Asymmetric Engineering Strategy

Challenge: An organisation capable of small changes to a well-established product cannot bring a new product to market. The opposite is also true: expecting a company designed to create concepts and design architectures to execute small maintenance changes is a road to bankruptcy.

Solution: Organisational Decoupling. I help you to identify your organisation's type and the challenge it is facing. So you know if there is a match between its capabilities and the novelty of the product. Then, we plan end execute changes in order to sync them.

Ref: Axehill et al., "From Brownfield to Greenfield Development", SAAB Aeronautics.

Challenge: V-model is a model. Which means it is useful - sometimes, not always. If you have a new product to develop with suppliers at risk not to deliver at time for a joint integration - you might need an upgrade of your processes.

Solution: Asynchronous 4-Box Architecture. We move from a monolithic V-Model to a Continuous Integration approach. We separate "Platform Development", "Customer Adaptation" and Development of Product Features. This allows you to develop sub-systems asynchronously and integrate them only when they are mature without waiting for all the suppliers.

Ref: Herzog et al., "A 4-Box Development Model", SAAB Aeronautics.

Challenge: Complex projects last 20 years. An engineer working on a landing gear might never see the full aircraft lifecycle. You end up with narrow specialists who cannot lead.

Solution: Accelerated Leadership Rotation. Based on proven frameworks (SAAB/NASA), I help you build a "Technical Leadership Program". We accelerate experience by rotating high-potentials through different lifecycle phases, creating the "T-Shaped" leaders you need. I guide your engineers to become system thinkers and actors and technical leaders.

Ref: Cederberg et al., "Accelerating the Creation of T-shaped Technical Leaders"; Hirshorn, "Three Sigma Leadership", NASA.