Years of field research and work with tech companies have demonstrated that even with vigilant management, skilled engineers, and modern development tools and techniques, anywhere up to 50% of product innovation efforts fail to achieve their objectives of winning and keeping customers. How can CEOs and heads of R&D bring this chronic amount of wasted product development effort under control and focus resources where they can be made to count?
Philip Lay spent two decades as an account executive, general manager and entrepreneur, before becoming a strategy advisor and managing director with The Chasm Group in 1995.
Today Philip is visiting professor at IESE business school in Barcelona and serves on a public-company board alongside his advisory activities with boards, CEOs and management teams.
Major clients include Autodesk, Compuware, HP, NetApp, Rackspace, SAP, and Salesforce.com.