The ultimate in new product design: molding the product concept to user learning needs

Purpose – The purpose of this paper is to describe the development of a tool to aid new product development. Design/methodology/approach – The case describes how an organization solved the problem of managing the new product development process in a way that integrates the perceptions and values of the variety of professionals on the typical cross‐functional team. Findings – Cross‐functional product teams are designed to include the input of different team members with different areas of expertise and thinking styles. Some work effectively, using lists to organize their thinking. Others are more effective using graphic tools that present a picture that allows them to make connections among a group of concepts and tasks. The company featured in the case, developed a tool that maximizes the effectiveness of both styles. Research limitations/implications – As in all case studies, the specific conditions found in one organization may not be found more generally in others. However, the solution portrayed in the case has widespread application. Practical implications – The case depicts the processes that underlie new product development and a tool that can be used to manage the process. Other companies may find that attending to each type of user learning style can improve the effectiveness of their development efforts. Originality/value – The case describes how a software product that collects and integrates the insights of decision makers and experts who possess different perceptual styles can enhance the productivity and effectiveness of a product team.