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Part
3, Chapter 6
Managing the product development process 6.1.2 Abilities ![]() group decision making, creating idea generation and evaluation with all people involved in product development, setting decision processes based on the product development goals. ![]() product designer's level of technical sophistication, creating collaborative roles between product design and consumer/market research, educating product designers on consumer needs and wants, educating marketing on technical possibilities and problems. ![]() product development, upgrading knowledge to make use of new technology, nurturing methods for new technologies, selection of technology with fit to present or planned future company technology, predicting costs of adoption of new technology in finances and company organisation. ![]() making open communication an explicit responsibility of every employee, using joint R&D/marketing task forces. ![]() into manageable stages, identifying and eliminating mild problems before they become major. Management at all levels needs to have the abilities to recognise the path of the project and to coordinate the knowledge, resources and people to follow the path efficiently and effectively to product success. There is a great deal spoken about multidisciplinary, cross-functional, inter-functional, intra-functional, integrated product development, but basically product development needs to be recognised as a many-faceted process which can only be achieved by collaboration between people with different knowledge and skills. It cannot be enclosed in specialist or functional boxes such as marketing or production (Harris and McKay, 1996). Management needs to understand the meaning of company collaboration and to have the ability to put into action a multifaceted product development project based on collaboration. |
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