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""Nine in ten new products undergo a rigorous research and development procedure, require new manufacturing processes -- and still never earn a dime! A major reason for this staggering new product failure rate is the inability of companies to internally transfer products-in-development from one department to the next. This book explains how to remove the barriers from that transfer process and consistently get new products to market one step ahead of the competition. How are today's most successful new product development programs using familiar tools and techniques in new and innovative ways? This timely guide features eye-opening case studies and examples, then helps decision makers visualize a restructured transfer process and quickly develop and implement that process. New Product Development and Delivery will allow managers of any company, regardless of size, to improve profitability, increase competitiveness, and promote teamwork and cooperation throughout the entire organization.""

""Never time enough to do it right, but always time enough to do it over." In today's "faster-better-cheaper-at-any-cost" world, this is not just a joke, but an all-too-frequent reality. And, most often, a poor understanding of the requirements for a product is the reason it must be done over. Customer-Centered Products is a highly practical new book that helps readers gain a clear understanding of how to elicit the right requirements early on in a project--and make the right product the first time. Packed with useful information, enlightening real-life examples, and money-saving solutions, this book shows readers how to: * Identify where their current requirements process is weak * Bridge communication breakdowns that lead to muddy requirements * Eliminate costly mistakes and rework * Improve product quality without increasing cost * Use operational concepts to improve requirements quality * Improve the fit between the product and the customers' needs * Prove that faster, better, cheaper is possible, and more.""

"In times of globalization, global labor markets and increasingly diverse workforces, Global Leadership, Global Talent Management and integrated management systems belong to the most urgent issues and challenges for the next decade. Hence, it is not a surprise that Global Leadership and effective, integrated Global Talent Management have been identified as key success factors for global organizations. Global organizations see the world as one market for gaining the best global leadership talents. To recruit and retain the best global leaders and leadership talents worldwide, organizations must have effective (global) talent management procedures that are mutually supportive, internally consistent and correlate positively with economic success. This book illustrates integrated practices and success factors of effective Global Leadership Talent Management procedures and shows how to balance the opposing forces of global harmonization and local responsiveness. It describes how global organizations can develop an integrative conceptual framework for the (global) talent management process that sees this as an ongoing acquisition process. Acquisition connotes partnership between talent and company. Like customers, the company proactively identifies candidates for global leadership positions worldwide, attracts them and tries to hire them and win their loyalty. The onus is not solely on the applicant to impress the company. The employer also has to appear attractive to potentially interested parties and maintain that state throughout the employment experience. Globally integrated, high-quality Global Leadership Talent Management creates a long term win-win situation by gaining, retaining and providing service to global candidates and talents and by supporting the sustainable success of global organizations."

"New Product development has become an important part of a company success and survival. In the steel industry where product is the same, every steel companies is vulnerable to price cut. To defend them self, these steel companies need to develop new product that will put them in a better competitive position. This research aims to describe new product development process at PT. Krakatau Steel and the process effected the speed, cost, and quality of the new product. This research is a descriptive research. The new product development process at PT. Krakatau Steel follow a sequential phase. The speed of the development is steel low compare to leading steel company. The cost of the new product development was never evaluated. The company only rely on new product production cost to determine profitability. The quality of the new product conforms with industrial standard because the new products are derivatives of existing and improvement of existing product."

"Information is an important resource for new product development (NPD) process in subsidiary. However, we still lack of research to analyze NPD process from information perspective in subsidiary context. This research is an exploratory research and it exploited 8 cases of NPD process in consumer goods subsidiaries operating in Indonesian market. Three types of information have been identified and analyzed NPD process; global, regional and local information.

The result of this research reveals that new product will be resulted is determined by the type of information used. This research reveals four new product typology using information types. The semi-structured interview and archive studies generate global, regional, integrated and local NPD process. Each process has its own characteristics such as type of information used and interaction pattern among subsidiary-regional office-headquarter."