Part IV: DOING THE DEVELOPMENT
Most people miss opportunity when they see it, because it comes wearing coveralls and looks like work.
—THOMAS EDISON, INVENTOR AND ENTREPRENEUR, 1900
Gate decisions are high-stakes bets in which managers put their money on the NPD projects with the greatest potential payoff. Chapter 21 describes how to improve gate decisions and deal with common problems associated with gate deliverables and standards.
Winning approval in reviews of a product's development does not have to be difficult, nor does it need to be a "drop-everything-and-panic" proposition. However, it does need work. Chapter 22 delineates planning steps that go a long way toward easing the burden of putting together a winning presentation.
Decisions during development are often predicated on one or several forecasts. Chapter 23 discussess the forecasting objective and offers several types of new product forecasting approaches for establishing a sound baseline forecast.
Industrial design plays a key role during development as well. In its broadest sense, "industrial design" refers to the process of building something that works in a tangible sense, while also embodying intangible principles that work emotionally. Design strategies discussed in Chapter 24 show there are several areas critical for successful designs, as well as a few common problem areas.
Many seasoned new product development practitioners would note that industrial designers are just following what Chapter 1 lays out as ...
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