The client, an expanding multinational company, wanted to reduce the time to market for new products. They had developed a bespoke product development process and wanted help in the design and delivery of the roll-out programme for the new process. For any new product up to ten different departments in the company could be involved and inter-departmental communications and rivalry was seen as one of the features that typically slowed down both the product development process and the introduction of new working practices.
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