Advanced tools such as computer simulations can significantly increase the problem-solving capacity of the developers, as well as their performance, allowing them to decide the category of problems that would otherwise be impossible to solve. This is especially true in the pharmaceutical, aerospace, semiconductor and automotive industries, among others. In addition, the state of modern tools can improve communication and interaction between communities of developers, even those who are "distributed" in time and space. However, new tools must first be integrated into systems that are already in place. Funds are invested within the organization, deployment and within the objectives, tools themselves are designed to perform. In addition, the approach of each organization, people, processes and tools are integrated is unique. Too often, companies spend millions of dollars on tools that are not able to fulfill their promises, and the perpetrator, as a rule, not the technology itself, but the use of this technology. When new tools properly integrated into the organization (or not integrated at all), they can actually hinder productivity, increase costs and cause innovations founder. To avoid this, companies should be wary of three common mistakes. Using new tools only as a substitute, adding instead to minimize the organizational interfaces and tool change, but not the behavior of people "Hide
by Stefan Thomke Source: MIT Sloan Management Review 11 pages. Publication Date: January 1, 2006. Prod. #: SMR191-PDF-ENG
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