Describes how Dell’s new product development. Again after experiencing a major product setback and a significant decline in corporate profits in 1993 Dell’s new process is challenged to develop a new line of portable computers when the incoming portable head has to manage the risk of using a new technology. This case focuses on: (1) product development, process design, (2) the costs and benefits of flexibility and structure in uncertain environments, and (3) the management of … Read more »

Describes how Dell’s new product development. Again after experiencing a major product setback and a significant decline in corporate profits in 1993 Dell’s new process is challenged to develop a new line of portable computers when the incoming portable head has to manage the risk of using a new technology. This case focuses on: (1) product development, process design, (2) the costs and benefits of flexibility and structure in uncertain environments, and (3) the management of development risk during and after a financial and market check
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Stefan Thomke,
Vish V. Krishnan,
Ashok Nimgade
Source: Harvard Business School
21 pages.
Publication Date: Aug 10, 1998. Prod #: 699010-PDF-ENG
Product Development at Dell Computer Corp. HBR case solution

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