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Dramatically reducing cycle times through flash development 总被引:1,自引:0,他引:1
Mark VandenboschAuthor VitaeTom CliftAuthor Vitae 《Long Range Planning》2002,35(6):567-589
The reduction of cycle time has emerged as a fundamental element of new product development strategy. Many companies look solely at speed enhancement and increase the human, capital and technical resources allocated to development projects. However, additional resources do not guarantee significant reductions in cycle time. As well as speed enhancement activities, there exist two other sets of activities that are key to shortening the development cycle: those that act to prevent delays (friction) in the development process and those that define the scope of the final outcome (direction). This paper describes flash development as an alternative approach to reducing product development cycle times. Flash development works by creating a process that focuses on speed, friction and direction. The process is illustrated through an analysis of the Galileo Project at Nortel Networks. 相似文献
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Quagli Alberto Lagazio Corrado Ramassa Paola 《Journal of Management and Governance》2021,25(2):429-432
Journal of Management and Governance - In the original publication of the article the following text and tables were published incorrectly. The correct text and tables have been provided with this... 相似文献
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Managerial Involvement and Perceptions of Strategy Process 总被引:2,自引:0,他引:2
Nardine Collier Author VitaeAuthor Vitae Steven W. Floyd Author Vitae 《Long Range Planning》2004,37(1):67-83
Prior academic research attests to both positive and negative effects of involvement on the process of developing strategy. On the one hand, it has been argued that involvement strengthens shared vision, increases rationality and improves adaptiveness in strategy-making. On the other hand, involvement is said to lead to intense political behaviour, increased cultural inertia and more constraints in the strategy process. The purpose of this study is to investigate the relative importance of these effects. In a survey of over 6,000 managers, we find that their reported levels of involvement are positively associated with perceptions of strategy development processes that are more rational, more focused by a shared vision, and more adaptive. In addition, involvement is negatively associated with statements describing the process as top-down, influenced by politics and slowed by internal culture. Moreover, those who are more involved tend to see business and non-business constraints as less important in determining strategy. We argue that these associations between involvement and desirable features of strategy process are important because perceptions are the basis of managerial behaviour. Thus, managers who are more involved in strategy not only see the process in a more favourable light but also act in ways that make the process more effective. The main implication of these findings is that for most organisations increasing involvement improves the strategy process. 相似文献
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The Blinders of Dominant Logic 总被引:4,自引:0,他引:4
C.K. Prahalad Author Vitae 《Long Range Planning》2004,37(2):171-179
This article argues that the dominant logic embedded in an organisation may keep it on the road ahead, but it also acts as a blinder to peripheral vision. It says that managers need to look at beyond the borders of their industries and geographies to find new opportunities and rethink the logic of the business. It refers to corporate examples where shifts in organisations’ dominant logic allowed traditional assumptions about value creation to be reassessed and resulted in successful forays into the periphery. 相似文献
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Larry Huston Author Vitae 《Long Range Planning》2004,37(2):191-196
Revolutionary products often come from upstart players or companies outside the industry, while mainstream operators follow a risk-averse path of concentrating on their current business. This article urges companies to channel resources into looking at the periphery for ideas that could be profit-drivers of the future. It suggests three strategies for finding new products: frame the landscape; develop game-changing hypotheses; and use targeted hunting. It concludes by saying that these approaches will encourage managers to combine broad searching and thinking with focused evaluation and execution. 相似文献
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Susan Miller Author VitaeAuthor Vitae David Hickson Author Vitae 《Long Range Planning》2004,37(3):201-218
This article brings strategy back to managers and their organizations. It argues and demonstrates empirically that what managers do, and the kind of organization they lead, matter in terms of achieving stated objectives. Managerial action involves a set of activities from assessing the problem to prioritising action, and takes place within an organizational context which has two important elements for decision-making. First, organizations have an accumulated stock of experience, and the more managers can access and utilise this experience base the better. Secondly, the culture and structure of an organization may exhibit more or less readiness for the changes that decisions bring about, and contexts less ready for change pose problems for managers in the implementation of decisions.This long-term study of 55 decisions in UK firms shows that careful managerial planning does not of itself guarantee successful outcomes: the organizational context is crucial in framing actions and influencing achievement, and decisions may send a firm on a trajectory beyond the point at which it can plan with confidence. Where experience and readiness are strong, decisions achieve stated objectives—where both are lacking, decisions tend to fail. But, as examination of two illustrative cases indicates, strength in either domain may be enough: sound experience may win out in comparatively unreceptive situations, and decisions may still succeed where experience is lacking but the organization is ready for change. The article closes with some implications for managers. 相似文献