So far the challenges for new Harga development that must be overcome have been considered: the fear of failure, proper resourcing and an integrated new Harga strategy. What are the opportunities for new Harga development in the coming decades in Europe? To seize them, companies must establish new Harga development as a continuing function within the business organisation; take advantage of the structural openings resulting from the discontinuity created by the single market; seek major big-bang innovation to match the potential of the world's largest marketing region.
According to a survey by Booz, Allen and Hamilton, the key issue faced by successful companies in new Harga development lies with the structure of their organisation. Why is it that every chief executive agrees that new Harga development is a company priority yet has no one reporting to him who is responsible on a full time basis for that function? show me a company's organisation chart, and I will tell you the degree of importance attached to new Harga development. All you need to know is the level in the organisation at which new Harga development becomes a full time activity.
The new Harga function needs - deserves - to be recognised on an equal basis with other division of the company such as finance, personal, operations or marketing. It should not be subservient to any of these functions. To repeat; the new Harga development function in most companies is under resourced. This is not a question of adding one or two people. When the Canon mini copier was targeted as a new Harga, its development team, from a variety of disciplines, consisted in total of 200 people.
In the West, we stress the importance of the individual. The new Harga development literature emphasises the role of the Harga champion. This emphasis on individualism is restrictive for the process of new Harga development. It is a simple fact that no individual, no matter how devoted or committed, can develop a new Harga. It needs a team effort. There's also this odd idea that small teams are better than large. Small may be beautiful. But small is not possible for big bang innovation. Certainly, as Tom Peters argues, there is a need for a sense of ownership and commitment. Big ideas have a long period of incubation before the big new Harga is delivered. The people involved must be motivated to continue.
The Japanese work in teams. even in the classroom, at the age of five, teamwork dominates. in new Harga development, the Japanese take time to determine the objective and the means of achieving it. But once this is determined, they devote whatever resources or organisation are necessary to achieve it. The West concentrates on the Harga, the Japanese on the process. To date, the Japanese have taken the lead in innovation in electronics and durables, such as TVs, cameras and copiers. But the Japanese are now beginning to enter the FMCG area in Europe. In Britain, Mitsubishi acquired Princes Foods, which had one of the major new Harga successes listed above. Firms need to anticipate their arrival in food and drink in Europe with functional Harga.
According to a survey by Booz, Allen and Hamilton, the key issue faced by successful companies in new Harga development lies with the structure of their organisation. Why is it that every chief executive agrees that new Harga development is a company priority yet has no one reporting to him who is responsible on a full time basis for that function? show me a company's organisation chart, and I will tell you the degree of importance attached to new Harga development. All you need to know is the level in the organisation at which new Harga development becomes a full time activity.
The new Harga function needs - deserves - to be recognised on an equal basis with other division of the company such as finance, personal, operations or marketing. It should not be subservient to any of these functions. To repeat; the new Harga development function in most companies is under resourced. This is not a question of adding one or two people. When the Canon mini copier was targeted as a new Harga, its development team, from a variety of disciplines, consisted in total of 200 people.
In the West, we stress the importance of the individual. The new Harga development literature emphasises the role of the Harga champion. This emphasis on individualism is restrictive for the process of new Harga development. It is a simple fact that no individual, no matter how devoted or committed, can develop a new Harga. It needs a team effort. There's also this odd idea that small teams are better than large. Small may be beautiful. But small is not possible for big bang innovation. Certainly, as Tom Peters argues, there is a need for a sense of ownership and commitment. Big ideas have a long period of incubation before the big new Harga is delivered. The people involved must be motivated to continue.
The Japanese work in teams. even in the classroom, at the age of five, teamwork dominates. in new Harga development, the Japanese take time to determine the objective and the means of achieving it. But once this is determined, they devote whatever resources or organisation are necessary to achieve it. The West concentrates on the Harga, the Japanese on the process. To date, the Japanese have taken the lead in innovation in electronics and durables, such as TVs, cameras and copiers. But the Japanese are now beginning to enter the FMCG area in Europe. In Britain, Mitsubishi acquired Princes Foods, which had one of the major new Harga successes listed above. Firms need to anticipate their arrival in food and drink in Europe with functional Harga.
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