Presents a revolutionary view of product development: more R&D and faster product cycles are not necessarily better. KEY TOPICS: Makes the case that business R&D has come to resemble a military arms race where all other values, including the long-term health of the enterprise itself, are sacrificed. Shows that rapid development cycles often drive products away from customer needs, and even risk the long-term survival of the business. Presents cases where customers cannot accept innovation at the rate it is being delivered. Describes how to escape the "acceleration trap" and evaluate R&D more critically. MARKET: Strategic planners, R&D managers, senior corporate executives, consultants, business school faculty and students.
1. The Foundations of Industrial Research and Development.
Edison, The Founding Father. Do-it-yourselfers, Inventors and Scientists. A Few Definitions.
Prior to World War I. Between the Wars. After World War II.
Electronics and Competition. Thirty Industrial Giants.
Technology and the Product Life Cycle. Shorter Product Life Cycles. On the Emergence of Shorter Product Life Cycles. Strategies of Technology Leaders and Followers. On the Significance of Shorter Product Life Cycles. The Acceleration Trap. Concluding Remarks.
The Acceleration Trap and Business Risk. The Acceleration Trap and Value Added. The Acceleration Trap and Market Dynamics. The Acceleration Trap and Manufacturer Responsibility. Closing Comments.
Securing the Future. Driven by Competitors. R&D and Arms Escalation — A Parallel.
Hypotheses. Ending the R&D Escalation. Recommendations.