it's not about the technology

222 323 0
it's not about the technology

Đang tải... (xem toàn văn)

Tài liệu hạn chế xem trước, để xem đầy đủ mời bạn chọn Tải xuống

Thông tin tài liệu

[...]... is organized is the same across nearly all the chip companies All these companies project more or less the same view of how they operate The marketing group is chartered with the tasks of 12 IT’S NOT ABOUT THE TECHNOLOGY taking the pulse of the market, setting the market trends, to actively engage the customer to define the requirements for the ongoing product and to figure out what the next killer... However, the product is not yet in a shape for the 6 IT’S NOT ABOUT THE TECHNOLOGY customer alone to carry on with the demonstration So they ask for a detailed technical support for two weeks culminating in the tradeshow At this stage the support pipeline is already full and the engineering group has no time As it is they are scrambling to meet the deadline for the final product release So they resist... small fraction of them turn into successful products in the marketplace For example, in the semiconductor industry, a large bulk of the new design starts never even make it past the prototype silicon stage In a majority of these instances, the manner in which these failures occur become clear only in the aftermath Either the product is not what the customer wanted, or the product did not arrive in time,... Eventually the company decides to support the customer after all However, the response at the tradeshow is disappointing Due to last minute scrambling of the resources the support team couldn’t show a “live demo.” Even as they improvised at the tradeshow booth to make the best of it, the thought kept lingering in their mind that if only they had more time to work on the demo setup, and not got sucked into the. .. technology itself matters that much as far as the thinking goes This premise runs throughout the course of this book 16 IT’S NOT ABOUT THE TECHNOLOGY With that premise set in the background, the book itself progresses in a two-layered manner, as explained below LAYER 1: IT’S NOT ABOUT THE TECHNOLOGY First of all, we are going to set a side the entire aspect of the technology throughout this book By this... Layer 1 we peeled off the outer layer of the technology and dug into the underlying layer Now we go back However, this stepping back does not return us to the technology level, but takes us to a space in which the day-to-day practice of execution takes place Not surprising, considering that our whole investigation is centered on the experience of the individual employee in the high technology company... slow bleeding of the decision making skills from the rank and file A systemic reluctance to go beyond the call of the duty creeps in A culture of awkward abstention from crucial decision making prevails The employees at these companies dead reckon their way through the maze of the day-to-day busy-ness When stopped in the middle of the track and be faced with a decision, too often they are caught without... what is without a doubt the most crucial factor in determining the success or failure of the company: the interaction between marketing and engineering 8 IT’S NOT ABOUT THE TECHNOLOGY What drives these companies to go down such a self-destructive path? THE INCREASING GAP BETWEEN MARKETING AND ENGINEERING Every year thousands of new product design starts are launched in the high technology sector But... of the execution problem As long as our view of the origins of the economic activity remains disconnected from the underlying multitude of contexts, we are forever relegated to the clutter of the technology and the source of the execution problems eludes us Why is this so? What do these multitude of contexts have anything to do with the execution problem? It is our belief that, strange it may seem, the. .. It lies at the heart of the company, in the day-today interaction between the cross-functional groups of the marketing, engineering, the operations and the sales Every day the people who work in these groups are subject to this malaise Though hard to capture it into a specific form, this malaise can be seen at play in the ever regressing relationship between those who build the products – the system . an upcoming tradeshow. However, the product is not yet in a shape for the 6 IT’S NOT ABOUT THE TECHNOLOGY customer alone to carry on with the demonstration. So they ask for a detailed technical. VIEW 11 12 13 14 15 16 17 18 19 20 The Semiconductor Value Chain The Product Definition Context The Economics Context The Customer Context The Design-in PART FOUR: THE CRAFT AND THE MINDSET The Requirements Craft Manage. of the resources the support team couldn’t show a “live demo.” Even as they improvised at the tradeshow booth to make the best of it, the thought kept lingering in their mind that if only they

Ngày đăng: 01/06/2014, 10:11

Tài liệu cùng người dùng

  • Đang cập nhật ...

Tài liệu liên quan