The PDMA Handbook of New Product Development

4.7. Change: From Current to Desired NPD Process

The toughest issues in implementation are people-oriented ones. Implementations challenge the interests of some managers by requiring them to conduct work or make decisions differently. While many contributors may embrace change, they may not embrace the specifics of all of the desired changes.

Implementations require that organizations move from a current state of NPD to a desired state. To do so, individuals need motivation to make the transition. They must believe that the desired change is worth the effort. The change equation in Figure 4.3 (Beckhard and Harris, 1987) illustrates this.

NOTE

Work the change equation to start and to sustain implementations.

Movement toward a fast and flexible framework happens when the organization perceives the equation as true. Organizations whose managers believe that they are successful often have challenging implementations. Why should their organizations change if, for example, earnings are at an all-time high? The pain is not apparent. In such cases, the answer lies in getting top leadership to embrace and articulate the future consequences of the current state. Jack Welch at GE was a master at this (Slater, 1998) He would induce the perception of pain and gain through improvement, measures and performance reviews, even though the business had stellar performance.

Figure 4-3. ORGANIZATIONAL CHANGE EQUATION.