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1、FIRSTPERSONPreparingforthePerfectProductLaunchAfailureofexecutionforcedSteelcasetorampupthecriticalthinkingthatgoesintoproductdevelopment.byJamesP.HackettCARRYAROUNDTWOLISTSinmyhead.OnoneareprojectsIthinkaregoingprettywell.OntheotherareprojectsIwishIweregoingbetterorcouldhavegonebetter.Th
2、elatterlistisBLACKdistressingfor,likemostCEOs,Ihavealwaysbelievedthatperformanceiseverything.Wemaynotalwaysexecuteperfectly,butsincethemarketissocompetitiveandthecostoffailuresohigh,bothmytrainingandmyexperiencetellme,wemustgetCYANascloseaspossibleeverytimeout.ShortlyafterIbecameCEOofStee
3、lcasein1994,welaunchedtwoproducts.Theseexperiencesledmetodeeplycontemplatethedifferencebetweengoodandpoorexecution.Inbothcases,thetechnologywasrevolutionary,thevisionwasinnovative,theMAGmarketwasready.Wehadinplacesoliddesigns,goals,budgets,timelines,andwhatwethoughtwerealltheothernecessit
4、iesChrisHowellforproperexecution.Oneproduct,theLeapofficechair,wasanYELhbr.org
5、April2007
6、HarvardBusinessReview45FIRSTPERSON
7、PreparingforthePerfectProductLaunchimmediatehomerun.Launchedafterure.Oneareaofresearchthatcaughtforoneoftheclassiccognitivetraps–alengthyR&Dprocess,thechairhadamyfanc
8、ywascomplexitytheory.AtthewhatHarvardBusinessSchoolprofessorpatentedtechnologythatcouldbeex-riskofoversimplifyingtheinfluenceMaxBazermancalls“boundedaware-tendedtofutureapplicationsintheau-thisveryabstractstreamofresearchness.”IntheJanuary2006HBRarticletomotiveandairlineindustries.hadforme
9、,complexitytheoryinter-“DecisionsWithoutBlinders,”heex-Momwouldhavebeenproud.estedmebecauseittaughtmehowtoplainsthatcognitiveblinders“preventTheotherproduct,calledPathways,lookforpatternsinsystemsorgroupsapersonfromseeing,seeking,using,wasanofficecubiclesystemthatranthatmightnotseemimmedia
10、telyevi-orsharinghighlyrelevant,easilyacces-intotroublefromtheoutset.Twodiffer-dent.Thetheoryalsoexposedanin-sible,andreadilyperceivableinfor-entR&Dgroupsfeudedoverfunda-triguingparadox:Thevariablesthatmationduringthedecision-makingmentalideas.Misunderstandingsarose
