A large consumer electronics company lacked a well-integrated process for product development resulting in product delays, poor rationalization for research and development investment, and constant miscommunication between senior management, product marketing and the engineering group.
The management team was constantly in a “war room” mentality with vast disagreement around prioritization of needs. Engineering group of over 300 was constantly jockeyed between product/project priorities making the entire group less efficient.
Weekly meetings became a political forum with different product heads pleading their case for investment. Lack of quantitative analysis led to questionable decision making.