Senin, 30 September 2013

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THE DOUBLE LIFE OF POCAHONTAS

  • Sales Rank: #4649963 in Books
  • Published on: 1983-10-28
  • Binding: Hardcover

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Selasa, 24 September 2013

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What Made Me Who I Am, by Bernie Swain

Starting a business is a wonderfully naïve venture.  Only a fortunate few will survive--and very few of those who thrive will have something special to say about failure, success, and leadership.  
 
Bernie Swain is one of those few very fortunate people.  He quit his job in 1980 to start a lecture agency with his wife and a friend.  By the end of their first rocky year--just as his savings were running out--Swain's first revenues trickled in.  He began signing every speaker with a handshake; this proved to be the hallmark of trust that helped accelerate the company's growth. Years later, his roster of speakers would be the greatest in history since America's first agency represented a host of notables such as Mark Twain, Susan B. Anthony, and Frederick Douglass.  
The best of Swain's fortunes turned out to be the speakers themselves because these remarkable leaders had become his personal friends.  What Made Me Who I Am captures the leadership transformations of 34 of those friends--from Doris Kearns Goodwin to Colin Powell, Terry Bradshaw to Tom Brokaw, and Tony Blair to Dave Barry.  This assembly of people defines a generation. What were their most powerful influences?  Defining moments?   Decisions that contributed the most to their character and accomplishments?   
Swain captures answers to these questions and more in an inspiring, practical collection of true-life stories for leaders today. What Made Me Who I Am is also a terrific gift book for graduates and others who are just starting out in life.  
 
ABOUT THE AUTHOR

Washington DC-based BERNIE SWAIN is co-founder of Washington Speakers Bureau and today's foremost authority on the lecture industry.  Over the past 35 years, Swain has represented former US Presidents, cabinet members, business executives, public figures, media leaders, and sports legends.  For more, visit BernieSwain.com.

  • Sales Rank: #93272 in Books
  • Published on: 2016-09-06
  • Released on: 2016-09-06
  • Original language: English
  • Number of items: 1
  • Dimensions: 8.25" h x 1.00" w x 5.50" l, .0 pounds
  • Binding: Hardcover
  • 224 pages

Review
“When a legend of an industry writes a book, you take notice. Bernie Swain, founder of the nation’s top lecture agency, recounts the watershed moments of a number of well-known clients. What Made Me Who I Am is an insightful guide to what has empowered a generation of leaders. It’s also full of fresh, moving stories that will help you navigate your life and challenges—no matter where or who you are.”  (Amy Cuddy, Harvard Business School professor and New York Times bestselling author of Presence)

“Imagine having a backstage pass to the most interesting stages of the past three decades. Bernie Swain didn’t just have that seat; he built the stage. In this inspiring book, he convinced many of the great leaders of our time to share the key turning points in their lives. It’s like 34 autobiographies in one volume—full of delightful stories, surprising insights, and practical wisdom.” (Adam Grant, Wharton professor and New York Times bestselling author of Originals and Give and Take)

“Bernie Swain’s What Made Me Who I Am is a treasure. By revealing the core motivations of some of our most powerful leaders, the book challenges all of us to push back our own frontiers and become better versions of ourselves. Prepare to be surprised, inspired, and—most of all—changed.” (Daniel H. Pink, New York Times bestselling author of Drive, A Whole New Mind, and To Sell Is Human)

“Rarely do we get intimate profiles of so many outstanding leaders as we do in What Made Me Who I Am. Author Bernie Swain, a legend in the speaking world, reveals his clients’ most personal leadership struggles alongside his own. Leaders at every level will see themselves in his frank, true-to-life tales about risk, tough times, and resilience. You’ll also get some powerful inspiration and practical advice that could make a real difference for the rest of your life.” (Stephen M. R. Covey, New York Times bestselling author of The Speed of Trust and Smart Trust)

“The stories in What Made Me Who I Am are both heartfelt and inspiring. The trust and confidence these famous names have in Bernie Swain is obvious on every page because they reveal to him intimate details of their lives that give real insight into how they became who they are today. Plus it is a fast and fun read.” (Maureen Orth, award-winning journalist and special correspondent for Vanity Fair)

“History is composed of the stories we tell; their turning points often have the power to inspire. From the personal trials of some of today’s most iconic leaders, Bernie Swain has created an inspiring gem.” (Ken Burns, renowned filmmaker including Civil War and Baseball)

“Everyone starts somewhere, and some of the most successful people of our times started in circumstances that were light years away from the lofty peaks they reached. Bernie Swain’s book shares the stories of some of the successful individuals with whom he’s worked—and the pivotal moments that proved life changing. You’ll look at the events in your own life differently after reading about the lives of these leaders.”  (Deborah Norville, anchor of Inside Edition and New York Times bestselling author of Thank You Power)

“We all have moments when we decide our fate—when we face down a problem, for example, or take a big risk. What Made Me Who I Am focuses on those inflection points for 34 notable people. You learn what has made all the difference in each of their lives and how these influences continue to drive them forward. This is an important book with great meaning for the rising generation.” (Eugene Robinson, Pulitzer Prize–winning columnist for the Washington Post and MSNBC analyst)

“I love What Made Me Who I Am simply because Bernie Swain understands what moves people. You’ll see yourself in every story, and you’ll be inspired to take charge of your problems and opportunities in fresh, new ways.”  (Katie Couric, award-winning journalist and New York Times bestselling author)

 “Bernie Swain’s book What Made Me Who I Am wisely states that all of us must appreciate the evolution of our lives and seize those teachable moments. Bernie has met many remarkable men and women with lessons to teach. In this book, he shares them with us.” (Charlie Rose, television talk show host and journalist)

“I’ve always believed that the most effective leaders are as generous as they are ambitious. They are at their best when they bring about the best in everyone they encounter. This book confirms that belief. In a true act of generosity, Bernie Swain has persuaded many of the remarkable thinkers, statesmen, and executives with whom he has worked to share the secrets of their success. The stories are larger than life, but their lessons may change your life. What Made Me Who I Am will help make you what you hope to become.” (William C. Taylor, Fast Company cofounder and New York Times bestselling author including Simply Brilliant)

“Every human life is unique and unrepeatable. What we do and what we become in our lives has everything to do with whether we discover our personal talents and passions and have the determination to pursue them. What does that take and what happens when we do? In this compelling collection of powerful stories, Bernie Swain explores these fundamental questions through the lives of 34 extraordinary people in many different fields. No matter who you are, or what stage of life you’ve reached, you’ll find What Made Me Who I Am is a treasure trove of insights and experiences on leadership, life, and achievement.”

  (Sir Ken Robinson, New York Times bestselling author of The Element: How Finding Your Passion Changes Everything)

 “Bernie Swain—who has worked with US presidents, executives, and public figures for 35 years—gives us a rare look at the private moments that have helped determine the achievements of some of today’s most compelling leaders. What Made Me Who I Am will remind you of the tremendous power of human potential, and that we are all in the people business.” (John Wren, President and CEO, Omnicom Group)

“Here’s the truth in What Made Me Who I Am: Your future is in your hands—regardless of your circumstances. Get a copy. You’ll be newly motivated to have more of a positive influence, get ahead, and expand your role in the world.” (Dan Schawbel, Partner at Future Workplace and author including the New York Times bestseller Promote Yourself)

“Great people are sometimes born and sometimes made. But either way, great people are those who take charge of their potential. Bernie Swain’s insightful book delivers first-hand accounts of how 34 of this generation’s stars did just that — facing down problems, taking on risk, and persevering through tough challenges. What Made Me Who I Am is a terrific read for anyone who wants to make the most of what they have, and become all they can be.”

  (Jack and Suzy Welch, Business leaders and New York Times bestselling authors including The Real-Life MBA)

“Behind every president, CEO, Hollywood actor, or successful entrepreneur you’ll find a person who’s rarely talked about. Don’t be surprised if that person’s name is Bernie Swain. In his remarkable book What Made Me Who I Am, Swain shares a fascinating insight into some of the world’s most admired individuals and how they in turn shaped equally remarkable individuals. What Made Me Who I Am is a must-read for anyone who aspires to reach for the stars—and have fun at the same time.”

  (Martin Lindstrom New York Times bestselling author of Buyology and Small Data)

“Bernie Swain has a compelling personal story and an incredibly unique vantage point on life. This book gathers it all together in powerful short profiles; read them and be inspired, entertained, and delighted.” 

  (Rory Vaden, New York Times bestselling author of Take the Stairs and Procrastinate on Purpose)

“Bernie Swain has written a deeply insightful book, capturing the moments that turned ordinary people into today’s heroes. What Made Me Who I Am is to be treasured.”

  (Marshall Goldsmith New York Times bestselling author including Triggers)

“Bernie Swain has created the perfect book for every bedside. When he called his friends of many years and asked them to tell their personal stories, they responded with warm, revealing tales—stories that are charming, often humorous, and inspiring. No wonder Bernie’s clients are favorites of audiences all over the world.”

  (David Gergen, political analyst, advisor to four US presidents, and Harvard Kennedy School professor)

“Everyone carries with them a lasting lesson that defines them.  Bernie Swain has done a masterful job capturing the moments that have become lasting lessons for so many of today’s greatest leaders.”

  (Luke Russert, correspondent, NBC News)

“The most unexpected moment can change your life, but only if you’re paying attention. Bernie’s terrific new book captures the real-life turning points of productive heroes—each one his friend. Who grabbed the opportunity, got competitive, and leaped forward? Learn from the best in What Made Me Who I Am.”

  (Barbara Corcoran, Shark investor on ABC’s Shark Tank, and New York Times bestselling author)

About the Author
Washington DC-based BERNIE SWAIN is co-founder of Washington Speakers Bureau and today's foremost authority on the lecture industry.  Over the past 35 years, Swain has represented former US Presidents, cabinet members, business executives, public figures, media legends, and more.  For more, visit BernieSwain.com.

Most helpful customer reviews

7 of 7 people found the following review helpful.
Two inspiring books in one
By Tony D'Amelio
What Made Me Who I Am is an inspiring book. Actually, it’s two books. First and foremost, it’s a collection of essays from many of the notable clients Bernie Swain served during his many years at the helm of the prestigious Washington Speakers Bureau, the company he founded. He called on them to write about turning points in their own lives that essentially made them who they are today. Then, it’s a book about Bernie’s own turning point and his remarkable journey to create the world’s groundbreaking lecture bureaus and redefine the lecture industry in the process. There are numerous lessons to be learned from both parts of this gem of a book – and readers will come away uplifted and inspired.

Full disclosure: I’m not an unbiased reader here: I’m a Bernie Swain fan. Before I launched D’Amelio Network, a speaker management company in 2011, Bernie recruited me to become part of the WSB team in 1984. There I stayed for nearly 28 years, during which time we worked together to book a veritable Who’s Who from politics, media, business, and sports for speaking appearances. It’s great to see so many of those iconic figures offering up their personal anecdotes in this book. It’s also great to see that Bernie Swain is finally doing what so many folks have urged him to do for years; he’s telling his amazing success story. This is a book for anyone who believes that tomorrow can be better than today and that dreams can indeed come true with hard work and determination.

0 of 0 people found the following review helpful.
Unique Insights On Success
By J. Calloway
There are lots of books about success and the stories of successful people, but none have the unique insights and perspectives that Bernie Swain brings to What Made Me Who I Am. Bernie takes us behind the scenes of success as his extraordinary roster of friends share their experiences of life, leadership, challenges, and what made them who they are. This book is a delight from start to finish. Wonderful life lessons - I highly recommend!

0 of 0 people found the following review helpful.
A Gem!
By Michael Marsallo
A great read -- an inspiring and informative look into the lives of the many "friends" of Bernie Swain! How fortunate for readers that Bernie's personal story was just as inspiring as those in the book. Strength, hope, persistence, and optimism abound in the stories of these truly wonderful people.

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Sabtu, 21 September 2013

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Precious Gifts, by Danielle Steel

Sweeping from New York to Los Angeles to Paris, Rome, Venice, and the South of France, Precious Gifts is Danielle Steel at her most acute and affecting, with the story of Veronique Parker and her three very different daughters, who each find their destiny with a late assist from a charming rogue.

Paul Parker was the ultimate bon vivant, charismatic but feckless, who left his wealthy wife and three beautiful daughters wounded and wary of men. But after his death, Paul shows surprising insight in the bequests he leaves to each. Knowing that Veronique's wealth is reserved for emergencies and special cases, so as to build the sense of responsibility he failed to provide, Paul aims to address their daughters' immediate needs in his will. To Timmie, he bequeaths the necessary funds to open her own facility to serve her homeless and underprivileged clients. To Juliette, enough to hire a staff to manage her bakery, so she can have time to get away, travel and live more fully. And to Joy, the money to hire a talent manager and funds for two years to get her acting career off the ground. But while Paul may have shown his daughters more support and affection in his final will than he ever did in his actual life, he leaves Veronique with a shocking revelation that shatters her remaining illusions about the understanding they had shared: the existence of a now-adult daughter who'd been born three years before their divorce. Yet this too, is a gift, as it propels Veronique to at last forge a life of her own - and to open her heart to the magnetic photographer she meets in the course of her journey.

  • Sales Rank: #68052 in Audible
  • Published on: 2015-12-01
  • Released on: 2015-12-01
  • Format: Abridged
  • Original language: English
  • Running time: 345 minutes

Most helpful customer reviews

21 of 21 people found the following review helpful.
Hope it gets better.
By Kindle Customer
I'm in chapter 5 still waiting for something to happen, there seems to be a lot of words but nothing said.
Her 80 books were wonderful, you were caught up in the books story line in the first chapter couldn't put it down.

15 of 15 people found the following review helpful.
Ugh....Please find a better ghostwriter...
By Fluff Smut & Murder
I absolutely hate it when the book description doesn’t match the actual plot. I thought this was going to be a story about 3 sisters dealing with their father’s death with his gifts left to them through his will to make their lives better. Instead, it’s a whiny diatribe of how busy each daughter is with their lives and how their divorced mother finds love with a jerk in Europe.

What I loved: That I made a decision to stop reading the novel around page 285. I couldn’t find anything redeeming about any character in this novel. Since Ms. Steel has about 5 new books arriving in 2016, I’m hoping one of them will be decent.

What I didn’t love: Where to begin….. EVERYTHING! This could have been a terrific novel about these three women changing their lives (and the lives of others) with their inheritances or even how their half brother is contesting the will (and the battle to reunite the family), but instead its all about their mother, her douchebag younger lover, and how selfish each daughter is now that they are in their 20s. Over 75% of the novel focuses on Veronique and Aidan and their romance. She was divorced from the girls’ dad for 20 years – she couldn’t find a suitable man then?

What I learned: To look both ways before crossing the street. Maybe you should try it once or twice Veronique..

Overall Grade: D

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21 of 22 people found the following review helpful.
Dreary & Dragging
By IndyMary
I'm one-third of the way through this book, and it sure is dragging and boring. Don't know if I'll read any more, or not. Not at all what I was hoping for.

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Kamis, 19 September 2013

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Generous Betrayal: Politics of Culture in the New Europe, by Unni Wikan

All over Western Europe, the lot of many non-Western immigrants is one of marginalization, discrimination, and increasing segregation. In this bold and controversial book, Unni Wikan shows how an excessive respect for "their culture" has been part of the problem. Culture has become a new concept of race, sustaining ethnic identity politics that subvert human rights—especially for women and children. Fearful of being considered racist, state agencies have sacrificed freedom and equality in the name of culture.

Comparing her native Norway to Western Europe and the United States, Wikan focuses on people caught in turmoil, how institutions function, and the ways in which public opinion is shaped and state policies determined. Contradictions arise between policies of respect for minority cultures, welfare, and freedom, but the goal is the same: to create a society committed to both social justice and respect for human rights.

Writing with power and grace, Wikan makes a plea for a renewed moral vitality and human empathy that can pave the way for more effective social policies and create change.

  • Sales Rank: #2150410 in Books
  • Color: Blue
  • Published on: 2001-12-01
  • Released on: 2001-12-01
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.00" h x .60" w x 6.00" l, .93 pounds
  • Binding: Paperback
  • 308 pages

From the Inside Flap
All over Western Europe, the lot of many non-Western immigrants is one of marginalization, discrimination, and increasing segregation. In this bold and controversial book, Unni Wikan shows how an excessive respect for "their culture" has been part of the problem. Culture has become a new concept of race, sustaining ethnic identity politics that subvert human rights-especially for women and children. Fearful of being considered racist, state agencies have sacrificed freedom and equality in the name of culture.

Should immigrants be allowed to take their children, who have been born and raised in one country back to the "homeland" to be married against their will? Should schools provide bilingual instruction, even when it means that children of immigrants will never learn to speak their mother tongue? Where should immigrants' loyalties lie-with their country of birth or their country of residence? What is the meaning of citizenship in this multicultural world? These are among the questions that Wikan confronts, comparing her native Norway to Western Europe and the United States. Writing with power and grace, she makes a plea for a renewed moral vitality and human empathy that can pave the way for more effective social policies and create change.

About the Author
Unni Wikan is a professor in the Department of Social Anthropology at the University of Oslo. She is the author of numerous books, including Behind the Veil in Arabia; Managing Turbulent Hearts; and Tomorrow, God Willing-all published by the University of Chicago Press.

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5 of 5 people found the following review helpful.
Thought-provoking work
By Revw
Unni Wikan, a social anthropologist who teaches at the University of Oslo, analyzes the effect her country's multi-cultural policies have had on women and daughters in immigrant communities.
Wikan weaves a compelling narrative in defending a highly controversial proposition: that the Norwegian state's multicultural policies, embraced by a progressive polity with the best of intentions, have actually led to a great deal of pain for the most vulnerable members of society, immigrant women and daughters. Although the Norwegian state's policies were intended to genuinely help newcomers, instead they unwittingly served to perpetuate and--Wikkan argues--strengthen separate cultural domains where traditional patriarchal rules apply. Sadly, these cultural rules were often more patriarchal in Norway than those existing in the countries of origin of the newcomers.
Wikan argues that with the best of intentions, the Norwegian state has empowered the strongest elements in the culture of newcomers: fathers, men and conservative religious leaders. The victims of these policies have been women, particularly daughters (and to a lesser extent, reformist men who call for progressive changes).
What is unusual about Wikan is her thorough knowledge of the literature in anthropology, feminism and the broader politics of immigration to Western European countries, as well as her personal experiences as a counselor to women and girls in distress. These are integrated in a smooth manner in her work.
This book is not only well-written but exceedingly well-researched. What is bound to be one of the most controversial books published so far on the subject is required reading for anyone interested in feminism, multiculturalism, and immigration in the Western European context.

5 of 5 people found the following review helpful.
Have we been stupid in Norway?
By A Customer
This book is about how we meet our "new inhabitants". It tell us the story of what has happend to the people who came to our country (Norway), and the incompetence of the government. I think this is an important book, beacause it make us see that we have to open up our eyes and really think of the policy in questions of integration of new citizens.

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Sabtu, 14 September 2013

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Concertos and Choral Works: Essays in Musical Analysis (Oxford Paperbacks) (v. 3), by Donald Francis, Sir Tovey

A collection of critical essays containing nearly all the concertos in the standard repertory, from Bach to Walton. The choral works include long essays on Bach's "B minor Mass", Beethoven's "Mass in D", Haydn's "The Creation" and Verdi's "Requiem" amongst other famous works. Sir Donald Tovey, best known for his "Essays in Musical Analysis", has also written "Symphonies and Other Orchestral Works", "Chamber Music" and "Beethoven".

  • Sales Rank: #2722932 in Books
  • Published on: 1989-05-18
  • Original language: English
  • Number of items: 1
  • Dimensions: 8.50" h x 1.19" w x 5.31" l,
  • Binding: Paperback
  • 456 pages

About the Author

About the Author:
Sir Donald Francis Tovey was Reid Professor of Music at Edinburgh University for many years, as well as a pianist, composer, conductor, and writer on music.

Most helpful customer reviews

0 of 0 people found the following review helpful.
Musical criticism at the highest level
By George Goldberg
Sir Donald Tovey is widely recognized as the leading music critic of the early 20th century writing in English. These essays are all interesting, often provoking, but it is essential that you can read music as there are many notated examples. I have given this collection only 4 stars because these essays are all old (Tovey died in 1940) and many of his conclusions may be superseded by later research; nevertheless, they're all worthwhile if only as a representation of the best musical scholarship of the time.

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Kamis, 05 September 2013

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Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality, by Steven C. Wheelwright

Today, a company's capability to conceive and design quality prototypes and bring a variety of superior products to market quicker than its competitors is increasingly the focal point of competition, contend leading product development experts Steven Wheelwright and Kim Clark. Drawing on six years of in-depth, systematic, worldwide research, they present proven principles for developing the critical capabilities for speed, efficiency, and quality that have worked again and again in scores of successful Japanese, American, and European fast-cycle firms.

The authors argue that to survive, let alone succeed, today's companies must construct a new "platform" -- with new methodologies -- on which they can compete. Using their model for development strategies, Wheelwright and Clark show that firms can create a solid architecture for the integration of marketing, manufacturing, and design functions for problem solving and fast action -- particularly during the critical design-build-test cycles of prototype creation.

They demonstrate further how successful firms such as Honda in automobiles, Compaq in personal computers, Applied Materials in semi-conductors, Sony in audio equipment, The Limited in apparel, and Hill-Rom in hospital beds have employed recent methodologies to bring new products to market at break-neck speed. Such innovations include design for manufacturability, quality function deployment, computer-aided design, and computer-aided engineering.

Finally, Wheelwright and Clark emphasize the importance of learning in the organization. Companies that consistently "design it right the first time" and follow a path of continuous improvement in product and process development have a formidable edge in the crucial race to market.

  • Sales Rank: #1095948 in Books
  • Published on: 2011-11-22
  • Released on: 2011-11-22
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.25" h x 1.40" w x 6.12" l, .95 pounds
  • Binding: Paperback
  • 392 pages

Review
Jack W. Shilling Vice President, Technical Center, Allegheny Ludlum Corporation A must for managers dealing with new product and process development. I recommend it highly.

James A. Elsner Vice President, Engineering Systems & Capital Improvements, Campbell Soup Company Powerful! Wheelwright and Clark provide tools and solutions for the critical task of product/process/package development. I will provide copies to all my key people.

H. Kent Bowen Ford Professor of Engineering, Massachusetts Institute of Technology Brings together the elements of best practice but also creates a complete conceptual model for the product development process valid for years to come. The numerous product examples, methods, exhibits, and tables will facilitate the book's use by educators, practitioners, and managers who will welcome the combination of broad concepts with specifics and how-to's.

Warren L. Batts Chairman and CEO, Premark International, Inc. Captures and clarifies the nuances of the product development process. Their abundant use of real world examples, with ample charts and tables of realistic data, provides an all encompassing perspective. Whether we're seeking incrementals, platforms, or breakthroughs, we can reshape our approaches to be far more effective in our diverse businesses by using the insights provided by their work.

John Sculley Chairman and CEO, Apple Computer, Inc. A truly seminal work leaving no stone unturned. The magic is in the details and insights of creating systemic business advantage and superior new products when time to market, quality, and flexibility really count.

About the Author
Steven C. Wheelwright is the Class of 1949 Professor of Business Administration at the Harvard Business School.

Wheelwright and Clark are co-authors with Robert H. Hayes of the best-selling Dynamic Manufacturing (Free Press, 1988).

Excerpt. © Reprinted by permission. All rights reserved.
Chapter 1: Competing Through Development Capability

In a competitive environment that is global, intense, and dynamic, the development of new products and processes increasingly is a focal point of competition. Firms that get to market faster and more efficiently with products that are well matched to the needs and expectations of target customers create significant competitive leverage. Firms that are slow to market with products that match neither customer expectations nor the products of their rivals are destined to see their market position erode and financial performance falter. In a turbulent environment, doing product and process development well has become a requirement for being a player in the competitive game; doing development extraordinarily well has become a competitive advantage.

The New Industrial Competition: Driving Forces and Development Realities

The importance of product and process development is not limited to industries or businesses built around new scientific findings, with significant levels of R&D spending, or where new products have traditionally accounted for a major fraction of annual sales. The forces driving development are far more general. Three are particularly critical:

* Intense international competition. In business after business, the number of competitors capable of competing at a world-class level has grown at the same time that those competitors have become more aggressive. As world trade has expanded and international markets have become more accessible, the list of one's toughest competitors now includes firms that may have grown up in very different environments in North America, Europe, and Asia. The effect has been to make competition more intense, demanding, and rigorous, creating a less forgiving environment.

* Fragmented, demanding markets. Customers have grown more sophisticated and demanding. Previously unheard of levels of performance and reliability are today the expected standard. Increasing sophistication means that customers are more sensitive to nuances and differences in a product, and are attracted to products that provide solutions to their particular problems and needs. Yet they expect these solutions in easy-to-use forms.

* Diverse and rapidly changing technologies. The growing breadth and depth of technological and scientific knowledge has created new options for meeting the needs of an increasingly diverse and demanding market. The development of novel technologies and a new understanding of existing technologies increases the variety of possible solutions available to engineers and marketers in their search for new products. Furthermore, the new solutions are not only diverse, but also potentially transforming. New technologies in areas such as materials, electronics, and biology have the capacity to change fundamentally the character of a business and the nature of competition.

These forces are at work across a wide range of industries. They are central to competition in young, technically dynamic industries, but also affect mature industries where life cycles historically were relatively long, technologies mature, and demands stable. In the world auto industry, for example, the growing intensity of international competition, exploding product variety, and diversity in technology have created a turbulent environment. The number of world-scale competitors has grown from less than five in the early 1960s to more than twenty today. But perhaps more importantly, those twenty competitors come from very different environments and possess a level of capability far exceeding the standard prevailing twenty-five years ago. Much the same is true of customers. Levels of product quality once considered extraordinary are now a minimum requirement for doing business. As customers have grown more sophisticated and demanding, the variety of products has increased dramatically. In the mid 1960s, for example, the largest selling automobile in the United States was the Chevrolet Impala. The platform on which it was based sold approximately 1.5 million units per year. In 1991, the largest selling automobile in the United States was the Honda Accord, which sold about 400,000 units. Thus, in a market that is today larger than it was in 1965, the volume per model has dropped by a factor of four. Currently over 600 different automobile models are offered for sale on the U.S. market.

Similarly, technological change has had dramatic consequences. In 1970, one basic engine-drive train technology (a V8 engine, longitudinally mounted, water cooled, carbureted, hooked up to a three-speed automatic transmission with rear wheel drive) accounted for close to 80 percent of all automobile production in the United States. Indeed, there were only five engine-drive train technologies in production. By the early 1980s that number had grown to thirty-three. The growing importance of electronics, new materials, and new design concepts in engines, transmissions, suspensions, and body technologies has accelerated the pace and diversity of technological change in the 1980s. Simply keeping up with those technologies is a challenge, but an often straightforward one in comparison with having to integrate them in development efforts.

Similar forces have been at work in other traditional, mature industries. In textiles and apparel, for example, firms such as Benetton and The Limited have used information technology to create a production and distribution network which links retail outlets directly to distribution centers and back into factories and suppliers in the chain of production from fiber to finished product. The thrust of these networks is the ability to respond quickly to changing customer demands at relatively low cost. Fueled in part by availability and in part by growing demands for differentiated products, product variety has expanded significantly. In plant after plant, one finds vast increases in the number of styles produced and a sharp decline in the length of production runs. These are not changes of 10 or 20 percent; in the 1980s, it was common for apparel plants to experience a four- to fivefold increase in the number of styles produced. These increases in garment variety have pushed back into the textile plants as well. For example, the average lot size for dying at Greenwood Mills, a U.S. textile firm, declined in the 1980s from 120,000 to 11,000 yards.

Changes in markets and technologies for automobile and textile firms have accentuated the importance of speed and variety in product development. But changes in competition, customer demand, and technology have also had dramatic effects on newer, less mature industries in which product innovation has always been an important part of competition. In industries such as computer disk drives and medical equipment, already short life cycles have shrunk further and product variety has increased. In addition, competition has placed increased pressure on product reliability and product cost. In disk drives, for example, the market for Winchester-technology hard disks has expanded from a base in high-end systems for mainframe computers to include a spectrum of applications ranging from notebook personal computers to large-scale supercomputers. Even within an application segment, the number of sizes, capacities, access times, and features has increased sharply. In addition to this explosion of variety, firms in the hard disk drive industry have had to meet demands for dramatic increases in reliability (tenfold in five years) and decreases in cost (5 percent to 8 percent quarterly). These have been met in part by incremental improvements in established technologies and in part through the introduction of new design concepts, production technologies, materials, and software.

Much the same has been true in the market for new medical devices. Innovation has always been important in the creation of new medical devices, but by the 1980s success required the ability to follow an innovative product with sustained improvements in performance, application to new segments, improved reliability, and lower cost. In the case of devices for angioplasty (a procedure using a balloon on a small wire to expand clogged arteries), the initial innovation was followed by a variety of developments that offered the physician greater control of a smaller device, making access easier and creating additional applications. In concert with process changes that substantially improved or reduced variability of performance characteristics, changes in the product have opened up new applications and treatment of a more diverse set of clinical problems and patients, worldwide.

The Competitive Imperatives

Rigorous international competition, the explosion of market segments and niches, and accelerating technological change have created a set of competitive imperatives for the development of new products and processes in industries as diverse as medical instruments and automobiles, textiles, and high-end disk drives. Exhibit 1-1 identifies three of these imperatives -- speed, efficiency, and quality -- and suggests some of their implications. To succeed, firms must be responsive to changing customer demands and the moves of their competitors. This means that they must be fast. The ability to identify opportunities, mount the requisite development effort, and bring to market new products and processes quickly is critical to effective competition. But firms also must bring new products and processes to market efficiently. Because the number of new products and new process technologies has increased while model lives and life cycles have shrunk, firms must mount more development projects than has traditionally been the case utilizing substantially fewer resources per project. In the U.S. automobile market, for example, the growth of models and market segments over the last twenty-five years has meant that an auto firm must mount close to four times as many development projects simply to maintain its market share position. But smaller volumes per model and shorter design lives mean resource requirements must drop dramatically. Effective competition requires highly efficient engineering, design, and development activities.

Being fast and efficient is essential but not enough. The products and processes that a firm introduces must also meet demands in the market for value, reliability, and distinctive performance. Demanding customers and capable competitors mean that the ante keeps going up -- requirements of performance, reliability, ease of use, and total value increase with each product introduction. When competition is intense firms must attract and satisfy customers in a very crowded market. More and more this means offering a product that is distinctive; that not only satisfies, but also surprises and delights a customer. Moreover, attention to the total product experience and thus to total product quality is critical.

The Opportunity and the Challenge

Firms that step up to the challenge and meet these competitive imperatives enjoy a significant advantage in the market place. The development of outstanding products not only opens new markets and attracts new customers, but also leverages existing assets and builds new capability in the organization. Getting a succession of distinctive new disk drives or a string of new medical devices to market quickly and consistently requires the solution of technical problems that builds know-how. Moreover, it stimulates the creation of greater capability in problem solving, prototype construction, and testing that can be applied in future projects. All of these skills and capabilities enhance a firm's ability to compete. But there is more. Successful new products also unleash a virtuous cycle in reputation and enthusiasm within and outside the organization. Inside, successful new products energize the organization; confidence, pride, and morale grow. The best employees remain challenged and enthused. Outside, outstanding new products create broad interest in the firm and its products, enhance the firm's ability to recruit new employees, and facilitate the building of relationships with other organizations. The organization's momentum builds and reinforces itself.

While the potential opportunities to be realized in developing new products and processes are exciting, making them happen is a demanding challenge. New product or process development entails a complex set of activities that cuts across most functions in a business, as suggested by Exhibit 1-2, which lays out the phases of activity in a typical development project -- a new product. In the first two phases -- concept development and product planning -- information about market opportunities, competitive moves, technical possibilities, and production requirements must be combined to lay down the architecture of the new product. This includes its conceptual design, target market, desired level of performance, investment requirements, and financial impact. Before a new product development program is approved, firms also attempt to prove out the concept through small-scale testing, the construction of models, and, often, discussions with potential customers.

Once approved, a new product project moves into detailed engineering. The primary activity in this phase of development is the design and construction of working prototypes and the development of tools and equipment to be used in commerical production. At the heart of detailed product and process engineering is the "design-build-test" cycle. Both products and processes are laid out in concept, captured in a working model (which may exist on a computer or in physical form), and then subjected to tests that simulate product use. If the model fails to deliver the desired performance characteristics, engineers search for design changes that will close the gap and the design-build-test cycle is repeated. The conclusion of the detailed engineering phase of development is marked by an engineering "release" or "sign off" that signifies that the final design meets requirements.

At this time the firm typically moves development into a pilot manufacturing phase, during which the individual components, built and tested on production equipment, are assembled and tested as a system in the factory. During pilot production many units of the product are produced and the ability of the new or modified manufacturing process to execute at a commerical level is tested. At this stage all commercial tooling and equipment should be in place and all parts suppliers should be geared up and ready for volume production. This is the point in development at which the total system -- design, detailed engineering, tools and equipment, parts, assembly sequences, production supervisors, operators, and technicians -- comes together.

The final phase of development is ramp-up. The process has been refined and debugged, but has yet to operate at a sustained level of high-yield, volume production. In ramp-up the firm starts commerical production at a relatively low level of volume; as the organization develops confidence in its (and its suppliers') abilities to execute production consistently and marketing's abilities to sell the product, the volume increases. At the conclusion of the ramp-up phase, the production system has achieved its target levels of volume, cost, and quality. In this phase, the firm produces units for commercial sale and, hopefully, brings the volume of production up to its targeted level.

An obstacle to achieving rapid, efficient, high-quality development is the complexity and uncertainty that confronts engineers, marketers, and manufacturers. At a fundamental level the development process creates the future, and that future is often several years away. Consider, for example, the case of a new automobile. The very best companies in the world in 1990 could develop a new car in three to three and a half years. At the outset of a new car development program, therefore, designers, engineers, and marketers must conceive of a product that will attract customers three years into the future. But that product must also survive in the marketplace for at least another four to five years beyond that. Thus the challenge is to design and develop a product whose basic architecture will continue to be effective in the marketplace seven to eight years after it has been conceived.

The problems that uncertainty creates -- e.g., different views on the appropriate course of action, new circumstances that change the validity of basic assumptions, and unforeseen problems -- are compounded by the complexity of the product and the production process. A product such as a small copier, for example, may have hundreds of parts that must work together with a high degree of precision. Other products, such as the handle of Gillette's Sensor razor, appear to be fairly simple devices but, because of very demanding performance requirements, are complex in design and come out of a manufacturing process involving sophisticated equipment and a large number of operations. Moreover, products may be evaluated across a number of criteria by potential customers. Thus the market itself may be relatively complex with a variety of customers who value different product attributes in different ways. This means that the firm typically draws on a number of people with a variety of specialized skills to achieve desired, yet hard to specify, levels of cost and functionality. To work effectively, these skills and perspectives must be integrated to form an effective whole. It is not enough to have a great idea, superior conceptual design, an excellent prototype facility, or capable tooling engineers; the whole product -- its design system, production process, and interaction with customers -- must be created, integrated, and made operational in the development process.

But an individual development project is not an island unto itself. It interacts with other development projects and must fit with the operating organization to be effective. Projects may share critical components and use the same support groups (e.g., model shops, testing labs). Additionally, products may require compatability in design and function: models of computers use the same operating system, and different industrial control products conform to the same standards for safety. These interactions create another level of complexity in design and development. Critical links also exist with the operating organization. A new design requires the development of new tools and equipment and uses the skills and capability of operators and technicians in the manufacturing plant. Further, it must be sold by the sales group and serviced by the field organization. Of course, new products often require new skills and capabilities, but, whether relying on new or old, the success of the new product depends in part on how well it fits with the operating units and their chosen capabilities. Thus, effective development means designing and developing many elements that fit and work well as a total system.

Assessing the Promise and Reality: The Al4 Stereo Project

The uncertainty and complexity that characterizes the development of new products and processes means that managing any development effort is difficult; managing major development activities effectively is very difficult. Thus, while the promise of a new development project is often bright and exciting, the reality is often quite different. The following story, based on a composite of several situations we have encountered, illustrates typical problems in product development.

In September 1989, Marta Sorensen, product manager for mid-range stereo systems at Northern Electronics Company, a large consumer electronics firm, laid out a plan for a new compact stereo system utilizing advanced technology and providing superior sound quality. Sorenson's marketing group at Northern felt that the company needed to respond quickly to the expected introduction of a new compact system by one of its toughest competitors. The plan Sorenson presented at the beginning of the concept investigation stage called for a development cycle time of one year, with volume production commencing in September 1990. (See Exhibit 1-3 for the initial schedule and subsequent changes.) This would give the factory time to fill distribution and retail channels for the all-important Christmas season in late 1990.

As the exhibit suggests, the schedule began to slip almost immediately. Because of problems in freeing up resources and scheduling meetings, and disagreements about desired product features, the concept investigation stage was not completed until November 1989, six weeks later than originally planned. At that point, no change was made to the schedule for commerical introduction or start of pilot production, but two months were added to the prototype build and test schedule. This additional time was needed as a result of the selection of a new speaker technology that the engineering group had lobbied for during the concept development stage. It was assumed that the time originally allowed for pilot production could somehow be overlapped and/or compressed.

By February 1990 new design problems had emerged. The compact size of the product created unexpected difficulties in fitting the components into a small space while maintaining sound quality. Furthermore, delays with a chip supplier and the speaker technology supplier set back the project schedule several weeks. A revised schedule, established in February 1990, called for completion of the design in April and completion of the prototype-build-test cycle by June. However, no changes were made to the schedule for pilot production or ramp-up. This meant a significant compression of the time between completion of prototype testing to commerical production; process engineering and manufacturing groups were asked to begin preparing the process for production even though the design was still incomplete.

Design engineers worked hard to solve problems with product size, and cost and completed the design in May 1990. By that time, however, new problems had emerged with the prototypes and with the production process. Part of the delay in prototyping reflected late deliveries of parts from suppliers, overambitious testing schedules, and problems in scheduling meetings for milestone reviews. But part of the delay also reflected technical problems with the introduction of surface mount technology in the printed circuit boards for the product. Moreover, process engineering had experienced difficulties with production tooling. There had been a significant number of engineering changes to accommodate changes in exterior appearance as well as performance problems with the product. As a result, the completion of prototype testing was rescheduled for August and pilot production and ramp-up were scheduled to occur in rapid fire succession thereafter.

Even the new schedule proved optimistic. As the fall months wore on and the project continued to slip, Sorenson and her marketing team realized that they would not meet the critical Christmas season deadline. Much of the latest delay had been caused by interaction between the product design and new automated assembly equipment that the manufacturing organization had installed. In order to meet product cost targets, manufacturing had chosen to move to an automated assembly system that would significantly reduce variable cost on the product. However, while design engineering was aware of the manufacturing plan, there were many subtle details of product design that conflicted with the capabilities of the automated equipment. These conflicts only surfaced late in 1990 as attempts were made to run full prototype units on the automated equipment. These problems required additional product redesign and slowed the completion of prototype testing.

Engineers eventually corrected the problems and prototype testing was completed in February 1991. While compression of the schedule had made product and process engineering operate in parallel, the completion of prototype testing did not mark the end of design changes nor the alleviation of production problems in pilot production.

Although Sorenson and the marketing group were happy to see the product make it through prototype testing, the fact that it was almost a year late had serious consequences for its potential attractiveness in the market. Sound quality and features were adequate and the cost and pricing were in line with expectations, but some of the product's aesthetics were out of synch with recent market developments. Thus, during the spring and summer of 1991 marketing pushed through a redesign of the product's exterior package to make it more attractive and contemporary. This caused some delays as engineering put through a crash program for new tooling and testing, but the redesigned exterior was put into production during the early fall. While the design of the new exterior was being developed, the manufacturing organization struggled to debug the new equipment and achieve consistent levels of quality. By September the plant had solved most of its major process problems and attention was shifted to increasing volume and filling channels for the 1991 Christmas season.

Market acceptance of the new product was satisfactory, but did not meet the projections originally laid out in 1989. Further, the engineering and manufacturing organizations soon found themselves confronted by a large number of field-identified quality problems. Exhibit 1-4 documents the engineering change history of the product from the beginning of pilot production to its post-Christmas sales period. As the exhibit suggests, there was a flurry of engineering change activity shortly after the product went into commerical production and the manufacturing organization struggled to achieve target levels of yield and volume. Many of these engineering changes were intended to improve manufacturability. The significant peak in March 1992 reflected consumer experience with the product following the Christmas season. In February and March of 1992 design engineering launched a crash program to solve several field problems with product reliability.

The Characteristics of Effective Development

The experience of Northern Electronics with the Al4 stereo system is not a pathological example. It reflects experience that is all too common in the world of product and process development. The failure of the Al4 project to meet its original potential and expectations was not due to a lack of creative people, management desire, technical skills, or market understanding. The company had excellent marketing information, good relationships with its dealers and customers, recognized competence in engineering and design, and was known for its technical expertise. The A14's problems were rooted far more in the inability of the organization to bring together its insight and understanding and the expertise of its people in a coherent and effective way. In short, the Al4 had problems because Northern lacked critical capabilities for integration.

Column 1 of Exhibit 1-5 summarizes typical characteristics of problematic projects like the A14, and column 2 identifies some of their implications. Problems on the A14 were rooted in the nature of the development process and its organization and the absence of a coherent and shared cross-functional plan for competing in the compact stereo market. Different functional groups (e.g., marketing and engineering) had different agendas and there was no organizational process to resolve issues before they surfaced throughout the phases of the A14 development effort. This led to delays and miscommunications throughout.

The development process itself contributed to delay and poor design. The many late engineering changes reflected in part a poorly organized and executed prototyping process. Some prototype parts came from suppliers unfamiliar with the commerical production environment at Northern and were late and poorly built. Delays getting into manufacturing were caused by a narrow focus on product performance in design choices (no design for manufacturability) and barriers to communications between engineering and manufacturing. Management treated the development of new products as the responsibility of the engineering group. Manufacturing was not of primary concern, at least not until problems with the new automated process began to surface. Without strong leadership, problems in the project went undiscovered, surfaced late, and were difficult to resolve.

In contrast to the A14 experience, column 3 in Exhibit 1-5 lays out selected themes in an outstanding development project. Objectives and accountability are clear and widely shared and stem from a concept development and product planning process that brings marketing, engineering, and manufacturing together. Moreover, early-stage development builds on clear strategies in the organization for the product line and major functions. In effect, the outstanding organization starts development projects with concept development on a firm foundation.

Once the concept has been developed and plans for the product have been laid out, execution in outstanding programs has a distinctive character. Guided by strong leadership, engineers with broad skills work in a coherent team with skilled people from marketing and manufacturing. "Integrated" describes day-to-day problem solving across departments and functional groups fight down at the working level. Strong, collaborative relationships across departments are rooted in intensive communication, a shared responsibility for product performance, and an appreciation of the value to be added by each group. In this context an excellent engineering design is one that not only achieves outstanding performance but also is manufacturable and comes to market rapidly.

Indeed, time-to-market is such a critical dimension of performance in the outstanding project that all of the processes, systems, and activities in development are geared to fast action. This is particularly true for the critical design-build-test cycles that are at the heart of problem solving in development. Thus, the outstanding project has a prototyping process that creates representative components, subassemblies, and complete units of high quality. These prototypes in turn come out of a design process in which careful and simultaneous attention to the details and behavior of the product as a system catches numerous problems and identifies important opportunities early in the process. In this setup, engineers concentrate on eliminating redesigns caused by mistakes, poor communication, and lack of process understanding, and maximizing product performance and distinctiveness for its target market. "Design it fight the first time" is critical because it creates products of high quality and saves valuable time.

Outstanding projects of this kind are not possible without leadership. In contrast to problematic projects where direction is lacking and responsibility diffuse, the excellent project has a project leader who gives conceptual direction and stimulates and nurtures working-level integration. Moreover, that leadership extends to linkages with critical suppliers, customers, and the market. The outstanding project leader fosters internal integration and integrates customer needs into the details of design. Effective product development is not the result of a single individual, but strong leadership makes a difference.

The Fast-Cycle Competitor

The themes that characterize outstanding development projects -- clarity of objectives, focus on time to market, integration inside and out, high-quality prototypes, and strong leadership, to name a few -- reflect capabilities that lead to rapid, efficient development of attractive products and manufacturing processes. The power of such capabilities lies in the competitive leverage they provide. A firm that develops high-quality products rapidly has several competitive options it may pursue. It may start a new product development project at the same time as the competitors, but introduce the product to the market much sooner. Alternatively, it may delay the beginning of a new development project in order to acquire better information about market developments, customer requirements, or critical technologies, introducing its product at the same time as its competitors but bringing to market a product much better suited to the needs of its customers. Furthermore, if it also has achieved speed and quality in an efficient way, it may use its resources to develop additional focused products that more closely meet the demands of specific customer niches and segments. Whatever the mix of customer targeting, speed to market, and product breadth the firm chooses to pursue, its advantages in fundamental capabilities give it a competitive edge.

For a firm like Northern -- with slipping development schedules, late design changes, and problems with field failures -- competing against a firm capable of rapid but effective product development can be a bewildering, discouraging, and ultimately unprofitable experience. Exhibit 1-6A illustrates just such an episode in Northern's history. Consider first Panel A, which graphs the price, cost, and product generation experience of Northern and its principal competitor, Southern Electronics Company, from 1978 until 1985.

Until 1985, both Northern and Southern followed standard industry cycles in new product development, pricing, and manufacturing costs. With a product development cycle of eighteen to twenty months, both firms introduced new generations of product every two years. Between major generational changes in products there were frequent model upgrades and price declines as the cost of key components and manufacturing fell with increasing volume. Thus, until the mid 1980s, both Southern and Northern had prices and costs that tracked each other closely, and both mirrored industry averages.

Improvement Efforts at Southern Electronics

In the early 1980s, changes in Southern laid the foundation for a significant change in the nature of competition in the industry. Stimulated by the efforts of Greg Jones, the new vice president of engineering, Southern embarked on a concerted effort to reduce its product development lead time. Without compromising quality, Jones and the entire organization began to develop the characteristics sketched out in column 3 of Exhibit 1-5. Stronger leadership, more effective cross-functional integration, greater attention to issues of manufacturability and design, more effective prototyping, and a revamped, development process gradually led to a reduction in development lead time from eighteen to twelve months. By 1986 Southern could develop a comparable compact stereo system about six months faster than Northern.

As Panel B of Exhibit 1-6B suggests, Southern began to use its new development capability in early 1986. At that point it broke with industry tradition and introduced its next generation of stereo product about six months sooner than expected. With a more advanced system and superior performance, Southern was able to achieve a premium price in the marketplace. Although Northern followed six months later on a standard cycle, its next generation stereo was unable to command its traditional market share. As a result, Northern's volume increased more slowly than expected and its cost position began to erode slightly relative to Southern.

Southern Electronics introduced its next generation product eighteen months later in the fall of 1987. Once again the product achieved a premium price in the market. However, Southern did not fully exploit its premium pricing opportunity. Instead, it lowered prices somewhat to increase further its market share. At that point, not only was Northern behind in product features and technology, but Southern's aggressive pricing posture put even more pressure on Northern's sales volume and margins. Although Northern fought back with price discounts, increased advertising, and promotions to dealers, it was unable to stem the erosion of its historical market position. The result was an even greater disparity in the cost positions of Northern and Southern Electronics.

Northern's Competitive Reaction

In late 1988, Northern introduced its next generation stereo system, the A12. Developed under the motto "beat Southern," Northern's executives felt that the A12 would be the product to regain their former competitive position in the market. Much to their surprise, however, the rollout of the A12 in early 1989 was met by Southern's introduction of its next generation stereo system: Southern had moved to a twelve-month product introduction cycle in late 1988. At that point Northern was a full generation of technology behind Southern in its market offerings. Northern's management determined that the only course of action open was to accelerate development of the next generation system, the A13. They thus embarked on a crash development effort to bring the A13 to market in early 1990. At the same time Sorenson and her colleagues began development on the A14, which they targeted for the Christmas 1990 selling season. The A14 was to get them back into the competitive ball game on solid footing -- a "close the gap" strategy.

While Northern's strategic intent was to catch up to Southern with accelerated product development, the reality was much different. Northern brought the A13 to market in early 1990; but the development process was so hectic and the ramp-up in manufacturing so strained that the company effectively lost control of its costs. The product came to market but was much more expensive and less effective than the company had planned. Because of its many problems, scarce development resources that were to have been moved to the A14 in early 1990 were focused instead on correcting problems and cleaning up the A13's design. To make matters worse, Southern continued to follow its twelvemonth introduction cycle and actually beat Northern to the market with its next generation product. The result for Northern was a further erosion in margins and market position.

Without making fundamental changes in its development process, which management considered neither necessary nor within the charter of Sorenson and those working on the A14, Northern's attempt to push ahead with the A14 for the 1990 Christmas season was a dismal failure. The A14 product had so many problems in the field and was so expensive to manufacture that the product line became a serious financial drain on the company.

The Sources of Advantage

The key to Southern's success in the compact stereo market was its consistent ability to bring excellent products to market before its competitors. This ability was rooted in fundamental changes that Jones and others had made in its development process. These included obtaining broad-based organizational and individual buy-in to key project goals, at the onset, and empowering and encouraging development teams to modify the development process while developing the needed products. In addition it harnessed that capability to a marketing and pricing strategy that was well targeted at Northern's weaknesses. In effect, Southern changed the nature of competition in the industry; Northern was forced to play a game for which it was ill suited -- a game Northern never fully comprehended until it was years behind in capability.

Southern Electronics' ability to bring a competitive product to market more rapidly than its chief rivals created significant competitive opportunities. How Southern chose to exploit those opportunities depended on the nature of its competition and its own strategy. But the ability to move quickly in product development created at least three potential sources of advantage:

* Quality of design. Because Southern had a twelve-month development cycle, it could begin the development of a new product closer to the market introduction date than its competitors. Whereas Northern had to begin eighteen to twenty months before market introduction, Southern's designers and marketers could gather and refine an additional six months of information before setting out to design a new product. In a turbulent environment, designers face a high degree of uncertainty in the early stages of development about which set of product characteristics will be most attractive to target customers. Additional time to secure feedback on the most recently introduced generation and to learn about market developments and emerging customer preferences may mean the difference between winning and mediocre products. Although the product may use the same basic technologies, additional market information may yield a much better configuration. The product's features and aesthetics may be fresher, more up-to-date, and more closely matched to customer expectations. Thus, Southern could exploit its lead time advantage by waiting to launch its development effort until more and better market information became available. Even though its product would arrive on the market at the same time as its competitors, its product would offer the customer a superior experience.

* Product performance. A much faster development cycle gave Southern Electronics the opportunity to launch a new product program well in advance of its competitors. It could use that lead to introduce the next generation of product technology. In this case, the advantage of speed lay not in superior market or customer intelligence, but rather in the ability to exploit technological developments and bring them to market faster than its competitors. The gap in performance this created is depicted in Exhibit 1-7 for a single product generation. As illustrated in the exhibit, a six-month jump on competitors in a market accustomed to eighteen- to twenty-four-month design lives can translate into as much as three times the profit over the market life of the design. Conversely, being late to market with a new product can lead to break-even results and zero profit. This provided Southern with the leverage to control not only their own profits and returns, but also those of their chief competitor, Northern. Putting a sequence of such developments together further widens the competitive gap, as depicted in Exhibit 1-8. The slow-cycle competitor brings new technology to market every two years. The fast-cycle competitor, in contrast, achieves the same performance improvement every twelve months. While the initial advantage of the fast-cycle competitor is relatively small, the ability to move quickly to market eventually creates a significant performance gap. To the extent that customers can discern the difference in performance and to the extent that the gap offers them valuable improvements, a faster time to market creates a superior product.

* Market share and cost. A better product design and superior product performance gave Southern the opportunity to achieve premium prices in the market. However, a firm may also choose to price its product to create superior value for its customers, thereby translating advantage in design and performance into increases in market share. Where lower costs are driven by growth and increases in volume, increases in market share may translate into improved cost position for the fast-cycle operator. Thus, even if two competitors operate on the same learning curve, the fast-cycle competitor will achieve a cost advantage. However, it may also be the case that the capabilities which underlie fast development cycles create a steeper learning curve. Speed in development is rooted in the ability to solve problems quickly and to integrate insight and understanding from engineering with critical pieces of knowledge in manufacturing. This set of capabilities likewise is critical in achieving cost reductions in established products. Thus, when costs are sensitive to volume and fast-cycle capability enhances a firm's overall learning capacity, the fast-cycle competitor enjoys double leverage in improving its manufacturing costs.

How a fast-cycle competitor chooses to exploit the potential advantages in design, product performance, and manufacturing cost will depend on the competitive environment and the firm's strategy. In the case of Southern Electronics, all three dimensions of advantage were important. Initially, Southern used its six-month advantage in lead time to obtain better market information and still introduced its 1986 compact stereo about six months before its competition. In the second generation, however, Southern accelerated its model introduction and began to exploit its development capacity to achieve superior product performance. By 1990, Southern was a generation ahead of its competitors in product technology. It used its superior design and performance to achieve some price premium in the market, but it did not raise prices as much as its performance advantage warranted. The result was a superior value for customers, increases in market share, and steeper slopes on its manufacturing learning curve. Thus, Southern used its advantage in performance and cost both to expand its market share and increase its margins.

But perhaps the most powerful effect of Southern's fast-cycle capability was its ability to change the nature of competition. By improving its development productivity and shortening the time between product generations, Southern forced Northern to play a competitive game that Northern was not prepared to play. Northern would have faced competitive difficulties no matter how it responded to the Southern challenge, but it compounded its problems by failing to change fundamentally its approach to product development. By attempting accelerated development in the context of its traditional systems, Northern created internal confusion, strained its resources, and actually reduced the effectiveness of its development organization. In addition, previously enthusiastic, capable, and hard-working product managers such as Sorenson became frustrated and disappointed. Thus, at the start of the 1990s, Northern Electronics faced the challenge of undertaking a major overhaul of its development process while its margins were eroding, market position was slipping, and morale among some of its best development people was declining. Southern's fast-cycle capability had clearly put Northern and its other major competitors at a significant competitive disadvantage while generating additional enthusiasm and competence among people such as Jones and individual project contributors. Southern was continuing to build momentum as Northern and other competitors continued to lose it.

Achieving competitive advantage through effective development capability is not just a theory. Effective fast-cycle competitors have emerged in a wide range of industries. Firms such as Honda in automobiles, Applied Materials in semiconductor production equipment, ACS in angioplasty, Sony in audio products, Matsushita in VCRs, The Limited in apparel, Philips in computer monitors, Hill-Rom in hospital beds, and Quantum in disk drives have made the ability to bring outstanding products to market rapidly a central feature of their competitive strategy. Once achieved, and subsequently maintained as the organization grows, an advantage built around fast-cycle capability seems to be strong and enduring. In the first place, the advantage is based on capabilities -- human and organizational skills, processes and systems, and know-how -- that are difficult to copy. Moreover, effective, rapid development creates superior products and offers customers superior value. It therefore helps to create a market franchise and brand equity. A real product advantage rooted in difficult-to-copy capabilities and a translation of that product advantage into a fundamental market franchise that reinforces its own momentum is a powerful combination. Although product development is difficult, doing it well confers significant advantage. Furthermore, the more challenging the development requirements, the more dramatic the potential impact.

The Plan for the Book

In this book we lay out concepts for the effective organization and management of product and process development. Each chapter frames a particular problem or issue in development, provides a set of ideas for effective management, and illustrates those ideas and their application with several examples. The cases accompanying each chapter in the College version provide an opportunity to apply and develop the concepts and ideas in a practical context.

The first part of the book focuses on the front end of the development process. In Chapters 2 through 5 we discuss the concept of development strategy, the use of maps and mapping to chart an organization's path through the development terrain, the creation of an aggregate project plan to guide a portfolio of development efforts, and the challenge of creating an overall development process that effectively initiates and selects projects and focuses the organization's resources to bring the most attractive projects to market rapidly and efficiently. The thrust of these chapters is laying the foundation for effective development efforts. While the actual development project is a natural locus of attention and effort in organizations, individually effective development projects depend on a strong foundation in strategy, a shared understanding across functional organizations, and an overall process that effectively allocates and concentrates time, energy, attention, and resources on the most attractive opportunities.

Chapters 6 through 10 focus on the management of individual development projects. We first work through an overall framework for evaluating development efforts, including identification of the important phases of development, the measurement of performance, and the critical areas of leverage and choice for managing projects. We then examine the problems of cross-functional integration. A central theme in this part of the book is the power of integrated problem solving. Chapter 8 deals with the problem of organizing development projects. Our emphasis is on the organizational structure, the processes the organization uses to carry out development, and the impact of development leadership. We lay out four contrasting approaches to development project organization and focus particular attention on what we call heavyweight project teams.

The challenge of integration applies not only to large functional organizations like marketing, manufacturing, and engineering, but also at the working level within those organizations and across departments and work groups with different disciplines, tasks, and experiences. Chapter 9 focuses on recent developments in systematic methods and tools for product (and process) development. Concepts such as quality function deployment, design for manufacturability, computer-aided design, and computer-aided engineering represent new design and development methodologies. Much of the thrust of these methodologies is the creation of more effective integration in the development process. In Chapter 10 we examine prototyping, testing, and convergence to a final design. Much of development is a sequence of design-build-test cycles in which prototyping and testing play a central role. Effective management of prototyping is therefore a critical element of effective development capability.

In the final chapters of the book, we shift our attention from the planning and execution of specific projects to the problem of managing the improvement of the development organization and its processes. In Chapter 11 we examine the problem of learning from individual development experiences. This involves not only capturing the insight and understanding that come from current experience, but also capturing that experience in the form of changes in the development process. In addition, learning from experience involves building resources and capabilities to conduct development efforts more effectively in the future. Thus the major focus of Chapter 11 is on mastery of the building blocks for superior development capability and the associated investment in people, skills, tools, and systems.

The book concludes with a chapter on making it happen. We examine alternative improvement paths and focus on the peculiar nature of the development process and consequent issues that managers must examine in pursuing an overall improvement plan. A central theme in this final chapter -- and, indeed, throughout the entire book -- is the importance of learning by achieving consistency and balance across a wide range of development activities. There are no "three easy steps" to effective development performance. The capabilities that allow an organization to move quickly and efficiently to the market are rooted in people and their skills, organizational structure and procedures, strategies and tactics, tools and methodologies, and managerial processes. This is what makes it so difficult for organizations to improve -- and why they acquire such a strong competitive advantage when they do.

Copyright © 1992 by Steven C. Wheelwright and Kim B. Clark

Most helpful customer reviews

24 of 24 people found the following review helpful.
An excellent book on product development
By J. Groen
This book, written in 1992, started a whole revolution in looking at the management of product development. Concepts like: the funnel to focus the organization on the right projects, an aggregate project plan, and the best two pages on project management that I have ever read are in this book. If you are planning to change your new product processes, this book is a necessity. Steven Wheelwright is a genius and you can read his brillance in this book.

11 of 11 people found the following review helpful.
Master piece, but nothing is perfect
By Adán López Miranda
Excellent book, it describes the management principles for the whole new product development (NPD) process. The graphical frameworks provide a valuable synthesis of knowledge. The practical examples are the right complement to their conceptual postulates. The book is highly advisable for all actors involved in the NPD process. However, it must be a "compulsory" reading for general managers and executives within manufacturing plants, because of its strategic orientation.
Specially delicious are the chapters about aggregate project plans (Ch. 4) and Structuring the Development funnel (Ch.5). They contain the basic principles to halt those managers that want to tackle all the projects with the same limited resources.
The only gap in the book is the unclear link between the "pre-project" stages of the development (Development goals and objectives, and Aggregate project plan), and the project management phase. The authors fail to clearly establish where the project leader and teams joint into the development. More specifically, project definition is missed on exhibit 2-11.

7 of 9 people found the following review helpful.
Yesterday's News
By Fiasco
I did not find much value in this book, aside from the chapter on teams. I think this book is valued because it was one of the first books written on the subject of new product development (NPD). But the theories and insights are out of date. Instead, read Dr. Cooper's Winning at New Products, New Products Management by Crawford, and the PDMA Handbook.

See all 5 customer reviews...

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