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Accelerating innovation: Improving the process of product development
J PROD INNOV MANAG 19941 I:1755179
BOOK REVIEWS
17-l
possible exception-so that, alone, may account for my somewhat different perception of this publication. Thus, though this book is worthwhile in its own right-that is, as a workmanlike topic review-I did not see it as quite the earth-shattering breakthrough phenomenon that its previewers evidently did. To be a topic review is to be a compendium, an organon even, and this, to me, constitutes the book’s value-added contribution to which the author says she aspires. Lastly, in a monumentally unfortunate juxtaposition, the author christens the “service ethos” as the “immaterial,” meaning the opposite of the industrial, or material-driven, era. While my dictionary defines immaterial as “not of matter,” it also defines it as “unimportant, inconsequential”-an inadvertent characterization that hardly does justice to this fascinating and challenging little book.
In defining the desired behavior of the product development process Patterson developed a six-point checklist that will aid the practitioner in keeping the process focused. These are:
Chris Panton Chevron Chemical Company
While a premium return on investment is last on the list, Patterson goes on to describe how to develop a process metric to quantify the potential of future success. Patterson references numerous concepts that are based on his Deming training, and readers who are proponents of Deming will find these a comfortable way to analyze the product development process for improvement. The book has an exhaustive index, to check what a “meme pool” is or to just provide the reader with a ready reference for future use.
Accelerating Innovation: Improving the Process of Product Development, by Marvin L. Patterson. New York: Van Nostrand Reinhold, 1993. 159 + xv pages. Patterson provides a practitioner’s insight into the product development process from his broad experience at Hewlett-Packard. This instructive book begins with the premise that new product development is a must in the fast-paced world economy of today where product life cycles are as short as ninety days. His opening quote from Alvin Toffler, that “companies shrivel and die unless they can create an endless stream of new products,” lays the framework for a discussion of the elements and people who make up the product development process. The author targets fellow practitioners of the product development process and effectively uses anecdotes and hypothetical examples to present his message. This message might have been more compelling if more actual experiences, including failures, could have been presented, but offering more actual experiences would probably destroy its 159-page concise focus. This book is also useful for upper management attempting to establish or improve their company’s product development. It provides a number of valuable insights about establishing measurements for the process that can be tailored to each company’s need. These insights would be useful in the currently popular “re-engineering” of a company’s processes.
1. The product under development is consistent with organization priorities, product strategies, and quality objectives. 2. Project commitments are consistently met, exceptions characterized, and contingency plans executed quickly. 3. Other operational departments are kept informed and brought on-line smoothly. 4. The design maximizes use of standard parts and processes. 5. Product implementation is world-class and discourages competition. 6 The expected return on investment is high.
Richard Kenley Temple-Inland Compressing the Product Development Cycle: From Research to Marketplace, by Bernard N. Slade. New York: AMACOM (American Management Association), 1993. 214 pages, $27.95. This is a book written by a practitioner to practitioners. Much can be learned from a thoughtful read. It is about the most critical factors that compel the new product development cycle. It is as if the author-after thirty-six years of new product development experience-stepped back, took a deep breath, and gave his all to the subject. One of the main points argues that American management is weak-precisely on the critical factors where it needs to be strong. It is not a book for beginners. The book’s teachings alternate between esoteric and those easily understood, yet in so doing, accurately reflects the practice of the art of new product development. While finding
BOOK REVIEWS
17-l
possible exception-so that, alone, may account for my somewhat different perception of this publication. Thus, though this book is worthwhile in its own right-that is, as a workmanlike topic review-I did not see it as quite the earth-shattering breakthrough phenomenon that its previewers evidently did. To be a topic review is to be a compendium, an organon even, and this, to me, constitutes the book’s value-added contribution to which the author says she aspires. Lastly, in a monumentally unfortunate juxtaposition, the author christens the “service ethos” as the “immaterial,” meaning the opposite of the industrial, or material-driven, era. While my dictionary defines immaterial as “not of matter,” it also defines it as “unimportant, inconsequential”-an inadvertent characterization that hardly does justice to this fascinating and challenging little book.
In defining the desired behavior of the product development process Patterson developed a six-point checklist that will aid the practitioner in keeping the process focused. These are:
Chris Panton Chevron Chemical Company
While a premium return on investment is last on the list, Patterson goes on to describe how to develop a process metric to quantify the potential of future success. Patterson references numerous concepts that are based on his Deming training, and readers who are proponents of Deming will find these a comfortable way to analyze the product development process for improvement. The book has an exhaustive index, to check what a “meme pool” is or to just provide the reader with a ready reference for future use.
Accelerating Innovation: Improving the Process of Product Development, by Marvin L. Patterson. New York: Van Nostrand Reinhold, 1993. 159 + xv pages. Patterson provides a practitioner’s insight into the product development process from his broad experience at Hewlett-Packard. This instructive book begins with the premise that new product development is a must in the fast-paced world economy of today where product life cycles are as short as ninety days. His opening quote from Alvin Toffler, that “companies shrivel and die unless they can create an endless stream of new products,” lays the framework for a discussion of the elements and people who make up the product development process. The author targets fellow practitioners of the product development process and effectively uses anecdotes and hypothetical examples to present his message. This message might have been more compelling if more actual experiences, including failures, could have been presented, but offering more actual experiences would probably destroy its 159-page concise focus. This book is also useful for upper management attempting to establish or improve their company’s product development. It provides a number of valuable insights about establishing measurements for the process that can be tailored to each company’s need. These insights would be useful in the currently popular “re-engineering” of a company’s processes.
1. The product under development is consistent with organization priorities, product strategies, and quality objectives. 2. Project commitments are consistently met, exceptions characterized, and contingency plans executed quickly. 3. Other operational departments are kept informed and brought on-line smoothly. 4. The design maximizes use of standard parts and processes. 5. Product implementation is world-class and discourages competition. 6 The expected return on investment is high.
Richard Kenley Temple-Inland Compressing the Product Development Cycle: From Research to Marketplace, by Bernard N. Slade. New York: AMACOM (American Management Association), 1993. 214 pages, $27.95. This is a book written by a practitioner to practitioners. Much can be learned from a thoughtful read. It is about the most critical factors that compel the new product development cycle. It is as if the author-after thirty-six years of new product development experience-stepped back, took a deep breath, and gave his all to the subject. One of the main points argues that American management is weak-precisely on the critical factors where it needs to be strong. It is not a book for beginners. The book’s teachings alternate between esoteric and those easily understood, yet in so doing, accurately reflects the practice of the art of new product development. While finding