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Development Projects: The Engine of Renewal
內容大綱
During the last decade, U.S. manufacturers have narrowed if not eliminated the competitive gap between themselves and such foreign rivals as the Japanese and the Germans. But how can they take the lead and retain it? What will it take to stay ahead? To answer those daunting questions, an ad hoc group of 27 academics and industry executives formed the Manufacturing Vision Group in 1988. They studies development projects at Chaparral Steel, Digital Equipment, Eastman Kodak, Ford Motor, and Hewlett-Packard. Development projects are microcosms of an organization. And when designed and managed well, they generate powerful, distinctive capabilities as well as winning products or processes. The most successful projects combine seven key elements, which, when applied comprehensively, optimize development, foster learning, and initiate change throughout an organization. Those elements are: core capabilities, guiding visions, organization and leadership, ownership and commitment, "pushing the envelope," prototypes, and integration.