To learn from new product failures, Intuit, a US software company, regularly scheduled formal meetings and daily informal discussions of new product mistakes and near misses. Mistakes were documented through an in-depth post-mortem process and PLRs of failed or off-track projects were conducted at every operating division's monthly meeting. New product challenges and near misses were also on the agenda at monthly senior leadership meetings. Staff were encouraged to speak up about new product gli...

BPIR Categories

3.6.1 Manage product/process/service development
3.5.1 Test effectiveness of new/revised products/process
5.5.6 Inspections, tests, process/performance audits
9.7.1 Encourage employee involvement and feedback
14.3.2 Implement an improvement approach/method/technique

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