Typical management shortfalls in New Product Development (NPD) and their avoidance

• Main Authors: Foo, Say Wei, Bauly, John A.
• Other Authors: IEEE International Conference on Management of Innovation and Technology (1st : 2000 : Singapore)
• Format: Conference or Workshop Item
• Language: English
• Published: 2009
• Online Access: https://hdl.handle.net/10356/91311; http://hdl.handle.net/10220/4588; http://sfxna09.hosted.exlibrisgroup.com:3410/ntu/sfxlcl3?sid=metalib:EVII&id=doi:10.1109/ICMIT.2000.917379&genre=&isbn=0 7803 6652 2&issn=&date=2000&volume=&issue=&spage=450&epage=5&aulast=Bauly&aufirst=%20J%20A&auinit=&title=Proceedings%20of%20the%202000%20IEEE%20International%20Conference%20on%20Management%20of%20Innovation%20and%20Technology%2E%20ICMIT%202000%2E%20%60Management%20in%20the%2021st%20Century%27%20%28Cat%2E%20No%2E00EX457%29&atitle=Typical%20management%20shortfalls%20in%20new%20product%20development%20%28NPD%29%20and%20their%20avoidance%20%28for%20mass%20and%20batch%20produced%20products
• Institution: Nanyang Technological University

This paper briefly reviews one model of the total NPD process, viewed as a "strategic business process". The model is based upon that used by the UK Time to Market Association, [1][2], and its member companies, and put forward as being, for many NPD situations, a "best practice" model. The most successful implementation of the model usually requires good "change management" within companies and also demands particular attention to the avoidance of some potential management shortfalls that are liable to occur. These have been noted to be prevalent for various ways of organizing NPD activity so that a consideration of them should be generally useful to all companies engaged in NPD. This paper reviews these typical management shortfalls. They have been observed from practical experience as well as from the case studies [2].