ETM 5391

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ETM 5391 New Product Development and
CommercializationSpring, 2004

• Instructor Mr. C. Michael Carolina
• Date March 25 April 22, 2004

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• ETM 5391 Web site
• http//www.okstate.edu/ceat/msetm/courses/etm
  5391/.

3

• Recap of Lecture 3
• Concept of Functional Strategies and Maps to
  Other Strategies
• Wheelwright and Clark, Revolutionizing Product
  Development, Chapter 3, page 63.
• Four Types of Development Teams
• Functional
• Lightweight
• Heavyweight
• Autonomous
• Wheelwright Clark, Chapter 8, page 191.

4

• Recap of Lecture 3
• Roles and Responsibilities
• Senior Management Team
• Middle Management Team
• Functional Team
• Keys to Success
• Creating Value
• Results/Speed Focused
• Flawless Execution
• Continuous Improvement

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• Purpose
• Connectivity
• Relevancy
• Application
• Science what is
• Engineering creating what has never been

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• The Four Disciplines of a Healthy Organization
• Build and Maintain a Cohesive Leadership Team
• Create Organizational Clarity
• Over-Communicate Organizational Strategy
• Reinforce Organizational Clarity Through Human
  Systems
• Source Patrick Lencioni, The Four Obsessions
  of an Extraordinary Executive.

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• Video Guest Lecture
• Clayton Christensen, The Opportunity and Threat
  of Disruptive Technologies

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• Summary of Living on Internet Time Product
  Development at Netscape, Yahoo!, NetDynamics,
  and Microsoft
• Common
• Each Aware of/Engaged in Competitive Benchmarking
• Each Used Effective Prototyping/Beta Models
  (Microsofts Approach More Internally Focused)
• Aware of/Address Interoperability

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• Summary of Living on Internet Time Product
  Development at Netscape, Yahoo!, NetDynamics,
  and Microsoft (contd.)
• Differences
• Philosophy, Culture, and Development Process
• Size of Development Staffs and Resources
• Microsofts Total-System-Solution Mindset
• Microsoft Sought to Expand Competencies/Respond
  to SIPs
• Heavyweight Team Structure (Microsoft) vs.
  Lightweight (Yahoo!)

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• Summary of Living on Internet Time Product
  Development at Netscape, Yahoo!, NetDynamics,
  and Microsoft (contd.)
• NetDynamics Philosophy of Open Architecture
  Based on Standards
• Netscapes Heavy Focus on Early Releases Before
  Feature Release
• Note Netscape Acquired by AOL
• NetDynamics Acquired by Sun Microsystems
• Based on (SEC) 10-k Filings 1) Microsoft, 2)
  Netscape 3) Yahool!, 4) NetDynamics

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• LINKAGE
• Wheelwright and Clark, Revolutionizing Product
  Development Quantum Leaps in Speed, Efficiency,
  and Quality.
• Competing Through Development Strategy
• The Concept of a Development Strategy
• Maps and Mapping Functional Strategies in
  Pre-Project Planning
• The Aggregate Project Plan
• Structuring the Development Funnel

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• LINKAGE (contd.)
• Wheelwright and Clark, Revolutionizing Product
  Development Quantum Leaps in Speed, Efficiency,
  and Quality.
• A Framework for Development
• Cross-Functional Integration
• Organizing and Leading Project Teams
• Tools and Methods
• Prototype/Test Cycles
• Learning From Development Projects
• Building Development Capability

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• HBR
• Jan.-Feb. 1992
• The Balanced Scorecard Measures That Drive
  Performance
• Robert Kaplan and David Norton

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• ECOs BALANCED SCORECARD
• Page 99, The Balanced Scorecard by Kaplan and
  Norton (HBR, Jan.-Feb., 1992).

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• A Model for Product Development
• s RD
  New Product
• Tech Transfer IP
  Publication

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• Structuring for NPI and Continuous Performance
  Improvement
• Mission/Values
• Baseline/Benchmark
• Metrics
• Document the Lessons Learned
• Adjust the Process

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• Assignment 3
• Case Study 2 (HBR9690069) McAlasdaire Imaging,
  PLC AE-1 Project
• In 400 words or less, characterize the
  development of the MI AE-1 Project.
• - Successful Intro?
• Why?
• - Introduction Failure?
• Why?
• Due By 4/22/04