Managing Product and Service Development: Text and Cases
Published on 16. February 2006
Book
Hardback
600 pages
978-0-07-302301-4 (ISBN)
Description
This text offers a new option for instructors interested in emphasizing a balance between products and services. Managing Product and Service Development is about the managerial aspects critical to conceiving, designing, and developing innovative products and services. The course exposes students to some of the best management practices, tools, and frameworks known today, and introduces new approaches that hold promise for the future. Many texts are either aimed at engineering or marketing specialists and do not adequately address the often difficult general management issues that arise in complex development project. This book does not require training or experience in a technical field but addresses the role of new technologies in product development. In this text students learn about innovation through exploration. All the material has been developed and tested in the MBA and executive education classroom at Harvard Business School. The Instructor's Manual (IM), as only part of this text's proven teaching materials, describes an optional student project that complements in-class sessions.
More details
Language
English
Place of publication
United States
Publishing group
McGraw-Hill Education - Europe
Target group
Professional and scholarly
College/higher education
Dimensions
Height: 239 mm
Width: 185 mm
Thickness: 29 mm
Weight
1039 gr
ISBN-13
978-0-07-302301-4 (9780073023014)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Stefan H. Thomke is Associate Professor of technology and operations management at Harvard Business School.
Content
IntroductionModule One:Building Capabilities for Experimentation, Learning and Prototyping Module Overview Case 1-1: The Final Voyage of the ChallengerCase 1-2: Apple Powerbook: Design Quality and Time to MarketCase 1-3:IDEO Product DevelopmentCase 1-4: Bank of America Article:R&D Comes to Services: Bank of America's Pathbreaking ExperimentsCase 1-5:Team New ZealandArticle:Enlightened Experimentation: The New Imperative for InnovationCase 1-6:Eli Lilly & Company: Drug Development StrategyModule Two:Development Process Design and ImprovementModule Overview Case 2-1:Innovation at 3MArticle:Creating Breakthroughs at 3MNote:Understanding User Needs Case 2-2:Product Development at Dell Computer CorporationArticle:Agile Product Development: Managing Flexibility in UncertainEnvironments Case 2-3:Developing Products on Internet Time: A Process Design ExerciseArticle:Developing Products on Internet Time Case 2-4:BMW AG: The Digital Car ProjectArticle:The Effect of 'Front-Loading' Problem-Solving on Product Development Performance Case 2-5:Bush Boake AllenArticle:Customers as Innovators: A New Way to Create Value Module Three:Managing Development NetworksModule Overview Case 3-1:Microsoft Office: Finding the Suite SpotNote:Learning from Projects: Note on Conducting a Postmortem AnalysisCase 3-2:We've Got Rhythm! Medtronic Corporation's Cardiac Pacemaker BusinessArticle:Creating Project Plans to Focus Product DevelopmentCase 3-3:Siemens AG: Global Development StrategyArticle:Building Effective R&D Capabilities AbroadCase 3-4:Project Dreamcast: Serious Play at Sega Enterprises Ltd.Article:Increasing Returns and the New World of BusinessCase 3-5:Millennium Pharmaceuticals, Inc. Article:Mastering the Value Chain: An Interview with Mark Levin of Millennium Pharmaceuticals