In their groundbreaking book Revolutionizing Product Development, Steven C. Wheelwright and Kim B. Clark demonstrated how project leaders for product development could apply new innovations to bring products to market at breakneck speed. Now, in their new work, they address the general manager's role in leading product development efforts -- at the functional, unit, group, and corporate levels. Up to now, senior managers have merely approved or rejected proposals at the beginning of a project and rushed in at the end to resolve problems. This traditional approach to product development no longer works, the authors contend. A fundamental shift in the role of senior management is taking place: the entire spectrum of new product development is now the responsibility of the general manager -- from pre-project planning to completion. Wheelwright and Clark draw on their combined consulting experience and numerous examples -- such as Kodak, Honda, Hewlett-Packard, and Gillette -- to explain how this new role can be successfully executed in today's competitive arena. The authors show how the margin for error in new product development has become razor thin. Pre-project planning, they show, takes the guesswork out of development so that projects run smoothly from start to finish. Second, they describe how to choose a set of projects that match a company's specific strategic objectives, resources, and "organizational horsepower" -- enabling the development of consistently successful products and capabilities over time. Finally, they reveal how to create a plan for action: how to determine project sequence, what measurements and incentives are crucial, and, most important, how to capture project learning and integrate it back into the ongoing stream of product development. Wheelwright and Clark conclude that the opportunity for rapid, significant development lies in managerial leadership of pre-project planning and commitment to improvement at every step of the product's life cycle. They provide managers with the tools needed to master these processes, making this book necessary reading for every manager who wants the upper hand in bringing timely, efficient, high-quality new products to market. George M.C. Fisher Chairman, President, and CEO, Eastman Kodak Company Very well done. Wheelwright and Clark have done their typical insightful job. Jerre Stead Chairman and CEO, AT&T Global Information Solutions Wheelwright and Clark challenge business leaders to create environments where people continually focus on setting new standards, not following what others have done. Ronald W. Dollens President and CEO, Guidant Corporation Provides a workable model for leadership and change throughout the organization. Walter C. Minnick President and CEO, TJ International In readable, compelling style Wheelwright and Clark demonstrate how to make your business world-class in new product development. Read it and change. You can bet your competitor will! Warren Batts Chairman and CEO, Premark International Crisp, concise, fast-paced reading....Clearly defines the role of senior management. William J. Miller Chairman & CEO, Quantum Corporation Should be part of the reading for any manager whose business depends on competitive product development. William J. White Chairman, President, and CEO, Bell & Howell Company Succinctly and effectively describes the critical role and behavior of top management. George M.C. Fisher Chairman, President, and CEO, Eastman Kodak Company Very well done. Wheelwright and Clark have done their typical insightful job. Jerre Stead Chairman and CEO, AT&T Global Information Solutions Wheelwright and Clark challenge business leaders to create environments where people continually focus on setting new standards, not following what others have done. Walter C. Minnick President and CEO, TJ International In readable, compelling style Wheelwright and Clark demonstrate how to make your business world-class in new product development. Read it and change. You can bet your competitor will! Warren Batts Chairman and CEO, Premark International Crisp, concise, fast-paced reading....Clearly defines the role of senior management. William J. White Chairman, President, and CEO, Bell & Howell Company Succinctly and effectively describes the critical role and behavior of top management. Steven C. Wheelwright is the Class of 1949 Professor of Business Administration at the Harvard Business School. He is coauthor of Revolutionizing Product Development (Free Press, 1992) and Dynamic Manufacturing with Robert H. Hayes (Free Press, 1988). Chapter 1 The Leadership Challenge Whether it is a Pentium chip from Intel or a birdhouse with a "Spanish tile roof" from Rubbermaid, the successful new product both satisfies and delights customers. It conforms to an increasingly broad range of customer expectations about quality and design as well as delivery and service performance; at the same time, it introduces