Vision and Decision


This phase is really a process of moving from awareness to commitment, especially among the key managers who must prepare to drive the rest of the organization. The aim here is to convince key people that a great opportunity—or looming problems—lies ahead and that radical thinking around a new paradigm is necessary to make real progress. All the work a company does during this phase—reckoning where it stands competitively on time-based performance, building a vision, and deciding how to proceed—is preparation for the big moves to follow. Some changes in how the company works occur naturally in this phase—good analysis always produces some early obvious action steps. But the real purpose of this phase is to build commitment to a new way of looking at the competitive game and how the managers must play it.

 

Reckoning where the company stands includes looking hard at its own current performance and direction in relation to what the best companies are doing and what the near future will surely bring. So the process has both an internal and an external analytic component. The internal part involves putting together moving pictures of how the company actually works in time—how it processes information, manages projects, moves materials, engages customers, and so on, and how all this is influenced by the firm’s briefs, practices, policies, and systems. The external part involves describing what customers what now and how they would be served ideally, and pacing together moving pictures of how the best time-based competitors operate. Together these two parts allow management to self-discover in concrete fashion the new time-based paradigm and the capabilities the company must build to gain control of it.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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New Products and Corporate Strategy


Except in small organizations new products work is done by people scattered all over the organization chart. There are exceptions, of course, when strong minded executives interested in new products personally lead projects.

But, new product processes usually begin as corporate or strategic business unit strategies. Almost every organization has some overall guiding strategy, spelling out its sphere of activity, its long-term goals or purposes, and guidelines as to how they will achieve those goals. The guidelines may be general, or very specific. These strategy statements are sometimes called mission statements. As such, they set the framework for almost all product activity.

Today it’s very complicated, but evidence shows corporate strategy is necessary, and should do three specific things for new products operations. First, it should offer product strategies for segments of the operation. Second, corporate strategy should accept a risk/gain project portfolio view. Third, corporate strategy should require a technology base on every product.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.