A Larger Design Group
The increasing variety of technologies in a given product requires a broader range of participants in the development process—especially when the product incorporates state-of-the-art technology or combines technologies that have not been used together in the past. Under these conditions, a company’s engineering capability is unlikely to span the full breadth of the scientific and technical fields involved.
Medical Technologies, for instance, had some of the most competent personnel in the medical equipment field. Its marketing department did an excellent job of determining market needs. Its research and technical staffs were among the best in their own areas. They were familiar with basic electronics, of course, but they were not acquainted with the most recent developments in microprocessor design, expanded memory circuits, or high-speed, nonimpact printing devices. Thus neither the marketing nor the R&D function, on which the company’s top management relied for information, could provide the full range of intelligence needed. As a result, Medical Technologies could neither take advantage of the best design concepts available nor anticipate or correct problems rooted in technologies that lay outside the company’s in-house competence.
A Larger Design GroupThe increasing variety of technologies in a given product requires a broader range of participants in the development process—especially when the product incorporates state-of-the-art technology or combines technologies that have not been used together in the past. Under these conditions, a company’s engineering capability is unlikely to span the full breadth of the scientific and technical fields involved.Medical Technologies, for instance, had some of the most competent personnel in the medical equipment field. Its marketing department did an excellent job of determining market needs. Its research and technical staffs were among the best in their own areas. They were familiar with basic electronics, of course, but they were not acquainted with the most recent developments in microprocessor design, expanded memory circuits, or high-speed, nonimpact printing devices. Thus neither the marketing nor the R&D function, on which the company’s top management relied for information, could provide the full range of intelligence needed. As a result, Medical Technologies could neither take advantage of the best design concepts available nor anticipate or correct problems rooted in technologies that lay outside the company’s in-house competence.
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