Chapter
Chapter 3 - Concepts of Product Development
3.2 Development of Concepts
3.2.2 The Product Perspective
3.2.3 Marketing and Customer Perspective
3.2.4 Tangible and Intangible Products
3.2.5 Needs andWants of a Product
3.2.6 The Design Perspective
3.2.7 The Technical Perspective
3.2.8 The Network Perspective
3.2.9 The Total Product and Process Concept
3.2.10 Other Product Perspectives
3.3 The Strategic Product Development Perspective
3.3.1 Theoretical Approach
3.4 The Product Development Model
3.4.1 PD Models and Functions in NB HS PD
3.4.2 The Core of the NB HS PD
3.4.3 Informal and Formal Product Development Models
3.5 Product Development Drivers and Funnel
3.6 Generic Product Development Process
3.6.1 Drivers of NB HS PD
3.6.2 Overall Processes in NB HS PD
Chapter 4 - Network Perspective
4.1 Physical Network Perspective
4.1.1 Theoretical Approach
4.1.2 Network Interaction Model for HS PD
4.2 Computer Network Perspective
4.3 Virtual Network Perspective
4.4 Reflection on Network and High Speed Product Developmen
4.5 Network Perspective and Analytical Framework of Research Project
Chapter 5 - High Speed Enablers to NB PD
5.2 What Is a High Speed Enabler?
5.2.1 Theoretical Approach
5.2.3 Information and Communication Utilization
5.2.4 The Customer Enabler
5.2.5 Optimization of PD Models
5.2.7 Product Development Innovation
5.2.10 Changing Focus from Product to Process
5.2.11 Product Modularisation
5.2.13 High Speed Enablers in Future
5.3 Analysis Framework of PD
Chapter 6 - Success Criteria for PD
6.2 Short-Term Success Criteria
6.2.1 Theoretical Approach
6.3 Long-Term Success Criteria in NB HS PD
6.4 Right Time, Right Costs, and Right Performance in NB HS PD
6.4.1 Theoretical Approach
6.5.1 Theoretical Approach
6.6 Hypothetical Framework for Short- and Long-Term Success Criteria in NB HS NPD
Chapter 7 - Reflection on and Perspectives of NB HS PD
7.1 Concept of Product Development
7.2 Network of Product Development
7.3 Success Criteria of Product Development
7.4 Tools of Product Development
7.5 Management of Product Development
7.6 Change in Concept of Product and Product Development
7.6.1 Change of Product Concept
7.6.2 PD Models Become Process Models
7.6.3 Focus on Advanced Use of High Speed Enablers
7.6.5 People and NB HS NPD
7.6.6 PD Leadership and PD Management Become Central Issues
7.6.7 Understanding “Field of PD”
7.6.8 Management’s Understanding of Incremental and Radical PD
7.6.9 Important Choice of PD Model
7.6.10 Change from Short-Term to Long-Term Success Criteria
7.7 Important Issues in Future NB HS NPD
PART III - Analysis Model
Chapter 8 - Analysis Model of NB HS NPD
8.1 Elaborating Network Based HS to NP
8.1.2 Framework Model for NB HS NPD
8.1.3 Product Development Task
8.2 “The Field of Product Development”
8.2.1 Success Criteria for PD Project
8.2.2 NB HS NPD Framework Model
8.2.3 HS Enablers to NB PD
PART IV - Empirical Results
Chapter 9 - Pilot Case Study
9.1 Empirical Results of Primary Case Research Evaluating HS in NB PD
9.1.2 The High Tech Industry Business
9.1.3 The Language Centre – “The Multimedia Learning 'Business”
9.1.4 AKV Case – “The Biochemical Business”
9.1.5 Lindholst – “The Food Machine Business”
9.1.6 GSI Lumonics – “TheWelding Machine Business”
9.2 Cross-Section of Case Results
9.2.2 Summary of Case Examination
Chapter 10 - Empirical Results – PUIN FocusGroup Meetings
10.2 Focus Group Meetings
10.3 General Conditions and Trends in PD
10.3.1 Product Development Tasks
10.4 The Task of PD – Radical or Incremental
10.5 Core of HS PD Project
10.6.1 Formal Stages and Gates
10.6.2 Informal Stage and Gate
10.7 Success Criteria of HS PD
10.8 Time, Speed and Cost of HS PD
10.9 Performance and HS PD
10.10 Reflection on Results of Focus Group Interview
Chapter 11 - Empirical Results – Survey
11.2 General Conditions and Trends in PD
11.2.1 General PD at Survey Businesses
11.3 Product Development Task
11.4 Task of PD – Radical or Incremental
11.5 Core of HS PD Project
11.6.1 Formal Stages and Gates
11.6.2 Informal Stages and Gates
11.6.3 The Informal PD Process
11.6.4 Internal Functions Involved in PD Process
11.7 Success Criteria of HS PD
Chapter 12 - Empirical Results – Others
12.2 Visiting Tele Danmark Internet
12.2.1 PD Task – PD at HS in Radical New Market
12.2.2 Field of Product Development
12.3 Visiting Licentia Group
12.3.1 Field of Product Development
12.6 PITNIT Research Group
12.6.1 Field of Product Development
12.7 Stay at Polytecnico di Milano
12.8 Participating in TOM Research Project
12.8.1 Product Development Task
12.9 DISPU Research Project
12.10 SMER Research Project
12.11.1 The Aarhus School of Architecture
12.11.2 The Aarhus School of Business
12.11.3 The School of Engineers in Horsens and Aarhus
12.11.4 Experience and Observations fromTIP Project
12.12 BESTCOM – EU Project
12.12.2 Description ofWork
PART V - Comparing Theoretical Framework and Empirical Results
Chapter 13 - Comparing Theoretical Framework Model, Hypothesis, and Empirical Results
13.2 What Is High Speed NPD?
13.2.1 Defining Time and Speed in NB HS NPD
13.2.2 Summary on Time and Speed in NB HS NPD
13.2.3 HS NPD Seen from Different Points of View
13.2.4 HS Central to PD Phase
13.2.5 Time and Speed in Development Phase
13.2.6 Time and Speed in Process Phase
13.2.7 Time and Speed Related to PD – Stages and Gates
13.2.8 HS NPD – A Matter of Right Speed, Not High Speed
13.2.9 Point of Entry and Sources to NB HS PD Ideas
13.2.10 After the PD Process Time
13.3 Measuring Framework in Idea and ConceptStage-Gate of HS NB PD
13.3.1 Division of NB HS NPD
13.3.2 Strategic Areas and NB HS PD Tasks
13.3.3 Generic Framework of PD Projects
13.3.4 HS Product Development Models
13.3.5 HS PD Projects Always Have a Formulated PD Core
13.4 Identifying Enablers to HS PD
13.4.1 HS Enablers Identical to the 10 Enablers
13.4.2 More Than 10 Enablers to Enable HS PD
13.4.3 Customer, Network and PD Model Enabler
13.4.4 Summary on Enablers to NB HS NPD
13.5 Success Criteria for Measuring NB HS PD
13.5.1 Success Criteria Dependent on Specific PD Project
13.5.2 Short- and Long-Term HS PD Success Criteria
13.5.3 Central Success Criteria in Short-Term Perspective
13.5.4 Central Success Criteria in Long-Term Perspective
13.5.5 Product Development Management and Leadership
13.6 Summary of Impacts on Businesses Trying to Gain NB HS PD
Chapter 14 - Learning Perspectives of NB HS NPDin PhD Project
14.1.1 Learning Perspectives on NB HS NPD
14.1.2 Strategic Importance and NB RS NPD
14.1.3 Speed and Time Related to PD
14.1.4 When Are Time and Speed Important?
14.1.5 Importance of NB RS NPD Related to Field of PD
14.1.6 Strength and Weaknesses of NB HS NPD
14.1.7 Opportunities of NB RS NPD
14.1.8 High Speed – A CompetitiveWeapon
14.1.9 Threats of NB HS NPD
14.1.10 Demands to NB HS NPD
14.1.11 Barriers to HS NPD
14.1.12 High Speed and Right Speed
14.1.13 Short-Term and Long-Term Success Criteria
14.1.14 NB HS NPD and the Management of PD
14.1.16 HS Enablers in Overall Perspective
14.1.17 Learning Perspectives for Me as PhD Student
14.1.18 Proposals for Future Research in General at the Centre of Industrial Production
15.1 Results and Findings of Research on NB HS NPD
15.2 Comments and Analysis of Research Methodological Performance
15.3 Proposal for Further Research
Network Based High Speed Product Development
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