A failure to communicate is the root
of any
issue with new product execution; yes ANY issue! Problems with
tools, schedules, requirements and predictability to name a few are
purely a symptom of a breakdown in the communication conduit. Any
execution problem is directly related to the inability of individuals
to relay information, debate tradeoffs or properly convey a position.
This newsletter will focus on the simplest solution to our most complex
problems, one that is based on expanding the art of communication.
Jeff Jorvig New Product
Execution Coach
Items
of
Interest
to
New
Product
Development Teams
We
have a new phone number: 480-4IC-NPD0 (480-442-6730).
Leadership Quote of
the month: "In all things, be willing to
listen to people around you. None of us is really smart enough to go it
alone."--
John Clendenin
Complacency is the silent predecessor of an
organizations eventual demise. Always assume a current good standing is
a temporary position..
A solid effort to find what is unknown will be
the only path to notable improvement. The best learning ONLY takes
place from one on one's.
Where there is limited activity on improving
new product execution, a day will come where a business wonders how
they lost what they had.
Always seek out the motivations that will
enable a desired change, for without this knowledge there will not be
enough fuel for the journey.
Our motives unconsciously guide new product
execution and decisions. Without really understanding them, there can
be no real change.
Tools provide significant value but will never
replace solid management of the most unpredictable component of any
project... the people.
Engineers love to engineer solutions, hence
they will be content with quietly dealing similar problems, project
after project.
The captive design resources model is not
delivering continuous improvement, one that is the natural product of a
competitive environment.
Product leadership comes to those that
consistently deliver on customer expectations of providing value.
Understanding value is critical!
A candid conversation with individual NPD
members will turn unknown barriers into actionable knowns. Ignore this
and always be surprised.
It's
Always
a
Failure
to
Communicate
It's not the schedule that's broken; a lack in communication during
schedule development is the problem. It's not that the requirements are
wrong; it's the lack in quality communication during requirements
development that misdirected the product scope. It's not that something
unexpected came up; it's a failure in bubble up communications that
allowed an underdeveloped plan to proceed. It's not a problem with the
tool; it's a capability expectation that was not properly communicated,
debated, verified and agreed upon.
At any point in a project there are exchanges of information required
to enable progression of a new product from its earliest concept to the
generation of production revenue. These exchanges must add value to the
quality, predictability and profitable revenue aspects of a new
product, or failure(s) of the plan will result. Although very simple in
concept, this is often difficult in implementation. Success at adding
true value along the path results from accurately communicating
throughout development.
How would you define successful communication? Below is my list of
attributes that are essential for high quality communication:
Communication is two way, meaning there must be
a mechanism for ensuring proper transmission; always full duplex mode.
Effective communication must provide a forum
for debate to allow hidden issues or concerns to bubble up.
A high quality communication strategy never
assumes physical proximity will be "the" solution to interaction issues.
An ideal communication implementation will
remove barriers that inhibit contact between any two
individuals.
The sources of specific information are
singular, explicit and electronic for enablement of clarity in
communication.
If projects are going smoothly and predictably then there is a fairly
solid communication methodology in place. However, beware if projects
are riddled with surprises, delays
and missed revenue expectations. A flag should also be raised if your
meetings include conversations that frequently begin with the phrases
to the right. In these cases I suggest looking carefully at how your
organization communicates.
The only way to find out where interaction may be lacking is to ask
individuals for both specific instances and their perceived solution.
Listen, learn, confirm and then solve. Based on these findings decide
what constitutes quality communication and find ways to apply more of
the excellent technology that's available today to help. As is always
the case with change, persistence and leadership will be essential for
success.
So I signoff with
the famous clip from the 1967 movie Cool
Hand
Luke - "What we have here is (a) failure to communicate".
How
we
can
Help
"Providing
solutions to the systemic project challenges that quietly steal early
revenue opportunity - Put simply, a cure for Terminal Sameness"
If you want new
product execution to be significantly better than it has been and are
reaching out for solutions, you have found the right place! The
sequence to resolution is below:
What do you want to be different in new product
execution?
How would a successful implementation of that
difference be noticed by the business? What would success look like?
