Want to Increase Your Next Hardware Program's Chance for Success?

There are no guarantees of success when developing a new product. In fact, there are no guarantees for success in anything we undertake in life. As product developers, though, there is something in us, some internal optimism that pushes us to create new products and experiences. This optimism drives us to embark on the long journey of developing a new product.  We believe we will succeed, no matter the odds.

Optimism aside, there are some cold hard facts about new product success that are important to keep in mind. Not knowing them doesn’t make them go away. It only makes your competitor that does, more likely than you to be the one to succeed. I don’t believe that there is one magic bullet for success in developing a new product. Just as in life, it comes down to a combination of many things in just the right order and amount. Like the ingredients in the perfect meal.

”There is no magic bullet for success in developing a new product. Just as in life, it comes down to a combination of many things in just the right order and amount.”

The odds of creating a successful new product are one in ten to one in twenty depending on whom you ask. Optimism in the product development process is absolutely critical for success, but it is not enough to believe in the success. We need to stack the odds in our favor. Here are just five things; ones that may not be so obvious, that I have learned make a noticeable difference in increasing the odds for success in new product development.

Lose the ego. We all know when we are really good at something. To be a legitimate expert in anything requires a lot of time, effort and critical self evaluation. The problem happens when we get over confident and start to believe that we are experts in other areas outside our core competency. It is actually really easy to do.

You read a bit about a particular product development area, maybe saw someone else do it and boom, you now know what it takes and your off advising and telling others what they need to do and how to do it. Unfortunately we cannot be experts at all aspects of the product development process. We need to have team members that truly understand the areas where we are not experts.


The reason for this is that we don’t know what we don’t know. What seems easy is easy until you overlook that critical area and find yourself in a situation that is difficult to rectify. I get it, we all think that we are smart and can do many other people’s jobs, and we know better than the experts we consult. Sometimes we do; more often though we don’t.

My rule for myself is that if it is not in my core area of expertise I need to defer to someone I trust for what to do and what not to do. Especially when my ego is telling me that it is easy, I can do it, what could possibly go wrong? Having the courage to admit what we don’t know is probably one of the biggest advantages in creating a successful product. You most likely won’t know what you did wrong until it is too late. Hire the experts and listen to them.

“Having the courage to admit what we don’t know is probably one of the biggest advantages in creating a successful product.”

Know yourself, and know people. Learning all there is to know about ourselves and the motivations behind why we do what we do is a lifetime job. Learning all about others and why they do what they do might require another whole life. We can greatly improve our understanding though. Those that become aware of their motivations and what motivates others are at a real advantage in product developemnt, and in life.


They are the ones that have productive teams that are creative, communicate well and stay focused. They handle problems and deal with changes as part of the process, not as major meltdowns. Lean about how you communicate best, and learn how your team members give and receive information. Wasted time and effort happens when team members do not understand their role and how it fits in with the main program goals. Keeping team members isolated or out of the loop in order to save time usually ends up adding time as their solutions will miss critical areas to which they are not privy.

"Continually invest in your own personal development, through reading, courses, coaches and seminars and watch how much more effective your product development programs become."

Don’t work in a vacuum. Developing a product is hard, really hard. It can require massive amounts of effort just to get the product concept to work, let alone focus on all the other very different tasks that must come together perfectly in order for your product to be a success. As hard as it may seem to do during the day to day development, keep your eye on the end goal and make sure to continually consult with the experts you have assembled to keep the product on track for success.

Taking your eye off the end goal, even for a short while, can result in the product moving in a direction that may solve one issue at the detriment of an even more important one down the road. For example, you may want to add a feature that seems easy to implement but in reality it becomes much more difficult to execute and you miss critical marketing milestones.

“Taking your eye off the end goal, even for a short while, can result in the product moving in a direction that may solve one issue at the detriment of an even more important one down the road.”

Or, you may decide not to have certain features because the time to implement them will cause you to miss a milestone, but those features are absolutely crucial for your target market. Making critical decisions without the proper expertise is straight up gambling. Developing a product is difficult enough; you want to increase the odds of success, not add more risk.

"The only way to make the correct decisions is to consult the experts in each area of your team every time new information is learned and evaluate the pros and cons of each possible direction."

Don’t waste your time on the things that won’t pay you back. In hindsight it can be very easy to see where effort was wasted. That knowledge after the fact is also not very valuable to your development program. How can you know what effort is valuable and necessary and what effort isn’t? The key to avoiding wasted effort is to continually evaluate new information as it is learned and asses if that information requires a course correction. Not evaluating new information as it is learned because it’s not convenient or would require changes you don’t want to make is shortsighted. Making more, smaller course corrections is much better for the health of your development program than fewer, more drastic changes. Unfortunately, you will most likely find that out once most of your resources are used up or you are out of time.

"Evaluate new information as it is learned, consult your team of experts and decide if the new information requires a course direction adjustment. Dismissing new information as irrelevant or not important often leads to building the wrong product or a product that doesn’t function as required." 

The ultimate manufactured cost of your product is determined early in the design process. All the early design decisions you make and all the features you decide to include in your product will cost you in the end. Early on in the design process there are no manufacturing ramifications to adding features to your product, picking certain materials, or even the way you design and assemble your product. The true ramifications of those early decisions will become known only once you hit the manufacturing phase. How much they will cost you really depends on a lot of factors. If you are not paying attention to the ultimate cost of the design features you implement at the beginning of the program, you may be very surprised by the cost estimates you receive once you get to the manufacturing phase.


Know that the overwhelming majority, as much as eighty percent of the ultimate cost of your product will be determined in the very first weeks and months as you design the user interface, chose the product features and pick the design direction. That means that by the time you move to manufacturing your costs will be all but fixed. There will be very little room to reduce the manufactured price of your product. Should it be more costly than is acceptable, you might find that your only option is gut your product features, drastically reduce the product quality or perform a major redesign.

"Hire manufacturing experts for each manufacturing process required to build your product and pay very close attention to the ramifications of the design decisions on your manufacturing costs by consulting your manufacturing experts early and often."

If you are in the process of developing a hardware product and you need input, please contact us at Driven Innovation. We are here to help! 

Don't Start a Product Innovation Program Without Knowing These Points!

Don't get caught making product development errors. Save time, save money and avoid making critical mistakes! Checkout the next 3 Value Bombs! from our ongoing posts in this series on "15 Things You Should Know Before You Begin Your Next Product Development Program!"


Contact us at www.driveninnovation.com for assistance with your next design engineering and innovation program.

Don't Start a Product Innovation Program Without Knowing These Points!

Don't get caught making product development errors. Save time, save money and avoid making critical mistakes! Checkout the first 2 Value Bombs! from our ongoing posts in this series on "15 Things You Should Know Before You Begin Your Next Product Development Program!"

Contact us at www.driveninnovation.com for assistance with your next design engineering and innovation program.

3 "Must Know" Steps For a Successful Innovation Program

As designers and product development consultants we are constantly solving problems for our clients. These problems that need solving can be big or small or somewhere in between. There is a common theme in regard to problem solving of a creative nature; during the process of solving a problem, decisions must be made, and every decision leads the process in a direction, ruling out other directions. In a sense, every one of those decisions is a compromise. You get one thing at the cost of another. It is not a bad thing, it is just a thing.

The question I have found that is most important is how do you make many sequential decisions, one building on the next and wind up at the desired goal, when you have no idea what the journey looks like from where you are to where you need to be?


In the very beginning of the creative process there are two statements that I have found are true. The first is that there will be unknowns that only the innovation process can unearth. After all, at this point you haven’t solved the problem or made the product. The second is that critical decisions or program criteria (that rely on this unknown information) will need to be made in order to begin the process. This conundrum can cause a problem.

Attempting to outline the program criteria for a new innovation program, lacking the knowledge that only the innovation process itself can provide, can lead to incorrect assumption. And those assumptions, if not corrected can lead the program to a dead end. Sometimes teams just avoid making certain decisions, putting them off for later, which can be disastrous. Sometimes teams guess and hope the decisions will turn out right, even as they doubt those very decisions. Sometimes conflicting information is just disregarded until it is too late and can no longer be ignored.  There is a way to use this situation to your advantage if a particular process is followed. I will get to that later in the article.

"In the very beginning of the creative process there are two statements that I have found are true. The first is that there will be unknowns that only the innovation process can unearth. The second is that critical decisions or program criteria will need to be made in order to begin the process."

Some examples of critical information that may be missing at the beginning of an innovation program might be; a comprehensive list of correct product features, the total budget and resources required to complete the program, the ultimate product cost of goods, how many will be sold over the lifetime of the product, what the materials or manufacturing process might be, what does the customer want and what does the customer need and are they the same, will this product concept meet those wants and needs, what is possible for your team to achieve, and what are the pitfalls your team may face on this program as they move through the innovation process?

All innovation programs that deal with solving an unmet need, which will ultimately wind up being a product purchased by an end user, must have criteria by which to judge the success or failure of each concept direction. Without these criteria to guide the innovation process, the program will become an “art project”, meaning that the criteria are totally up to the creator and no one else.

The third critical part of this innovation process requires this evaluation criteria. The evaluation criteria are used to guide the innovation process. The evaluation criteria can be fluid, meaning they can change or evolve. The evaluation criteria need to be in place at the start of the innovation process so the development team has a place to start. If the criteria are vague or incomplete, it will be more difficult to evaluate concepts.

All innovation programs are an exercise in compromises. No one thing can be the answer to everything. Each decision made will rule out the opposite option. That is why the criteria that drive the program are so important. If the criteria are wrong, the design solution will be wrong.

So how do these three components:

1)      The unknown information

2)      The required decisions

3)      The evaluation criteria all come together?

(See illustration 1-1) 


illustration 1-1

illustration 1-1

                                                                                                                          Driven Innovation has created the above graphic image to describe our innovation process. I look at the creative innovation process as a tapered helix. At the beginning of the innovation process there are lots of choices and options available.  As the innovation process progresses through each discrete task, new information is learned. That information should be used to continually reevaluate the baseline assumptions. Do not build on top of assumptions that may no longer be valid or relevant based on the new information.

·         A healthy creative process will narrow in scope over time as progress and decisions are made. If the process does not narrow in focus, the creative process can stretch on indefinitely.

·         A natural byproduct of the narrowing process is that certain options will be removed from consideration.

·         If new information uncovered in the development process requires new thinking in regard to previously made decisions, evaluate and make the necessary changes. Make continual smaller course corrections based on constant reevaluation in order to keep the innovative process on course. This is shown as the straight line entitled “evaluation” running down the center of the helix.



·         Going down the wrong path, by building on top of misinformation or incorrect assumptions can lead to a dead end. Course corrections at that point tend to be much greater, more time consuming and also much more costly.

·         Often innovation programs have conflicting goals or criteria. An example of this could be the requirement for a simple, intuitive user interface and a requirement for numerous, complex features making the user interface difficult. This is where the continual reevaluation is important. In this example, what is more important, the features or the ease of use? Continually assessing that question as the design evolves and more information is learned will lead to the correct answer.

 “As the innovation process progresses through each discrete task, new information is learned. That information should be used to continually reevaluate the baseline assumptions. Do not build on top of assumptions that may no longer be valid or relevant based on the new information.”

The creative process is always challenging and it can be torture or it can be made to be enjoyable. When the process is enjoyable, better team solutions emerge. Knowing what to expect in the innovation process and actually enjoying the sometimes messy nature of innovation, and using that messiness to your advantage, can lead to amazing, profitable solutions.

Making decisions and blindly holding onto them regardless of new information, or not reevaluating those early decisions frequently, is where the innovation process derails. For an innovation team to effectively reevaluate earlier decisions, it requires the ability to let go of ideas that no longer work; even the ones which you may be personally vested in for whatever reason. Never fall in love with an idea.  Allow the creative process to lead you to the correct solution, not the other way around.

Contact us at www.driveninnvation.com and let us help you with your next innovation program.

5 Ways to Realize Your Creative Potential

I believe that we are all creative and have the ability to think and create in any medium of our choice. Whether or not you exercise your creative abilities in your life as a hobby or as a part of your day to day job, those abilities are still there, waiting to be utilized. Creativity and the ability to solve problems is one of my greatest areas of fulfillment. Being creative is also a skill that can be practiced and improved upon throughout one’s life. We never reach that ultimate creative place. That, I think is the greatest thing about creativity. We get the privilege of always getting better. The effort we put into improving our ability to enter the creative state will always be rewarded with new and better ideas.

As humans, though, we all have a set of proverbial glasses through which we see the world. The lenses of those glasses are made up of the experiences and knowledge we have amassed throughout our lives. No matter how hard we try, we always have to look through those glasses.

We can be aware of what our particular biases are and compensate a bit for them when we are working on creative solutions. Our preconceived ideas can negatively affect our ability to be creative as they keep us locked into a particular way of thinking.  Truly great ideas come to us when we see much bigger pictures, pictures that are way beyond our own day to day scope of life.

When we question our preconceived notions or the platform we take for granted as fact and reality, we move our creativity upstream closer to the source of the problem we are attempting to solve. It may be that a problem we are looking to solve with a creative solution can be completely eliminated by removing the perceived source of the problem. You can filter polluted water in order to make it drinkable, or you can eliminate the source of the pollution. Both get you clean water. One of those directions may be perceived as harder to achieve than the other, and maybe that is why it rarely is tried, or maybe it is harder to solve because not enough effort has been exerted to uncover solutions. Both could be true.


My point is that when enough creative effort is put into solving a problem, it always gets solved. Questioning the foundations of what is possible is how truly creative ideas start. There needs to be a vision of a possible solution first, and then the technology can be developed to realize that vision. This applies to both small and large scale problems.  Sometimes the technology to solve a solution doesn’t arrive until many years later.  The vision without the exact solution still has value.

Break your creativity into two parts; the vision of the solution, and then the detail of how you will go about achieving that vision. All problem solving has limitations based on the time and resources you have available to you to solve the problem. If the solution is valuable enough, you can almost certainly generate the resources to pursue it.

There is a tendency to want to approach solving new problems with the thinking of the past. It makes sense that we want to approach creativity using what we know. It can be a way to get started. But creative solutions usually require thinking that is new, or at least a combination of old thinking with new thinking.

The creativity process must be fluid. The process of creativity requires the ability to be nimble in your thinking. The creative process must be both fixed (no problem can be solved without guidelines and criteria guiding the process) and allowed to change in an instant.  It must be fixed long enough to get started, to choose a direction, and to address real problems, but the fixed criteria needs to be reevaluated often and changed if it no longer becomes relevant or if it creates more problems than it solves.  

Mastery of the basics is required. This is the foundation of all creativity. You cannot be truly creative in our world today without knowing what has come before and without first being proficient at the basics. The often boring and tedious practice and learning of the fundamental knowledge, in any area, needs to be in place before you can consistently generate creative ideas.


If you want to be a creative writer, you need to understand grammar. If you want to be a creative chef, you need to know about how ingredients work together. If you want to be a great musician, you need to practice scales, and so on.  Mastery of the basics in any field keeps us from reinventing the obvious and also gives your creative mind fuel with which to soar.

There are a couple of reasons why this is true. One is that the knowledge and mastery of technique allows you to do and come up with ideas that would not have been available to you otherwise. The second is, all that practice and knowledge increases our confidence and helps our minds go into the creative space more easily.

Question the foundations of the problem. Just because it has always been done that way is not always a good enough reason to continue doing it that way. It can be easy to take as fact, certain criteria, and then begin the creative process building upon them. It certainly saves a lot of time to not have to go back and question all that has proceeded. If there was an assumption that was made in the past that is no longer valid, it can send your creative process in the wrong direction.  

The worst thing that can happen in any creative process is a dead end, where a series of assumptions leads to a conclusion that does not work. At that point there will be no option other than starting over. That costs valuable time, energy and resources; smaller, more frequent course corrections are always better than fewer, larger ones. Constant questioning of the foundations of your creative endeavor can really help with this.

The world desperately needs more creativity, and everyone can have a part in creating a better place for us to live. Exercise your creative muscle and be amazed at what you can create!

Contact us at www.driveninnovation.com and let us help you develop your next great creative idea!


Having Trouble Being Creative? Here Are Five Steps to Beat the Blank Page Syndrome.

There are a lot of necessary skills to have these days in order to thrive at this game of life. The ability to think creatively, when you want and where you want, will be one of the most valuable.  As more and more tasks are taken over by computers, those that are truly creative and operate at a high level will be the indispensable ones among us. They will be the ones that solve the world’s problems. They will be the ones building new companies and they will be the ones with job security in the next decade and beyond.

There are so many ways to be creative. There are so many areas to be creative. There is one common denominator. All creativity requires coming up with something new that cannot be gleaned just from straight logical thinking. True creativity requires thinking that is greater than the sum of the parts.

If creativity is so important, how can we be more creative? How can we live a life where creativity flows out of us like a rushing waterfall? I believe that we are all creative as human beings. Some of us have learned to tap into that creativity more than others. Creativity is like a muscle and the more you use it the better it gets. Here are a few things I have done over the years to improve my creativity.

Create parameters – Staring at that blank sheet of paper is intimidating.  If you have a tight deadline where you have to have a particular creative solution complete, it can seem even more daunting. Confidence and belief that you can do it can really help here. If you don’t have that confidence though, what can you do?

The first place I start is to set parameters. When you begin any creative process, the overabundance of options can cause paralysis. It makes sense.  With almost limitless possibilities, where do you begin? Everything you put on that white sheet of paper seems wrong.

Parameters allow the brain to work within certain requirements, and that makes it easier to get started. It doesn’t always matter if the parameters you set are the right ones or not. You can change them, modify them, and refine them once you get started. The trick is to get started. Once you get on a roll with your creative thinking, all kinds of great things start happening.

Momentum is required to get the creative ideas flowing, and the blank sheet of paper is the enemy to that momentum. I have done this process of setting parameters so much in my career, that I set them in my head without even realizing it.

Start with the obvious solutions – Once you have some parameters in place, the best thing to do to keep the momentum going is to start with the obvious ideas first. It doesn’t matter that you will probably throw all those ideas out. What matters is that you are generating ideas. Often after a bit of time generating the obvious solutions, you will begin to notice that interesting or useful ideas start to surface. You can then built on those ideas or explore concepts around them.

Establish the main goals – With any problem that needs solving with a creative solution, there will be many different goals. Some of them will be contradictory goals. Not all goals are equal in importance either.  Knowing how to organize the goals in terms of their priority or importance in the final solution is the key to structuring the creative process. It can be difficult to, not only list out all the possible goals, but to then order them in importance.

How you organize your goals will dictate where the creative process will end up. You can list the pros and cons of each goal and use those results as a way to determine the order of importance. The problem with making too many goals have top priority is that the ultimate solution will lack focus as it tries to achieve too much.

Break the problem that you are trying to solve into smaller pieces – Often large or complicated problems that need creative solutions can be solved by breaking them up into parts. Not all parts of a problem directly affect each other, or maybe only slightly overlap.  By isolating them, they can be solved more easily. Once you have solutions for separate parts of your problem, the parts can be reassembled and evaluated on how well they work together.

Hard effort is not the same as smart effort - It is possible to work really hard and not get anywhere.  You can even go backwards. Hard work is not the foundation for successful creativity, smart work is. Unless you build a foundation for your creative thinking process which you practice over and over again, you will continue to struggle with hit or miss creative sessions, never knowing when that blank page syndrome will take you out. Each step in the creative process needs to be learned, mastered, and then built upon in order to improve.  It’s how we master anything in life!

Creativity is a lifelong process that one can always improve upon. I personally believe that being creative is one of our greatest gifts. And the fact that you might be able to use that gift to solve one of the world's pressing problems, well that is even better.

Contact us at www.DrivenInnovation.com, and let us help you develop your new product idea to a successful prodcution solution.

Does Your Engineering Team Understand Your Marketing Team?

We work on a lot of hardware development programs. They are usually run by either a marketing lead or an engineering lead. Both organizations run their programs in very different ways. Understanding the critical needs and wants of either discipline can be the difference between success and failure.  At the very least, it can eliminate a lot of headaches resulting from miscommunication.

Lack of proper communication or miscommunication between engineering and marketing is a big problem in product development.  It is no wonder that it is such a big issue. The sheer amount of information that needs to be shared, the constant changes in program direction and the long amount of time it takes to bring a product to production are all contributing factors. Add in the fact that engineers and marketers usually have very different personalities, have different ways of working, don’t always see eye to eye, so it seems inevitable that there will be problems. Sometimes these problems are just annoying; sometimes they can cost real time and money.

In this article I want to discuss marketing driven hardware programs and how engineering teams can better understand the needs of marketing. I also want to touch on how marketing teams can better understand how engineering teams see hardware development.  

Engineering and marketing see things differently, very differently.  It can be very difficult for engineering teams to react to marketing requests during the product development process.  In some instances, reacting to marketing requests can actually be the problem. In reaction mode, engineering teams can feel out of control. Marketing can feel frustrated when they don’t see the results they want.

It can, at times, seem to engineering teams that marketing is giving unclear or contradictory directions. I believe that there are some fundamental objectives that most marketing teams are trying to achieve.

One of marketing’s main tasks is to determine what the end customer and ultimate buyer of the product wants. This is a difficult task and the ultimate success of the product depends on marketing getting this right. Marketing needs to determine the correct features and optimal product cost in order to assure that the product is successfully adopted by the target market.

The problem is that no marketing team has a crystal ball. No matter how much research is done, at the end of the day assumptions have to be made. It makes sense that marketing teams might change their direction as new critical information is learned.

Engineering, on the other hand, wants clear and concise direction that has as much information as possible.  Once that information is given, engineering doesn’t like changes. When both engineering and marketing can be aware of the difficulties each faces, there can be empathy and understanding. This leads to solutions and teams working together to anticipate each others’ needs, instead of frustration, blaming and finger pointing. This awareness starts with honest discussion about areas where missing knowledge exists. Teams can work with the missing information. Teams will struggle when they receive direct information that is then contradicted later in the process.

Figure out what people want, instead of relying on what they say. Being a mind reader is a great skill to have as a team member. But if you are not well versed at that skill, there are things you can do to anticipate future requests or product course changes. For example, if something is brought up in meeting and then ruled out because it might be too difficult or costly to implement, you can bet it might be brought up again. You see, we all want what we want, and don’t like to be told what we can’t have.  Just because someone agrees to drop a particular topic, does not mean they have let it go. Conversely, if you see a product feature that is really needed, and will make the product more saleable, suggest it and find a way to proactively design it into the product. Most everyone appreciates proactive action. Plan in contingencies to your designs in areas that you feel might change. That way you will be prepared when asked to implement them. Don’t know what those areas might be, ask those that might know.

When in doubt, give tangible options.  It can be difficult for even those proficient in visualizing product solutions, to understand all of a potential new product’s embodiments. Most don’t have this skill and if they can’t see it they can’t understand it. When physical options are given, even just to show why a direction is not a good one, the value is great.

When asked to implement a design direction you know is fraught with problems, develop that solution anyway and then develop your better solution. You may say that is twice the work, and yes it is. But either you want to do great work or you don’t. If you don’t care about the outcome of your work, then nothing I say here will make a difference. But if you do care, providing options, in the long run will save you time and energy as you avoid being run around in circles with endless changes and reworks.

Contradicting information confuses everyone.  When uncertain of the correct product direction, pick a desired goal and then let the team provide options on how to get here. Giving precise information, such as target unit volumes and then ordering substantially lower or higher unit numbers, causes problems in engineering as the incorrect manufacturing processes might have been chosen.

On the other hand, there are areas that consistently cause design problems and they can be anticipated. These areas could be part sourcing, required features, unit cost, NRE budget, target customer needs, and first product ship date to name a few. Knowing that these areas can be difficult to predict will open up the dialog of what to do should the current direction change. I am a big fan of having alternative plans in place.  

Product development programs seem to always follow the same path; marketing and engineering teams need to make critical decisions at the beginning of the design process when the least amount of information is known. If new information is not evaluated in real time as it is learned then teams run the risk of going down the wrong path and into a dead end. At that point, change is costly. More frequent, smaller course corrections are much less costly in time and money than fewer bigger ones.

Anticipate the natural trajectory of a product's lifecycle.  All products go through a lifecycle. They are born, hit maturity and then they die. In the beginning, as a new product is being introduced it will be difficult to know exactly how many units will be sold. Initial unit volumes may be substantially lower than expected as the product ramps ups. Conversely, once a product takes hold, unit volumes may ramp up quite quickly.

Sometimes initial manufacturing methods are not suitable for the higher volume production. Often, initial lower production orders are much higher in cost then after they hit sustained production volumes. Engineering teams can anticipate this and have a plan in place to scale up manufacturing, and then be able to redesign to cost reduce once product maturity is reached and the market is saturated.

Having plans for how to handle inevitable situations such as this can save engineering massive headaches as they will already know what to do when marketing requests them. It can be so easy to be overwhelmed by the day to day tasks. The thought of future planning can seem overly time consuming and not worth the effort.  By analyzing a few previous programs, patterns can be noticed and those patterns can be applied to new programs. This is where looking backwards can really help with moving forward.

There will always be differences between how different disciplines think and act. It is not only a fact, it is necessary. It is those differences that allow those teams to function and get their respective tasks done. With a little bit of awareness in the areas I discussed above, engineering and marketing can better serve each other and also build better and more successful products.

Driven Innovation develops products in the consumer, medical and technology space. If you need help getting your product idea to a successful mass produced state, contact us at www.driveninnovation.com and make sure to download our free product development checklist on our homepage.