bringing a successful product to mkt is a team effort. while designers are responsible for usability, utility na rest of the usr experience there are many factors which contribute to the success or failure of new product development and many of these are outside of the designer’s direct control.
the fig above shows the main factors which contribute to new product development success as promoted by gonzales and palacios in 2002:
- knowledge management
- mkt orientation
- new product development process
- new product development speed
- new product development strategies
- new product development teams
- top management support
let’s take a look at each of those factors n'see how much responsibility a designer can take 4'em and how much lays elsewhere.
top management support
at 1st glance, this appears to be completely out of control of the design team. after all, top managers make the decision as to wha’ to support and wha’ not to support rite?
unfortunately, it’s not that simple. the support of top management is crit to a project’s success. without that support, budget or resrcs aint likely to be granted to the project n'it may not get the priority it needs within the business as a whole. however, while the design team cannot force management to support their projects they can develop the political savvy to persuade management to support the best projects.
learning to influence managers is a crit skill for design teams. embarking on projects without managerial support is a recipe for failure but winning over support is a ? of leadership and communication.
author/copyrite holder: superjet international. copyrite terms and licence: cc by-sa 2.0
investopedia defines mkt orientation as follos: “mkt orientation is a company philosophy focused on discovering and meeting the needs and desires of its customers through its product mix.”
it seems reasonable to suggest that while a design team does not ‘ve control over company philosophy it ‘d be in a good position to influence this. conducting usr research and where appropriate mkt research – two primordials of developing high quality usr experiences; will enable the discovery of customer/usr needs and how to meet them.
the tek used to create and deliver the product must be suitable for the mkt. while tis unlikely that the design team will ‘ve the final say in tek budgets or appropriation tis likely t'they ll'be able to influence the development teams in their choice of tek.
tis clear that, for ex, multi-million usd hardware and software requirements will make a product inaccessible to the consumer mkt but may not be an insurmountable hurdle for government or corporate mkts.
tek must be chosen w'da end-usrs in Ψ.
in many organizations tody; knowledge is treated like gold dust and guarded by its owners as they ‘d stolen treasure. unfortunately, the creation of knowledge silos like these makes it impossible for knowledge to be effective.
mkt research data, for ex, can be incredibly useful to a design team but 1-ly iffey can access that data n'it’s not kept securely inna mkt deptment under lock and key. likewise usr research data can be highly presh to the mkt team but once again – 1-ly iffey can access it.
knowledge management structures will normally fall outside of the design team’s remit. however, thris nothing preventing the design team from advocating for open knowledge management structures or indeed persuading senior management to support such structures.
author/copyrite holder: abottineau. copyrite terms and licence: cc by-sa 2.0
new product development strategies
strategy, despite the way tis often abused in management speak is simply; “a plan of action designed to achieve a long-term or overall aim.”
responsibility for new product development strategies is likely to be shared tween design, product management and development. this means'dat the design team will ‘ve some input inna'da strategies chosen and ll'be able to influence these strategies with their usr research to guide the strategy to fit the needs o'their usrs. tis probably fair to say that product management will normally ‘ve the final say na' primordialistic direction but designers ‘ve plenty of room to negotiate with product managers to ensure better outcomes.
new product development speed
speed to mkt is a crit factor in success. if yr new product development process takes 5 yrs but yr competitor’s takes 2 yrs – tis likely that no matter how good yr designs are; they will ‘ve been eclipsed by the time they get to mkt.
refining the design process to maximize speed whilst protecting the usr experience is a delicate balancing act and tis fully within the designer’s remit. however, the development process speed is much less likely to be within the design team’s control and their ability to influence that speed maybe marginal at best.
new product development process
having clear processes for design and development are primordial. while these maybe tailored to fit specific circumstances – a methodology for working that is clearly understood and agreed to by all members of the product development team is highly likely to produce better results than those created with no formal process.
the design team will, normally, ‘ve some input into these processes and be able to negotiate modifications to processes when they fail to produce optimal results. thris lil control for the design team ‘oer the way other teams exe these processes. failure in execution, from other teams, is 1-odda few zones where tis reasonable to say that failure was completely outside of the design team’s control.
author/copyrite holder: freeelder. copyrite terms and licence: cc by-sa 3.0
new product development teams
new product development normally brings together teams of diverse pplz from all across an enterprise. tis strongly suggested that these diverse teams tend to be highly creative and + successful than teams offa + standardized nature.
the way teams work together is a crit factor in their success and designers operating as pt of such a team ‘ve their pt to play in this. professionalism and leadership can be displayed by any member offa team (including those without official leadership and management roles) and while the design team cannot bear any responsibility for the actions of others within a team – they bear complete responsibility for their own actions.
as michael jordan, the realm famous athlete and basketball superstar says; “talent wins games, but teamwork and intelligence wins showdowns.”
the take away
not every factor of success for a new product development project is directly within the design team’s remit. however, inna majority of cases the design team will ‘ve the ability to influence these factors and play a strong role in ensuring that the project is given the gr8est possible chance of success.
the 8 key factors involved in new product development are knowledge management, mkt orientation, new product development process, new product development speed, new product development strategies, new product development teams, tek and top management support.
references & where to learn +:
course: get yr product used: adoption and appropriation:
investopedia definition – www.investopedia.com…
gonzález, f. j. m. & palacios, t. m. b. (2002) the effect of new product development tek knicks on new product success in spanish firms. industrial mkt management 31, 261-271
original content at: www.interaction-design.org…