Development and Corporate Objectives


Development activities ought to reflect the situation and circumstances of a company, its business objectives and its key priorities. For example, there is little point in a company building hypothetical team skills without addressing the following:

  • The purpose of the team. For example, a bid team might require specific bidding skills such as defining value in customer terms.
  • Where team members are located. People in virtual teams may be widely scattered and they may need special training.
  • The role of groups and teams in the management of change, the management culture and management style must be supportive.
  • The clarity of the goals given to teams, and the relevance of their priorities to business objectives. People need to understand the broad boundaries within which they operate in terms of goals and priorities.
  • The discretion given to teams, and the extent to which people are given the required freedom to act.
  • The commitment of senior management to team work, and especially cross-functional and inter-organizational team work. They must be dedicated to ensuring that decisions are taken as close to the customer as possible, and people are enabled to do what is necessary to add value for customers.
  • Prevailing attitudes, such as the extent to which people feel part of teams. Empowered team work should be pervasive, rather than the isolated experiment.
  • The management cadre. Managers should counsel and coach, value diversity, and foster and encourage teamwork, collaborative activities, self-development and group learning.
  • How open people are, and the degree of trust and confidence they have. People need to feel they are able to take initiatives without being paralyzed by fear of the consequences.
  • Existing performance within teams, the tools shared within teams, and the approaches and support in terms of technology and process available to them. For example, there should be relatively open access to relevant information.
  • Rewards and performance management. This should be supportive of, and should recognize, team work, the acquisition of team skills and the exhibiting of role-model behavior.

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, Lectures, Line of Sight

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New Product Process


New products actually build up the way rivers do. Great rivers are systems with tributaries that have tributaries. Goods that appear complex are just collections of metal shapes, packaging material, fluids, prices, and so on. A good anology is the production of automobiles, with a main assembly line supported by scores of subsidiary assembly lines scattered around the world, each of which makes a part that goes into another part that ultimately goes into a car in that final assembly line.

 If you can imagine the quality control people in auto parts plants evaluating each part before releasing it to the next step, you have the idea of a new product evaluation system. The new product appears first as an idea, a concept in words or pictures, and we evaluate that first. As workers turn the concept into a formed process of metal, or software, or a new factory site preparation service, that good or service is then evaluated. When a market planner puts together a marketing plan, its parts are evaluated separately (just as minor car parts are) and then evaluated again in total, after it is added to the product.

 The fact that we evaluate the product and its marketing plan as separate and divisible pieces is what lets us telescope the development process into shorter periods of time. There was an era when we went through a new product’s development step by step, nothing “ahead of its time.” But today we may be working on a package before we actually have finished product, we may be filming part of a commercial before the trademark has been approved and finalized.

 This sometimes causes some backtracking, but the cost of that is less than the costs of a delayed introduction. It does require, however, that we have thought through carefully the item’s overall development needs—and, which of those needs are crucial, and which not crucial. Any evaluation system must cover the crucial ones.

 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