In the race to develop new products or services, controlling the processes has long been the key to improving performance. Now that the race has accelerated and customer markets have begun to shrink, tried-and-true disciplines won’t always work. Oftentimes, rigid processes and obligatory progress reporting will stifle innovation and prevent efficiencies.

Instead, a flexible and collaborative approach to product development can result in better decision-making, faster cycles, and fewer resources. But for such methodology to succeed, it requires aggressive information management. In fact, it’s the efficient exchange of information, not formulaic processes that may have the most influence on product development success. 

A different approach for better decisions

While not altogether abandoning processes, many organizations are discovering that both flexibility and feedback are much more essential to sound product development than any rigid, step-by-step process plugged into a calendar. Processes can certainly provide guidelines, but there must be ample room for customization and improvisation in order to facilitate quick changes and faster time-to-market. The key here is to allow developers to make decisions differently during the course of product development. And that requires both reliable, just-in-time information, and the freedom to act when it becomes available.

Instead of a linear process, decisions are made, not in time for the next project meeting, but at the time all necessary information is available and verified. Focusing on good information flows throughout the cycle will keep development fluid. Such flexibility can create more efficient problem-solving, faster response to design changes, and less rework. Scheduled project meetings then become a review step for management and not a point at which decisions are required, often a bottleneck stage in the overall process.

This type of information-based approach typically requires cultural or capability changes within an organization. But with reliable information exchange and strong project leaders, the results quickly become evident in efficiencies, speed, and savings, making organizational changes exceedingly worthwhile.

A collaborative effort
  
Technology is being used to quickly enhance the supply of consistent information, and Web-enabled tools are helping to streamline product development. But such tools are only beneficial so long as you have all the right people involved. Organizations must use technology as a support for, not a substitute for, the creation of a cross-functional, decision-making team.

Needless to say, the team collaboration should be representative of all company functions, from marketing and customer service, to engineering and operations, and even including suppliers. With frequent communication between all disciplines, the team is then able to make project adjustments as information is received.

Assigning the right project leader is also crucial to the success of information-based product development. Leaders must have multiple management talents and a deep knowledge of all aspects of the project. He or she actively facilitates the process, evaluating day-to-day information, and directing appropriate workflow accordingly. Project leaders should not only be adept at managing people, but they should also demonstrate effective problem-solving skills. Ultimately, they must have the decision-making authority throughout all product development stages.

Because of their highly significant role, many organizations are finding it wise to introduce special grooming programs that hone project leaders’ skills. Oftentimes, these leaders are brilliant engineers with little experience in people management, or gregarious marketers who need to polish their cross-functional aptitudes. Identify your potential leaders and give them the support they need to lead effectively.   

Continuous improvement is generated by persistent communication

More than processes, timely product or service development depends on the efficient exchange of timely information. When creation and design happen simultaneously and in synthesis, the results can be spectacular and include improved quality, faster introduction, and fewer development costs.