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一家企业意识到单纯依靠制造与订单服务难以为继,就招聘了几个博士、硕士成立了研发、技术部门,耗费了许多资金却没有产生良好效果。于是,他们邀请华为的人员对本公司员工进行培训和辅导,并学习华为、IBM等企业的经验,重新打造IPD流程管理体系,但依然没有获得成功。为什么呢?我是2000年前后为企业提供IPD(Integrated Product Development,即集成产品开发)管理咨询与培训的,也是中国第一个为华为以外的本土企业提供IPD咨询的人。15年来,我一直跟踪研究IPD在华为与其他公司实施的绩效,除华为以外,尚未发
A company realized that simply relying on manufacturing and ordering services unsustainable, hired a few Ph.D., master set up a research and development, technology department, spent a lot of money but did not produce good results. As a result, they invited Huawei personnel to train and mentor the employees of the company and learn from the experience of Huawei, IBM and other enterprises to re-establish the IPD process management system, but they still did not succeed. Why? I was the IPD (Integrated Product Development) management consulting and training for enterprises around 2000 and I was the first one in China to provide IPD consulting for local enterprises other than Huawei. For 15 years, I have been tracking the performance of IPD implemented by Huawei and other companies. Except for Huawei, I have not yet made