Synopsis
This work looks at the relation of accelerated product development to a company's survival in the 1990s, and asks how organizations get good products out faster. Using examples, it shows what works and what doesn't - and why. Techniques are explained for increasing development speed by two-or-three fold. These techniques include: recovering time in the fuzzy front end; avoiding the major project by using small wins and customer feedback; choosing the organizational form that best speeds decision making; avoiding the many sources of delay in conventional product management; and exploiting concurrent engineering.
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