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Through our hands-on work with clients, we have developed a leanproduct development process. However, we have incorporated selected practices from the agile toolkit to enhance innovation and speed products to market. The beauty of this process.
Can you truly predict a customers’ reaction to a new innovativeproduct and then scale the success of the product? Lean practitioners say you can, if you measure the right metrics, interpret them correctly, and focus on the problem and the uncertainties that arise. Continue reading →
Every innovativeproduct begins as a concept in the mind of someone or some group of people. How do companies manage this asset, the portfolio of product concepts, even before they enter the pipeline? In our experience, product. These concepts are the seeds of your company’s future growth.
There's something about the culture of business that tends toward excess — in financial markets, to be sure, but also in the "market" for new ideas and management techniques. That piece of language, that aspiration, is innovation. But that doesn't mean the companies are actually doing any innovating.
As global innovators, however, they share a remarkable core value and best practice: they invest in the innovative capabilities of their suppliers. The more deeply Jim's essays discussed the nature of supplier relationships, work-flow and value creation in lean enterprise, the keener the connection with YouTube's Space.
Lean Startup or Stage-Gate? More often organizations are not choosing one or the other but taking the “and” option and integrating both into their product processes. The challenge is how to get them to play nice with each other and gain the benefits of each without losing something in the process.
Supposedly set to launch this July — and then September — New York City announced that its innovative bike sharing program would be delayed until at least next spring. But the importance and pace of innovation rollouts demand a different design sensibility. Until it works, we're not going to put it in. Jaws dropped.
In the 1980s, our organizations learned a great deal about how to improve productivity, quality, and costs from Japanese practices. And in the 1990s, our companies began to learn more from innovations at home, particularly in the area of high-performance work systems. It’s as if businesses have forgotten that they work.
Managers constantly try to fit new market needs to existing processes and routines. automakers took decades to adopt leanproduction methods despite the obvious benefits from increased productivity and lower work-in-process inventory. More importantly, managers need to monitor the tool innovation roadmap.
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