Organizational Influences on the New Product Development Process in Financial Services

Abstract

The last decade has been notable for increasing levels of environmental turbulence brought about by technological advances, deregulation, consumer sophistication, and competition. Consequently a premium has been placed on the ability of managers to differentiate their products and maintain competitive advantages. This may be achieved by developing an organizational climate that is responsive to change and supportive of new product initiatives. In his article, Des Thwaites draws on the established literature and a panel of informed opinion from the financial services sector to identify 12 characteristics of an organization that influence the effectiveness of the new product development process. United Kingdom building societies are examined to determine the emphasis given to these critical aspects of innovation. Three underlying factors, communication, people and mission, explain much of the variance among building societies. Five discrete groupings of firms are identified, and significant differences between their orientations are determined across a range of variables supporting new product development. While the empirical section of the study relates to a specific industrial sector, several issues and the recommendations transcend industry boundaries.

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