Problems in the product development process are often related to:
- Bad linkages across functional structures.
- Unclear business strategy.
- Inadequate marketing information.
- Unclear responsibility for decision making.
- Incomplete membership in the product development team.
- Inability to achieve cross-functional convergence.
- Consideration of divergent viewpoints is cut short too soon.
- Inadequate product ownership.
- Structures and systems are unclear between divisions.
- Data isn’t used or integrated into decision making.
- Culture is conflict adverse.
- An R & D perspective predominates.
- Third party relationships are poorly managed.
- Culture has a “home run” mentality.
- Poor management of evolving expectations.
- Costs of entering a new business are miscalculated.
- Poor boundary management.
- People lack a sense of reward for meeting the overall objective.
- Prevailing concern is only with time to market.
- Convergence is forced.
- The role of “product champion” precludes objectivity.
- Constraints on promoting new market products.
- There’s a lack of cross-functional trust and respect.
- The functional areas own the objectives.
- Knee-jerk problem solving.
- Problem-centric culture is highly rewarded.
- Assumptions on market readiness are incorrect.
Typical dilemmas in high-tech companies include:
“I don’t really know how / when a product development project gets officially sanctioned .”
“We got a request for an additional feature on a project at pre-pilot” (usually because engineering wanted to introduce a new feature they felt could easily be incorporated into the current design).
“I don’t know how long it takes us to develop products - we never measure it.”
“Marketing won’t define the product.” - Technology departments.
“Engineering want us to design the product for them.” – Marketing department.
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