Do Business Customers Perceive What Salespeople Believe? Perceptions of Salesperson Adoption of Innovations Herbert Endres, Roland Helm, Christian Schmitz, & Christine Hofstetter kHUB post date: June 1, 2023 Originally published: September 13, 2022 (PDMA JPIM • Vol. 40, Issue 1 • January 2023) Read time: 40 minutes Access the Full Article A salesperson's commitment and effort toward an innovation can determine whether the customer agrees to buy it, such that customers' perceptions of such commitment and effort are critical. But these perceptions also might differ fundamentally from the salesperson's self-perceptions of commitment and effort
The Role of Departmental Thought Worlds in Shaping Escalation of Commitment in New Product Development Projects Alexander Weeth, Jana‐Kristin Prigge and Christian Homburg Originally published: September 8, 2019 (PDMA JPIM • Vol 37, Issue 1 • January 2020) Read time: 50 minutes Access the Full Article The debate over whether and how thought worlds of different departments (especially marketing and research and development [R&D]) affect managers' decision‐making behavior in new product development (NPD) is ongoing. A key challenge of these decisions is to deal with deteriorating NPD projects, which are often subject to escalation of commitment (EoC), with many firms wasting billions of dollars by throwing good money after bad NPD projects
To investigate this process, the research adopts a longitudinal case study of a network of five market‐leading organizations in the home care sector. A process‐based analysis of evidence from 33 meeting observations, 45 in‐depth interviews, and 249 documents reveals three novel findings. (1) The attainment of overall legitimacy depends on the establishment, over time, of three types of legitimacy targeted at different audiences. These are framed as building blocks oriented toward achieving interorganizational, multilevel, and external legitimacy. (2) The process of establishing legitimacy, across the building blocks, is underpinned by two dominant combinations of patterns—denoted as courting and demonstrating commitment. (3) Variation in two underlying mechanisms—conflicting tensions and role promotion—drives the enactment of these patterns across the different building blocks. The study's novelty lies in the extrication of critical types of legitimacy and dominant patterns and mechanisms which underpin the process of establishing legitimacy
Description Many struggle with the mystery of how to confidently set a feature, epic, MVP, or other target date with the many known unknowns of agile software development. Sometimes, any sort of estimation or date “commitment” feels like a gamble, and failure undermines trust and confidence in your product delivery. Yet, working with your team and others to scope, estimate, and forecast with varying degrees of fidelity doesn’t have to be an impossible task accessible only to Product Wizards of the Dark Arts
07-18-2024 | 18:30 - 19:30 CT
In the 2003 retrospective look at the winners from 1988-2002, winners demon-strated similarities in the following notable best practices: A well-defined product development pro-cess unique to the market and technology environment; A strong commitment to cross-functional teams as the fundamental organizational construct for executing new product de-velopment; A strong presence of voice of the cus-tomer input; A robust process at the front end to drive innovation in the product portfolio; and A strong linkage of new product de-velopment to the company’s corporate strategy, which ensures top management commitment
The Role of Departmental Thought Worlds in Shaping Escalation of Commitment in New Product Development Projects Alexander Weeth, Jana‐Kristin Prigge and Christian Homburg Originally published: September 8, 2019 (PDMA JPIM • Vol 37 • Issue 1 • January 2020) Read time: 1 hour, 10 minutes Access the Full Article The debate over whether and how thought worlds of different departments (especially marketing and research and development [R&D]) affect managers' decision‐making behavior in new product development (NPD) is ongoing. A key challenge of these decisions is to deal with deteriorating NPD projects, which are often subject to escalation of commitment (EoC), with many firms wasting billions of dollars by throwing good money after bad NPD projects
In a feedback loop, the feedback rate must be a fraction of the rate at which conditions change
Attendees will also gain insights on how many of the OCI Winners are ahead of others in adopting next practices
Here’s the promised secret of Agile motivation in four words: LET THEM DO AGILE!...The middle of the curve is what I call “being nice.”
Even without direction, change occurs so management is critical to achieve the types of changes that are desirable...He has more than 30 years of combined multidisciplinary laboratory and manufacturing experience in academic and industrial settings