Powering product innovation

Article Abstract:

Organisational power can play a key role in allowing a company to develop a successful new product, as long as it is linked with innovation, allowing product developers to draw on the company's competencies. However, there are cases where organisational power is not aligned with innovation, and this forces product developers to give most of their attention to protecting their new ideas in an atmosphere which seems to be against innovation. Senior managers must focus on ensuring that resource, process and power are aligned with innovation.

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Succeeding at product development involves more than avoiding failure

Article Abstract:

Many managers avoid investing in product development even though it can provide significant benefits to a business as long as it has effective marketing input. The process is viewed as a high-risk activity and many managers use alternative methods of business development such as product augmentation, market development and process development. Product development managers should use their skills to take advantage of wider external markets.

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Managing supplier involvement in product development: three critical issues

Article Abstract:

Research is presented concerning the difficulties which are experienced by the electronics and automotive industries in the involvement of suppliers early on in the product development process.

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