Subject category:
Production and Operations Management
Published by:
Harvard Business Publishing
Version: 8 July 1997
Length: 18 pages
Data source: Field research
Abstract
Illustrates how a new management team at Medtronic's Cardiac Pacemaker business reversed a steep decline in market share by adopting certain management principles for new product development: clarifying strategy, aggregating project planning, accommodating the number of projects to match development capacity, and establishing a platform/derivative product architecture, and others. This case is useful in both MBA courses and executive programs.
Location:
Industries:
Size:
USD2 billion revenues, 10,000 employees
Other setting(s):
1997
Subject category:
Production and Operations Management
Published by:
Harvard Business Publishing
Length: 12 pages
Spanish language
Subject category:
Production and Operations Management
Published by:
Harvard Business Publishing
Version: 8 July 1997
Length: 20 pages
Data source: Field research
About
Abstract
Illustrates how a new management team at Medtronic's Cardiac Pacemaker business reversed a steep decline in market share by adopting certain management principles for new product development: clarifying strategy, aggregating project planning, accommodating the number of projects to match development capacity, and establishing a platform/derivative product architecture, and others. This case is useful in both MBA courses and executive programs.
Settings
Location:
Industries:
Size:
USD2 billion revenues, 10,000 employees
Other setting(s):
1997
Related
Subject category:
Production and Operations Management
Published by:
Harvard Business Publishing
Length: 12 pages
Subject category:
Production and Operations Management
Published by:
Harvard Business Publishing
Version: 8 July 1997
Length: 20 pages
Data source: Field research