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The articles in this section provide information about how to incorporate the Rapid Learning Cycles Framework into your company's Product Development Process, how to integrate it with related processes and how to adapt it to specific situations.
Some prominent authors in Product Development have criticized the Phase Gate Product Development Process as an outdated process that introduces unnecessary barriers to the flow of work in product development.
These authors forget that Phase Gate PDPs tame the chaos that exists when there is no PDP at all. . .
Rapid Learning Cycles can scale up to meet the needs of a complex product development organization, but it helps to preserve as much local flexibility as possible.
When a Global Product Development Process goes into too much detail, the process itself can become an obstacle course that a team needs to navigate. At the same time, it's helpful for teams working in different parts of the organization to use the same vocabulary and overall framework to describe their product development work. . .
Novak Djokovic just accomplished something that hasn't been done in nearly 50 years: he now holds all four major titles - simultaneously. He is so dominant, in part, because his game is astonishingly flexible, making him a surprising, responsive and tenacious competitor.
The Rapid Learning Cycles framework works so well in early product development because it is a flexible framework, that dictates only the minimum structures required to give definition to the "fuzzy front end". . .
Nearly 100% of the clients who have contacted me since 2006 have a pre-existing phase gate product development process. Chances are, you have one, too.
These PDPs have come under some fire, especially in the work of Don Reinertsen and Ron Marsiglio because, when taken to an extreme, they can turn Product Development into a large-batch process with unnecessary delays. My own work has shown that most product development teams are more sophisticated in how they use phase gate PDPs to incorporate flexibility where needed to avoid these problems. However, I've also seen that some PDPs encumber development teams with so many mandatory activities and deliverables that the product development work itself gets crowded out, especially the experimental work that teams use to build knowledge. . .
The teams that have done the best with Rapid Learning Cycles never stop learning. They continue to spin Learning Cycles all the way to the end of the program.
In early product development, a team can focus nearly 100% on learning. A team in later phases must balance the need to learn with the need to produce deliverables for the product. Although that gives them less time for focused learning, they will get much better results if...
This week's Knowledge Brief describes one place where the Rapid Learning Cycles framework fits very, very well: Advanced Research and Development Labs. These groups operate in an environment of high uncertainty, low urgency and low visibility. The Rapid Learning Cycles framework helps mitigate all three of these challenges to improve collaboration and cooperation, help teams capitalize on synergies and improve the company's ability to manage the overall Advanced Development portfolio. . .