Dynamic Adjustments in New Product Development

Dynamic Adjustments

Some teams treat a product launch as a highly defined process. These teams use "prescribed" checklists, models, and procedures for product launch.

However, changes occur throughout new product development. Some changes are expected such as a shift in focus from the investigation to the design phase. Other changes are unexpected such as the loss of a key software developer or changes in the marketing strategy. Some changes will alter key product parameters such as the features that can be implemented, the number of defects in software, and the product development time. Some changes prompt strategy adjustments.

The more disruptive or radically new the product, the better the team will need to handle emergent events.

Dealing with uncertainty

What characteristics enable the development team make the dynamic adjustments necessary to achieve the best possible product launch within the project constraints (such as time, resources, scope, and quality)?

Teams benefit from a defined process to explore and evaluate alternatives. Decisions should satisfy launch objectives. In the absence of a system level perspective, reductionism prevails. Suboptimization occurs when team members emphasize certain popular components while ignoring other components to the point of reducing the potential for launch success.

Sometimes, one of the alternatives should be to find more alternatives [such as more diligence from the team, a new approach (such as TRIZ), or encouraging external input].

Experience and Expertise

Alternatives can be generated and evaluated more quickly if someone on the team has solved a similar problem already. OpLaunch has the experience to help you make the dynamic adjustments required for both expected and unexpected changes to ensure an optimized product launch. Our confidence comes from:

Experience with proven life cycle methodologies since 1983
Application of flexible and agile processes to maximize productivity
Experience with actual product launches since 1983
Vigilant study of product launch theory, successes, and failures
Cross-functional product launch experience (which includes R&D, manufacturing, marketing, quality, sales, support, and marketing)
Development of tools and techniques to meet launch objectives (which includes meeting shipment deadlines and maximizing early sales)
Collaboration with a network of other development and launch professionals

Agility improves robustness. For a classic example, see OODA loop. Colonel John R. Boyd developed the OODA loop (observation, orientation, decision, and action) as a framework to create competitive advantage by outmaneuvering rivals.

OpLaunch facilitates the implementation of dynamic strategy changes. We reduce project costs by minimizing "getting up to speed" delays by providing the right expert from a network of specialists and service providers that are proficient at completing new product development tasks and orchestrating the work of other team members. Our Launch Architecture services are intended for extended engagements with your development team. Our NPD-tuned services are intended to help your team meet your product launch deadline and achieve better results.