Because it involves all levels of the organization and crosses all functional boundaries, product development is very difficult to control. Unbalanced control is at the root of many of the symptoms of troubled product-development performance. The authors investigate the four primary unbalanced product-development behaviours exhibited by organizations and present four balancing mechanisms to correct these flaws. In their view, balancing product development contains a structured development methodology and project assessments at specific, high-impact decision points that involve top management appropriately while still allowing empowerment and ownership by the project teams. [References: 3]
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