Aberdeen Lean PD Benchmark Report

The Lean Product Development Benchmark

Report

May 2007

http://www.aberdeen.com/common/send_to_friend.asp?cid=4009

Lean Product Development Page 2

© 2007 Aberdeen Group, Inc. Telephone: 617 723 7890 www.aberdeen.com 052907

Executive Summary Lean concepts have helped manufacturers streamline processes and reduce cycle times in complex manufacturing and supply chain environments. These concepts are now being applied to product development, resulting in increased productivity and greater ability to develop profitable products.

Best in Class Performance The top 20% of companies benchmarked – the Best in Class – enjoy a significant performance gap over their competitors in meeting targets for product launch dates, product development costs, product cost, product revenue, and quality. They are hitting these targets that drive profitability on over 80% of their products while average companies hit these targets less than 60% of the time. As a result, Best in Class performers enjoy 53% more productive product development time per person than their average competitors, and bring products to market 25% faster on average.

Competitive Maturity Assessment Survey results show that Best in Class firms share an increased focus on Lean Product Development. Specifically, Best in Class companies are 1.4 times more likely to have pursued Lean Product Development for more than one year than average companies. These companies leverage current best practices and PLM technologies and extend them with Lean capabilities to improve product profitability.

Required Actions In addition to the specific recommendations in Chapter 3 of this report, to achieve Best in Class performance, manufacturers must:

• Streamline processes, including improving process flow and aligning information with processes.

• Reduce wasted effort, including elimination of non-value added steps and automating redundant tasks.

• Reduce variability, by standardizing work processes and deliverables and reducing risk through the use of design sets.

• Validate designs early, co-develop and validate products to confirm manufacturability and prevent design rework.

• Develop a Lean culture by enabling change at all levels and measuring product development with metrics.

Exmark Manufacturing Co. Inc., a division of The Toro Company

We have fostered a Lean culture through “top down” and “bottom up” corporate lean objectives. We have robust new product development (NPD) processes that are documented and continuously evolve as we learn, enabling us to reduce non-value-added steps or processes.

Dave Converse, Director of Engineering





Table of Contents Executive Summary....................................................................................................... 2

Best in Class Performance ......................................................................... 2 Competitive Maturity Assessment........................................................... 2 Required Actions ......................................................................................... 2

Chapter One: Benchmarking the Best in Class...................................................... 4 Lean Product Development: Aberdeen Analysis .................................. 4 Maturity Class Framework ........................................................................ 4 Key Measure of Lean: Percent of Value-Added Effort......................... 5 Best in Class PACE Model ......................................................................... 6 Key Measure of Product Development: Time to Market................... 7

Chapter Two: Benchmarking Requirements for Success .................................... 8 Competitive Assessment............................................................................ 8 Organizational Capabilities and Technology Enablers .......................10

Chapter Three: Required Actions .........................................................................13 Laggard Steps to Success..........................................................................13 Industry Average Steps to Success.........................................................13 Best in Class Steps to Success ................................................................14

Appendix A: Research Methodology.....................................................................16 Appendix B: Related Aberdeen Research............................................................19

Figures Figure 1: Top Performers Hit Targets, Earn “Best in Class” Status .................5 Figure 2: Time Spent on Productive Development Activities ............................ 5 Figure 3: Lean Product Development for More than 1 Year ............................. 8

Tables Table 1: Best in Class PACE Framework ................................................................ 6 Table 2: Product Development Leadtime – BIC Advantages ............................. 7 Table 3: Competitive Framework ............................................................................. 9 Table 4: PACE Framework .......................................................................................17 Table 5: Competitive Framework ...........................................................................17 Table 6: Relationship between PACE and Competitive Framework.............18



Chapter One: Benchmarking the Best in Class

Lean Product Development: Aberdeen Analysis

Manufacturers have to bring products to market rapidly and efficiently to realize the profit potential of their innovations. This complex process involves multiple departments and disciplines working together to develop a product that is right for the market – both technically and commercially. Lean concepts, already used to streamline manufacturing operations and the supply chain, are now being applied to product development in the hopes of increasing product profitability.

Maturity Class Framework Aberdeen used five performance criteria to measure companies’ product development performance and to distinguish the Best in Class from Industry Average and Laggards. These five metrics including meeting targets for:

• Product launch dates • Product development costs • Product costs • Product revenue • Quality

These are the metrics that drive product profitability. The top 20% of companies benchmarked – the Best in Class – enjoy a significant performance gap over their competitors, hitting these targets on over 80% of their products as compared to average companies who hit most of these targets less than 60% of the time (Figure 1). Clearly, there is a large difference between the performance of the top twenty percent as compared to average companies, giving the Best in Class companies a clear competitive advantage over their competition. The metrics serve as a good measure of the success of bringing profitable products to market, and are used in this benchmark to measure the effectiveness of Lean initiatives in product development.

Fast Facts

√ Best in Class manufacturers hit product launch dates 72% more frequently than average companies

√ Best in Class manufacturers hit product development cost targets57% more frequently than average companies

Boeing

“On the defense side of the business, we have put an umbrella on improvement processes under Lean.

There has been a lot of effort on streamlining processes and reducing NVA (non value added) steps, along with a big emphasis on education.”

Carolyn Castillo, Integrated Defense Systems



Figure 1: Top Performers Hit Targets, Earn “Best in Class” Status

86% 83% 87% 83%91%

50%56% 59%

53%

72%

20%28% 32%

18%

37%

0%10%20%30%40%50%60%70%80%90%

100%

Launch Date RevenueTargets

Product CostTargets

DevelopmentCost Targets

QualityTargets

Best in Class Average Laggard

Source: Aberdeen Group, May 2007

Key Measure of Lean: Percent of Value-Added Effort Another metric important to measuring Lean initiatives is the percentage of effort spent on “value-added” activities. For example, time spent on projects with poor or missing requirements was identified by 47% of Best in Class companies as one of the highest priority “waste” in product development. Another 44% identified waiting for information from others as non value -added. By proactively minimizing these “wastes”, Best in Class companies increase their product development productivity. In fact, Best in Class performers have 53% more productive time per employee than average companies.

Figure 2: Time Spent on Productive Development Activities

69%

45%

26%

0%10%20%30%40%50%60%70%80%



Top Priority “Waste” Identified by Best in Class

√ Poor or missing requirements, or requirements not aligned with customer value

√ Waiting for information from others

√ Redeveloping redundant designs (versus reusing existing designs)



Best in Class PACE Model To better understand the reasons behind these performance gaps, Aberdeen benchmarked the pressures that have led companies to pursue Lean Product Development strategies, the actions that have helped them “Lean out” their development process, and the underlying business attributes that they have put in place in order to support their efforts. Using Lean Product Development to achieve superior product development performance requires a combination of strategic actions, organizational capabilities and enabling technology (Table 1). See “Table 4, PACE Framework in Appendix A for more detail on Aberdeen’s methodology for benchmarking company initiatives such as Lean Product Development.

Table 1: Best in Class PACE Framework

Pressures Actions Capabilities Enablers

• Global Markets / Competition

• Market Demand for Rapid Product Introduction

• Limited Product Development Budgets

• Improved Product Development Processes

• Reduced “Waste” in Product Development

• Manufacturing involvement in Product Development

• Cost Reduction Effort Early in Design

• Product Development using “Design Sets"

• Information Flow Aligned with Process Flow

• Lean Change / Process Improvement Enabled at All Organization Levels

• Product Development Results Measured with Timely Metrics

• Value Stream Mapping

• Standardized Work Methods

• Concurrent Design (Integrated Product / Process Design)

• Advanced Search Technologies

• Knowledge Based Engineering (KBE)

• Digital Manufacturing (DM) / Manufacturing Process Planning

• Specialty Tools for Lean

• Workflow / BPM

• Product Portfolio Management (PPM) - Including Project Management

• Automated 2D/3D Publishing

• Product Cost Management

• Value Stream Mapping

• Product Data Management (PDM)


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Key Measure of Product Development: Time to Market One of the most important metrics to measure product development success is the time it takes to introduce a new product to market. Aberdeen’s Product Portfolio Management benchmark shows that products less then two years old enjoy a significant margin advantage. Best in Class companies are taking advantage of their increased efficiency, bringing products to market an average of 25% faster than their competition (Table 2).

Table 2: Product Development Leadtime – BIC Advantages

Product Development Benchmark

Best in Class

Advantage

Minor revision to an existing product 14%

Major revision to an existing product 31%

New product, similar to existing products (or in existing product platform) 25%

Entirely new product (or new product platform) 31%

Average product development advantage 25%


Aberdeen Insights – Strategy

Product development teams have come under intense pressure to do more with less. Driving revenue demands product innovation and rapid new product introduction. Global markets and global competition, however, have driven down sales margins. So designers must not only innovate on product performance, but also on ways to reduce the cost structure of the product. This dual requirement of rapid product innovation within cost constraints extends beyond product cost as well, with companies faced with tight product development budgets and limited resources. To succeed in this environment, companies are looking for lessons learned in other parts of their organizations in the hopes of improving product development – resulting in the application of Lean concepts to product design and development.

Lean concepts learned from manufacturing and supply chain initiatives are proving valuable in product development. Some of the core principals of Lean include streamlining processes and reducing non-value added effort known as “waste” through processes such as value stream mapping. In addition to traditional Lean approaches, there are also emerging Lean strategies that are specific to product development such as the use of “design sets” to reduce risk and variability.

Fast Facts

√ Best in Class performers have 53% more productive product development time per employee than average companies

√ Best in Class manufacturers bringing products to market an average of 25% faster than their competition



Chapter Two: Benchmarking Requirements for Success

Lean Product Development is not a technology. It is a product development philosophy that encompasses a number of core disciplines. Before investigating the components of Lean, it is important to establish whether Best in Class companies owe their superior performance – at least in part – to the use of Lean concepts. To this end, over 25%of Best in Class companies indicated that they have had a Lean Product Development program in place for five or more years compared to less than 5% of average companies. In fact, Best in Class companies are more than two times as likely as average companies to have had a Lean Product Development program in place for more than one year (Figure 3).

Figure 3: Lean Product Development for More than 1 Year

65%

27% 24%

0%

10%

20%

30%

40%

50%

60%

70%



Competitive Assessment To analyze the Lean approaches that lead to enhanced performance, survey respondents were classified into one of three categories – laggard, industry average, or Best in Class — based on their performance. Then, characteristics in five key aspects of their business: (1) business process; (2) organization; (3) knowledge management; (4) use of enabling technology; and (5) performance management were analyzed. The results of this analysis were compared to average and laggard performers, and the most differentiated approaches are highlighted below as a means to understand what leading companies are doing differently from the rest (Table 3). For more information on Aberdeen’s Competitive Framework, see Table 5 in Appendix A.

Fast Facts

√ Best in Class companies are more than two times as likely to have pursued Lean Product Development for more than 1 year.

√ Twenty-five percent (25%) of Best in Class have had a Lean Program in place for more than 5 years versus 5% of all others.

Wells Manufacturing L.P.

“We have established Lean practices as regular part of development process. Our design reviews include Kaizen study of assembly and test. We have a team development and review process incorporating all disciplines, and we are value stream mapping our processes.”

Glen Eichhorn,

Vice President Electronics



Table 3: Competitive Framework

Best in Class Average Laggards Product Development using “Design Sets":

50% 19% 18%

Value Stream Mapping:

67% 39% 52%

Standardized Work Methods:

88% 64% 54%

Concurrent Design (Integrated Product / Process Design):

Process

77% 54% 48%

Lean Change / Process Improvement Enabled at All Organization Levels: Organization 70% 35% 35%

Information Flow Aligned with Process Flow:

60% 29% 27%

Centralized / Documented Engineering Knowledge:

Knowledge

63% 55% 45% PLM related technology currently in use:

Technology • 53% Advanced Search Technologies

• 62% Knowledge Based Engineering

• 53% Digital Manufacturing

• 61% Specialty Tools for Lean

• 72% Product Portfolio Management

• 23% Advanced Search Technologies





• 18% Advanced Search Technologies





Product Development Results Measured with Timely Metrics:

Performance 73% 46%

41%


Exmark Manufacturing Co. Inc., a division of The Toro Company

“We have fostered a Lean culture through “top down” and “bottom up” corporate Lean objectives. We have robust new product development (NPD) processes that are documented and continuously evolve as we learn, enabling us to reduce non-value-added steps or processes.”

Dave Converse, Director of Engineering Raytheon Company

“One of the major wastes is waste of knowledge. If the value that isn’t stored and captured, or can’t be retrieved easily, the next person will have to waste time in finding or recreating it.”

Mark Edmondson

Director, Enterprise Lean Strategy



Organizational Capabilities and Technology Enablers The benchmark is not intended to be a comprehensive overview of Lean or even Lean Product Development. The items in the Competitive Framework above, and detailed below, are instead the components of Lean that have the largest impact on improving performance.

• Product Development Using Design Sets – Developing products from designs sets that are functionally interchangeable enables innovation with minimal risk. These individual designs are developed as functional “modules” with standardized interfaces that buffer the rest of the product from dramatic changes. As a result, engineers can explore a wide variety of new options in parallel without introducing risk to the schedule of the project at large.

• Value Stream Mapping – The process of analyzing the steps of a process in order to detect inefficiency, unnecessary actions, and wasted effort. It is central the concept of a Lean enterprise. The activities that do not contribute to achieving customer value are redefined or removed, shortening the overall product development process. As a result, the process is streamlined.

• Standardized Work Methods – Standardization of processes and deliverables. Primarily intended to increase efficiency, reduce variability, and allow for continuous improvement.

• Concurrent Design – Executing design activities for related components and manufacturing in parallel in order to shorten time to market. In addition, concurrent design helps to prevent rework because design decisions are not “locked in” before downstream processes and related components are designed.

• Lean Change / Process Improvement Enabled at All Organization Levels – An organizational philosophy that advocates that people responsible for executing a process have the greatest insight into how the process could be improved, and should be given the ability to experiment with new approaches to improve efficiency.

• Information Flow Aligned with Process Flow – Ensuring that alongside a Lean process, individuals at all steps of the process have the right information to do their jobs without the waiting, excessive searching, or rework of data. Aimed at reducing cycle time and improving efficiency.

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Industrial Manufacturing

“We model every part into the system in order to assure that the manufacturing of the product is fully accounted for, and we have developed concurrent product cost estimating tools and methods. We use cross-functional teams to perform DFMA (design for manufacture and assembly) activities at various phases of the design stage, from sub-assembly level all the way to complete machine.”

Dave Converse, Director of Engineering

Aerospace and Defense Manufacturer

“We use value stream mapping to look for lessons learned and find ways to make continuous improvements. Every time we do a job we try to find ways to make the procedures for our custom projects more scalable.”

Industrial Equipment Manufacturer

To validate designs earlier, we have made team design review, approval and review documentation part of standard work.



• Centralized / Documented Engineering Knowledge – A common repository, whether logical or physical, that provides ready access to accurate, current product data to promote efficiency and encourage design reuse.

• Advanced Search Technologies – Technology that allows components or designs to be accessed by different methods, including search by parameters, part characteristics, metadata, or 3D information. Reduces time wasted waiting for information from others or in inefficient searches.

• Knowledge Based Engineering – The capture of engineering knowledge and the use of design automation to standardize and automate routine or complex engineering tasks. Used to promote efficiency, reduce errors, and reduce variability.

• Digital Manufacturing – The use of simulation technologies and manufacturing process planning solutions to design, validate, reuse, and communicate manufacturing processes. To improve efficiency, enhance manufacturability, and reduce design rework by eliminating errors prior to releasing the design to manufacturing.

• Specialty Tools for Lean – Tools used to execute process improvement, communicate standardized work processes, or support Lean events. These tools are business approaches that have been automated by many companies to promote consistent execution of Lean activities.

• Product Portfolio Management – Solutions used to determine which product development initiatives should be funded. Helps to target product development on products and requirements aligned with customer value.

• Product Development Results Measured with Timely Metrics – The use of performance measurements to identify variability and opportunities for improvement during execution, in order to correct in-progress projects and continuously improve processes.



Aberdeen Insights – Capabilities

Lean Product Development is not a single thing, but a collection of approaches that can help companies significantly improve product development performance. Some of the approaches, such as product portfolio management, standardized work methods, and performance measurement, are not unique to a Lean approach. They are, in fact, established best practices for product development. The same can be true for proven engineering approaches such as digital manufacturing, concurrent design, and knowledge based engineering. Other techniques are tried and proven concepts of Lean initiatives, such as value stream mapping and enabling change at all levels of the organization. Finally some are new concepts that are being classified into a new definition of Lean, which include designing using design sets.

In combination, these techniques are becoming the new standard for product development. They encapsulate the current best practices in product development and engineering, integrate them, and then extend them with Lean techniques. Best in Class companies have embraced these processes, and are achieving significantly better performance in product development as a result.



Chapter Three: Required Actions

Whether a company is trying to move its performance in product development from “Laggard” to “Industry Average,” or “Industry Average” to “Best in Class,” the following actions will help spur the necessary performance improvements using Lean Product Development techniques:

Laggard Steps to Success 1. Streamline processes. Put in place cross-departmental product

development processes, and streamline them to reduce wait times and other waste.

2. Reduce wasted effort. Identify and reduce all effort that does not provide direct value to the customer (or is an unavoidable cost of doing business). Prevent time wasted in search by making information readily available in a central location and providing advanced search capabilities.

3. Reduce variability. Reduce waste in the form of variability which provides unpredictability and prevents continuous improvement by standardizing work processes and deliverables.

4. Validate designs early. Ensure the designs are correct early in the development process. Co-develop products to find problems earlier when they can still be corrected or avoided by utilizing concurrent design.

5. Develop a Lean culture. Teach employees the fundamentals of Lean and begin to adopt Lean thinking. Incorporate metrics to measure and improve product development processes.

Industry Average Steps to Success 1. Streamline processes. Improve the flow of cross-departmental

product development processes to reduce wait times and other waste, using tools such as value stream mapping. Align information flow with process flow to further streamline and enhance product development performance by ensuring that people have the right information, at the right time, to execute their steps in the process.

Fast Facts

Best in Class manufacturers are adopting Lean Product Development strategies faster than their peers. Leading companies have leveraged a combination of current best practices in new product development, Lean principals from manufacturing, and new Lean concepts specific to Lean Product Development



Reduce wasted effort. Identify and reduce all effort that does not provide direct value to the customer (or is an unavoidable cost of doing business). Automate redundant tasks using tools like workflow and Knowledge Based Engineering (KBE) or automated publishing solutions. Prevent time wasted in search by making information readily available in a central location and providing advanced search capabilities. Finally, focus development efforts on projects with high customer value and prevent expending resources on “dead” projects using product portfolio management (PPM).

2. Reduce variability. Reduce waste in the form of variability which provides unpredictability and prevents continuous improvement. Standardize work processes and deliverables across the enterprise. While variability is inherent to innovation, reduce the schedule risk associated with this variability by introducing the use of design sets.

3. Validate designs early. Ensure the designs are correct early in the development process. Co-develop products to find problems earlier when they can still be corrected or avoided by utilizing concurrent design and tools like digital manufacturing (DM) and manufacturing process planning. Validate cost and supply chain performance in advance to ensure profitability using product cost management (PCM).

4. Develop a Lean culture. Teach employees the fundamentals of Lean, and allow them to help identify and execute Lean improvements in the product development process. Incorporate metrics to measure and improve processes.

Best in Class Steps to Success 1. Streamline processes. Continue to improve the flow of cross-

departmental product development processes to reduce wait times and other waste, using tools such as value stream mapping. Align information flow with process flow to further streamline and enhance product development performance by ensuring that people have the right information, at the right time, to execute their steps in the process.

2. Reduce wasted effort. Continue to identify and reduce all effort that does not provide direct value to the customer (or is an unavoidable cost of doing business). Automate redundant tasks using tools like workflow and Knowledge Based Engineering (KBE) and automated publishing solutions. Prevent time wasted in search by making information readily available in a central location and providing advanced search capabilities. Finally, focus development efforts on projects with high customer value and prevent expending resources on “dead” projects using product portfolio management (PPM).

3. Reduce variability. Reduce waste in the form of variability which provides unpredictability and prevents continuous improvement. Standardize work processes and deliverables if you have not already done so. While variability is inherent to innovation, reduce the schedule



risk associated with this variability with the use of design sets, if you have not already adopted this strategy.

4. Validate designs early. Ensure the designs are correct early in the development process. Enhance co-development by utilizing concurrent design and tools like digital manufacturing (DM) and manufacturing process planning. Validate cost and supply chain performance in advance to ensure profitability using product cost management (PCM).

5. Develop a Lean culture. Continue to educate the company on Lean, and allow employees to become change agents to help identify and execute Lean improvements throughout the product development process. Ensure that metrics are being measured on a timely basis to measure and improve product development processes, and make mid-course corrections to projects.

Aberdeen Insights – Summary

Lean concepts are proving value in the form of Lean Product Development. Best in Class companies have been adopting these approaches for some time, and are reaping the benefits. The actions identified are intended to reduce waste of all kinds, allowing companies to spend more of their design time on innovating and adding value to their products for their customers, as opposed to waiting, searching, and performing redundant tasks. Best in Class companies know this, and are spending 53% more productive time on product development than Average companies, and 1.6 times more than Laggards. As a result, they get products to market an average of 25% faster than their competitors. With results like this, Lean Product Development is becoming the new standard for excellence in bringing profitable products to market.





Appendix A: Research Methodology

In April 2007, Aberdeen Group examined the use of Lean Product Development in over 400 manufacturing companies.

Responding executives completed an online survey that included questions designed to determine the following:

• The degree to which Lean concepts are deployed in their product development process

• Current and planned use of Lean to improve product development performance

• The benefits, if any, that have been derived from Lean Product Development initiatives

Aberdeen supplemented this online survey effort with telephone interviews with select survey respondents, gathering additional information on Lean Product Development strategies, experiences, and results.

The study aimed to identify emerging best practices in leveraging Lean in product development and provide a framework by which readers could assess and improve their own capabilities.

Responding enterprises included the following:

• Job title/function: The research sample included respondents with the following job titles: senior management (10%); vice president (5%); director (22%); manager (29%); staff at (24%); and others (15%).

• Industry: The research sample included respondents exclusively from manufacturing industries. Industrial Equipment was the largest segment comprising (26%) of the sample. Aerospace and Defense and Medical Devices each accounted for (19%) of respondents, followed by Automotive at (18%). Other sectors responding included Pharmaceutical Manufacturers and Consumer Electronics at (10%), Computer Equipment and Peripherals, Chemicals, and Consumer Durable Goods.

• Geography: The majority of respondents (85%) were from North America. Remaining respondents were from Europe (12%) and the Asia-Pacific region (2%).

• Company size: About 31% of respondents were from large enterprises (annual revenues above US$1 billion); 27% were from midsize enterprises (annual revenues between $50 million and $1 billion); and 41% of respondents were from small businesses (annual revenues of $50 million or less).

Solution providers recognized as sponsors of this report were solicited after the fact and had no substantive influence on the direction of the research. Their sponsorship has made it possible for Aberdeen Group to make these findings available to readers at no charge.



Table 4: PACE Framework

PACE Key

Aberdeen applies a methodology to benchmark research that evaluates the business pressures, actions, capabilities, and enablers (PACE) that indicate corporate behavior in specific business processes. These terms are defined as follows:

Pressures — external forces that impact an organization’s market position, competitiveness, or business operations (e.g., economic, political and regulatory, technology, changing customer preferences, competitive) Actions — the strategic approaches that an organization takes in response to industry pressures (e.g., align the corporate business model to leverage industry opportunities, such as product/service strategy, target markets, financial strategy, go-to-market, and sales strategy) Capabilities — the business process competencies required to execute corporate strategy (e.g., skilled people, brand, market positioning, viable products/services, ecosystem partners, financing) Enablers — the key functionality of technology solutions required to support the organization’s enabling business practices (e.g., development platform, applications, network connectivity, user interface, training and support, partner interfaces, data cleansing, and management)


Table 5: Competitive Framework

Competitive Framework Key

The Aberdeen Competitive Framework defines enterprises as falling into one of the following three levels of practices and performance:

Best in class (20%) — Product development practices that are the best currently being employed and significantly superior to the industry norm, and result in the top industry performance.

Industry norm (50%) — Product development practices that represent the average or norm, and result in average industry performance.

Laggards (30%) — Product development practices that are significantly behind the average of the industry, and result in below average performance In the following categories: Process — What is the scope of process standardization? What is the efficiency and effectiveness of this process? Organization — How is your company currently organized to manage and optimize this particular process? Knowledge — What visibility do you have into key data and intelligence required to manage this process? Technology — What level of automation have you used to support this process? How is this automation integrated and aligned? Performance — What do you measure? How frequently? What’s your actual performance?



Table 6: Relationship between PACE and Competitive Framework

PACE and Competitive Framework How They Interact Aberdeen research indicates that companies that identify the most impactful pressures and take the most transformational and effective actions are most likely to achieve superior performance. The level of competitive performance that a company achieves is strongly determined by the PACE choices that they make and how well they execute.




Appendix B: Related Aberdeen Research

Related Aberdeen research that forms a companion or reference to this report includes:

• The Product Innovation Agenda Benchmark (September 2005)

• New Product Development: Profiting from Innovation (January 2006)

• Profitable Product Development for SME (March 2007)

• Digital Product Development (March 2007)

Information on these and any other Aberdeen publications can be found at www.Aberdeen.com.

Author: Jim Brown, Vice President, Product Innovation & Engineering Research [email protected]

Founded in 1988, Aberdeen Group is the technology- driven research destination of choice for the global business executive. Aberdeen Group has over 100,000 research members in over 36 countries around the world that both participate in and direct the most comprehensive technology-driven value chain research in the market. Through its continued fact-based research, benchmarking, and actionable analysis, Aberdeen Group offers global business and technology executives a unique mix of actionable research, KPIs, tools, and services. This document is the result of research performed by Aberdeen Group. Aberdeen Group believes its findings are objective and represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be reproduced, stored in a retrieval system, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.

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