Creation of new products is a procedure that requires combined efforts and various skills from different departments in an organization. The team members create interdependent components that structure and coordinate the skills to allow enough flexibility to creative evolution of the new product (Urban & Hauser, 1993).
In development of new software, for example, Microsoft Corporation incorporates numerous skills on engineering and research in the development process so as to create a keen mechanism that allows the developers to test the product with customers and refine their designs during the. The process majorly uses prototyping and numerous cycles of synchronized designs, develop, and examine procedures to monitor iterations and make gradual progressive alterations in product development (Wheelwright & Clark, 1992).
In development of new software, the team begins by formulating vision statements that define the goals for the new product as well as ordering the end user activities that would need to be supported by the new software. This process entails, product designing, coding and prototyping (Urban & Hauser, 1993).
Program managers and software engineers write a functional specification outline of the product indicating its features in adequate depth to organize schedules and staff allocations. These specifications are placed as guidelines in the development process but given allowances for adjustments along the process; usually 30% allowance or more, in order to allow the teams to incrementally add or combine features in a straightforward predictable manner in the modular architectures. The project managers then split the product into features and small teams and into three or four sequential subprojects containing priority-ordered features (Wheelwright & Clark, 1992).
These entire subproject units proceed through a complete development cycle comprising feature consolidation, private usability testing and encountered errors fixation. Throughout the process, however, the subproject teams synchronize their work by fixing the errors from every sector on a continuous basis until the product displays compatibility at every level. This is followed by collective stabilization of the product through identification and correction of collective errors in the joined end product and a buffer time for each subproject to give room for response to changes and/or unexpected difficulties and/or delays (Wheelwright & Clark, 1992).
Considering the risk of overlooking errors in the product development, compatibility issues especially for application software might arise resulting in failure of the new product in the market. For instance, the launch of Microsoft’s Ms Vista in the year 2007 aroused high expectations among the mass media as well as the general public. In spite of Microsoft investing $500 Million on marketing, the software exhibited compatibility and performance issues that were revolted by even Microsoft’s most esteemed customers. This was aggravated by Microsoft’s competitor Apple campaigning against the product hence causing the flop. In this essence, intrinsic developmental errors and stiff competition in the market contribute the highest causes of the new software failure (Urban & Hauser, 1993).
To curb the failures, companies should conduct intensive market research and develop extraordinary understanding of the customers’ needs and how these new products would help solve consumer problems. They should also strive to know the data points, which will clearly show their existing product performance; allowing them to pivot quickly as per the market response. This would enhance development of products that only fit within the consumer expectations and allow ample room for advancement. Also competitive introduction prices would attract end users and provide competitive advantage against other providers within the market.
Urban, G. L., & Hauser, J., R. (1993). Design and Marketing of New Products. New Jersey: Prentice-Hall, Englewood Cliffs.
Wheelwright, S.C., & Clark, K., B. (1992). Revolutionizing Product Development. New York: Free Press.