An engineering firm that specializes in LED-based products was having problems developing new products.  Projects were typically completed late, and new products frequently did not fully meet Marketing's requirements.  Engineering blamed the problems on Marketing's tendency to change and add requirements, while Marketing claimed the problems were cause by faulty schedule estimates and project management problems. 

ESTM performed a detailed assessment of the company’s capabilities and existing processes in this area, and developed a new approach based on empowered multi-functional product teams and a phased development model with well defined checkpoints and management reviews.  The new approach preserved the company's strengths, and provided a framework for resolving the root causes of the company's problems, and enhancing the company's ability to manage new product development.  We worked with management and staff across the company to build support for the new approach and to effect the training, organizational changes and incentives required to implement it. 

The new process has improved innovation, shortened development cycles, smoothed the transition between Engineering and Manufacturing, strengthened the company’s ability to track and react to changing requirements, and enabled the company to effectively manage its new product portfolio and focus on projects with a high return on investment.