发帖
雷达卡
数字产品管理
A structured approach to product innovation and governance
产品创新和治理的结构化方法
In an Industry 4.0 environment, many companies struggle with new product development. This article, seventh in a series, discusses how leaders can link innovation processes to strategy and business model transformation.
在工业4.0环境中，许多公司都在努力开发新产品。本文是系列文章的第七篇，讨论了领导者如何将创新过程与战略和商业模式转变联系起来。
Introduction
介绍
COMPANIES preparing for Industry 4.0 operate in an environment that is evolving more rapidly than ever.1 As new entrants and technologies disrupt once-steady growth, the average tenure of a company on the S&P 500 has dropped 80 percent, from 67 years to 15 years.2 “In a rapidly changing world,” says Deloitte’s Center for the Edge cochairman John Seely Brown, “innovation and agility must reign supreme,”3 and launching new products is where companies’ innovation and agility meet the marketplace.
为工业4.0做准备的公司所处的环境比以往任何时候都发展得更快。1随着新的进入者和技术破坏了曾经的稳定增长，标准普尔500指数成分股公司的平均任期从67年下降到15年，下降了80%。2“在一个瞬息万变的世界里”，德勤的Edge cochairman中心说约翰·西利·布朗（John Seely Brown），“创新和敏捷必须是至高无上的”，3.推出新产品是公司创新和敏捷迎接市场的地方。
Though product innovation is an Industry 4.0 hallmark, many companies struggle to execute.4 According to a Deloitte Global survey measuring business and government readiness for Industry 4.0, when asked what topics C-suite level executives discuss most frequently as an organization, 57 percent of survey respondents put developing and creating new products at the top.5 And many blame failure to innovate effectively on organizational inertia—focusing on protecting the current state while avoiding or delaying responses to marketplace disruptions.6 Considering the often-troubled innovation process, it should be no surprise that 43 percent of new product launches fail to meet one or more of their targeted business goals.7
尽管产品创新是工业4.0的一个标志，但许多公司都难以执行。4根据德勤全球调查公司（Deloitte Global survey）对工业4.0的商业和政府准备情况的调查，当被问及作为一个组织，高管们最常讨论的话题是什么时，57%的调查对象认为开发和创造新的排名前5位的产品和许多人将未能有效创新归咎于组织惯性，组织惯性侧重于保护当前状态，同时避免或延迟对市场干扰的反应。6考虑到创新过程经常出现问题，毫不奇怪，43%的新产品发布未能实现其一个或多个目标业务目标
When asked what topics C-suite level executives discuss most frequently as an organization, 57 percent of survey respondents put developing and creating new products at the top.
当被问及作为一个组织，高管们最常讨论的话题是什么时，57%的受访者将开发和创造新产品放在首位。
These forces are putting greater pressure on companies to innovate both faster and more effectively, a particular challenge for organizations going through digital transformations. And though a growing number of companies are investing in various external means of product innovation—corporate venture capital, incubators, accelerators, capability-driven M&A, partnerships8—the ability to internally develop and launch successful products and services remains paramount.
这些力量给企业带来了更大的压力，要求它们更快、更有效地进行创新，这对正在经历数字化转型的企业来说是一个特殊的挑战。尽管越来越多的公司投资于产品创新的各种外部手段企业风险投资、孵化器、加速器、能力驱动型并购、合作伙伴8，但内部开发和推出成功产品和服务的能力仍然至关重要。
Earlier in this series, we introduced the digital industrial transformation framework (figure 1).9 Among the most critical capabilities companies need are product innovation, management, and development—the ability to rapidly churn out products, solutions, and services that meet the needs of both existing and new customers, and to do it in a way that won’t blow the budget given the other challenges to which executives must dedicate talent and capital. As such, we must discuss the advantages of digital industrial transformation at the product level. This article directly addresses the fifth box of this series’ framework: people, process, and technology. Specifically, we discuss how companies can become more effective at managing innovation within their proverbial four walls by linking their innovation processes and governance to strategy and business model choices—and leveraging existing capabilities and operating model.
在本系列的早期，我们介绍了数字产业转型框架（图1）。其中9个公司最需要的能力是产品创新、管理和发展，能够快速地满足现有和新客户的需求，并以某种方式进行产品、解决方案和服务。考虑到高管们必须将人才和资本投入的其他挑战，这不会影响预算。因此，我们必须在产品层面讨论数字产业转型的优势。本文直接讨论本系列框架的第五个框：人员、流程和技术。具体来说，我们讨论公司如何能够更有效地管理创新在其众所周知的四墙通过链接他们的创新过程和治理战略和商业模式的选择，并利用现有的能力和运营模式。
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