Ipd kpi as needed

I have learned about IPD idea (Integrated Product Development (IPD) over the past two days. I just saw another article.Article(Performance has ruined Sony.

1. IPD Integrated Product Development
I personally think the core idea is:
A) maximize investment income. For example, the portfolio investment analysis in market management emphasizes that human, material, and financial resources must be invested in the right place at the beginning. In the process reengineering process, ipmt reviews each stage and continuously reviews the product in the product R & D lifecycle Based on the market, cost, risk, and other multi-dimensional Perspectives, and strives to minimize the product investment risk. CBB in product reorganization aims to reduce R & D costs.
B) fast response. The purpose of asynchronous development in product reorganization is to speed up product R & D and push it to the market as soon as possible. Some measures in the corresponding process reengineering aim to effectively manage the asynchronous development mode and the Development Mode across departments and enterprises. The increase in product R & D speed can be achieved through market operation as soon as possible to obtain product benefits, while also reducing additional risks arising from long R & D cycles.
I personally think that it is more appropriate to call IPD a product development model driven by investment income or ROI. Its advantage is to standardize and streamline the formation of product concepts, the topic of product benefits throughout the entire product R & D lifecycle, as well as various teams.
In many cases, the formation of product concepts is random and may be the thinking of CEOS, general managers, supervisors, and product managers, in many cases, there may be some very immature ideas or the research is not in-depth at all. IPD provides a model for this activity, which is managed in a streamlined manner and has corresponding assessment indicators for measurement, so that this activity can be controlled and optimized.

2. KPI Performance Evaluation
from a perspective of myopia, performance focuses on output. from a holistic perspective, performance focuses on investment income. From the perspective of down-performance, Sony's article, from the perspective of the use of performance appraisal, performance appraisal also has weaknesses:
A) it may lead to long-term investment and contempt for activities that are not directly related to value realization.
B) performance appraisal is unlikely to be perfect. organizational unit members and management may show a perfunctory attitude towards performance indicators. The result may be the gradual disappearance of the creativity and cohesion of the team.
I don't know what kind of solution is provided by the "current theory". I think it is at least in Sony's case after I have read the article about performance-driven Sony, the use of performance + corporate culture should be more appropriate, just as the society uses legal management + morality to impose certain constraints.
in the article, Sony was the first management culture that was not well inherited. If the management culture is integrated into the corporate culture, or even built into the HR and management training systems, it can be circulated in the enterprise generation. The management layer of an enterprise, even the leader of three or two people and the counselor of a new employee, should not be responsible for managing people, but inheriting the corporate culture, this includes style of work, management philosophy, and other aspects. It is better than managing people and managing things in no case, so that a single goal can be delivered efficiently. When a person is trusted and under excellent leadership, he can give full play to his enthusiasm, creativity, and rapid growth, so as to bring benefits to the enterprise.
I remember seeing the CCTV program some time ago and discussing whether to use laws to restrict the issue. Of course, there are many situations in it.

IPD runs through the product R & D process with benefits and is managed in an systematic manner to improve product R & D. In fact, the cmme model and various management methods and theories of European and American enterprises all hope to manage seemingly uncontrolled activities in a process-oriented, standardized, and systematic manner to improve the controllability of the process, and extract assessment indicators to measure the process quality.
all problems are solved by system and assessment, and the ultimate limit exists. at some levels of problems cannot be solved through systematic means. The use of cultural and other spiritual and ideological assistance can bring additional results.
the development philosophy of an enterprise ranges from product to service to culture. Therefore, in the future, enterprise competition should be the competition of corporate culture.