IDEAS

IN RULES


The following comments on 'rule roadblocks' need to be viewed from the standpoint of creating and maintaining an efficient PD process, not as an excuse to obliterate the corporate systems, processes and methodologies set up to maintain reasonable and justifiable controls.


Written rules.
Sometimes sanctioned (written) corporate rules inhibit a PD process without meaning to; here are examples:
  • Rules established by 'shooting from the hip'.
  • Generally inapplicable or conflicting rules.
  • Rules perfunctorily carried over from a previous company.
  • Rules based on misunderstood information.
  • Rules based solely on corporate culture and predisposition.

What to do about it!
Review written rules for pertinence to your process and product and implement those that are:
  • Relevant to the product, market and user groups.
  • Necessary to implement the PD process.
  • Consistent to other rules in force.
  • Able to enhance the efficiency of the PD process.

 
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©2003, Richard M. (Dick) Haney
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