating and shaping the enterprise

Author(s)

Bibliographic Information

Leading product development : the senior manager's guide to creating and shaping the enterprise

Steven C. Wheelwright, Kim B. Clark

Free Press, c1995

  • : [pbk.]

Available at  / 24 libraries

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Note

Includes bibliographical references (p. 165-169) and index

Description and Table of Contents

Volume

ISBN 9780029344651

Description

The authors address the importance of the general manager's role in leading product-development efforts - at the functional, business unit, group and corporate levels. They provide case studies that show the importance of strong leadership in the planning and framing of individual projects.
Volume

: [pbk.] ISBN 9781416576341

Description

In their groundbreaking book Revolutionizing Product Development, Steven C. Wheelwright and Kim B. Clark demonstrated how project leaders for product development could apply new innovations to bring products to market at breakneck speed. Now, in their new work, they address the general manager's role in leading product development efforts -- at the functional, unit, group, and corporate levels. Up to now, senior managers have merely approved or rejected proposals at the beginning of a project and rushed in at the end to resolve problems. This traditional approach to product development no longer works, the authors contend. A fundamental shift in the role of senior management is taking place: the entire spectrum of new product development is now the responsibility of the general manager -- from pre-project planning to completion. Wheelwright and Clark draw on their combined consulting experience and numerous examples -- such as Kodak, Honda, Hewlett-Packard, and Gillette -- to explain how this new role can be successfully executed in today's competitive arena. The authors show how the margin for error in new product development has become razor thin. Pre-project planning, they show, takes the guesswork out of development so that projects run smoothly from start to finish. Second, they describe how to choose a set of projects that match a company's specific strategic objectives, resources, and "organizational horsepower" -- enabling the development of consistently successful products and capabilities over time. Finally, they reveal how to create a plan for action: how to determine project sequence, what measurements and incentives are crucial, and, most important, how to capture project learning and integrate it back into the ongoing stream of product development. Wheelwright and Clark conclude that the opportunity for rapid, significant development lies in managerial leadership of pre-project planning and commitment to improvement at every step of the product's life cycle. They provide managers with the tools needed to master these processes, making this book necessary reading for every manager who wants the upper hand in bringing timely, efficient, high-quality new products to market.

Table of Contents

Preface Acknowledgments 1. The Leadership Challenge 2. A New Role for Senior Management: From Problem to Solution 3. Less is More: Building an Effective Project Portfolio 4. Creating Consistently Effective Project Teams 5. Leadership in Action: Developing Single-Use Cameras at Kodak 6. Turning Promise into Reality Additional Readings Index About the Authors

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