Many manufacturers have already created work on the development of products in various countries around the world. Typically, the current approach includes colocation cross-functional teams to promote closer cooperation between engineering, marketing, manufacturing and supply chain functions. The result to date - the best product design, faster time to market and lower cost of production - were satisfactory. However, growth and innovation can now be much more effective if the manufacturers link their development of decentralized organizations into a single, unified global development product (GDP) of operation. In this article, the authors offer new empirical framework to guide managers to the practice. Citing instances, such as Hewlett-Packard, Eastman Kodak, Hyundai Motors, Haier, Alcatel, and Cummins, the authors explain why GDP has come of age and demonstrate three stages, which makes product development in the context of relationships with external partners. The article is based on extensive interviews with the engineering leaders of more than 100 companies in 15 countries in North America, Europe and Asia. Additional data were taken from a recently completed study of GDP, PTC had with BusinessWeek Research Services, surveys and studies of more than 1,100 engineering managers worldwide. "Hide
by Steven D. Eppinger, Anil R Chitkara Source: MIT Sloan Management Review 11 pages. Publication Date: July 13, 2006. Prod. #: SMR210-PDF-ENG
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