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New research on products from Harvard Business School faculty on issues including product design and product development.
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Is the 'Experimentation Organization' Becoming the Competitive Gold Standard?

by James Heskett

SUMMING UP: Digital experimentation is gaining momentum as an everyday habit in many organizations, especially those in high tech, say James Heskett's readers. Open for comment; Comment(s) posted.

Racism and Digital Design: How Online Platforms Can Thwart Discrimination

by Kristen Senz

Poor design decisions contribute to racial discrimination on many online platforms. Michael Luca and colleagues offer tips for reducing the risk, used by Airbnb and other companies. Open for comment; Comment(s) posted.

The Effects of Hierarchy on Learning and Performance in Business Experimentation

by Sourobh Ghosh, Stefan H. Thomke, and Hazjier Pourkhalkhali

Do senior managers help or hurt business experiments? Analyzing a dataset of more than 6,300 experiments on the A/B/n testing platform Optimizely, this study suggests that involving senior executives in experimentation teams can have surprising consequences.

How Entrepreneurs Can Find the Right Problem to Solve

by Julia Austin

Identifying a customer's pain points is the first step for entrepreneurs in developing a new product. Julia Austin offers tips for choosing the right "job to be done." Open for comment; Comment(s) posted.

Crowdsourcing Is Helping Hollywood Reduce the Risk of Movie-Making

by Michael Blanding

Hollywood insiders have created "The Black List," which helps surface good but often overlooked scripts. Does the wisdom of the crowd work at the box office? Research by Hong Luo. Open for comment; Comment(s) posted.

Find and Replace: R&D Investment Following the Erosion of Existing Products

by Joshua Krieger, Xuelin Li, and Richard T. Thakor

This study sheds light on how product outcomes shape the direction of innovation and markets for technology. In the drug development industry in particular, negative product shocks appear to spur investment changes both within the directly affected firm and in competing firms in the same R&D markets.

Platform Competition: Betfair and the U.K. Market for Sports Betting

by Ramon Casadesus-Masanell and Neil Campbell

Since the early 2000s, online betting exchanges have had a new relationship with customers relative to traditional bookmakers, providing a platform to match individuals willing to lay and back the same outcome. This study shows how exchanges’ platform design choices have major implications for their likelihood of success.

Supersmart Manufacturing Tools are Lowering Prices on TVs, Bulbs, and Solar Panels

by Sean Silverthorne

Electronics manufacturers are finding it increasingly difficult to stay ahead of low-cost competitors, says Willy Shih. Open for comment; Comment(s) posted.

When a Competitor Abandons the Market, Should You Advance or Retreat?

by Rachel Layne

Companies pay close attention when a competitor drops out of the market, according to new research by Joshua Lev Krieger. Too often, though, they come to the wrong conclusion. Open for comment; Comment(s) posted.

How to Design a Better Customer Experience

by Dina Gerdeman

With the help of LEGO bricks, Stefan Thomke helps business executives discover how design principles can serve as building blocks to create a great customer experience. Open for comment; Comment(s) posted.

Trials and Terminations: Learning from Competitors' R&D Failures

by Joshua Lev Krieger

When companies terminate R&D projects, it has ripple effects on the project selection decisions of rival firms and the broader competitive environment. Examining firm responses to others’ failures, this paper introduces a new model of R&D investment decisions, and empirically investigates when knowledge generated by rivals directly enters specific project investment decisions.

The Story of Why Humans Are So Careless With Their Phones

by Josh Neufeld

Consumers act more recklessly with the products they own when better versions become available, according to research by Silvia Bellezza, Joshua M. Ackerman and Francesca Gino. This comic by Josh Neufeld explains. Open for comment; Comment(s) posted.

Airplane Design Brings Out the Class Warfare in Us All

by Dina Gerdeman

Air rage is often blamed on overcrowded flights and postage stamp-size seats, but researchers Michael Norton and Katherine A. DeCelles find another culprit: resentment toward passengers in first class. Open for comment; Comment(s) posted.

Pay Attention To Your ‘Extreme Consumers’

by Michael Blanding

Jill Avery and Michael Norton explain what marketers can learn from consumers whose preferences lie outside of the mainstream. Open for comment; 5 Comment(s) posted.

Teaching a ‘Lean Startup’ Strategy

by Carmen Nobel

Most startups fail because they waste too much time and money building the wrong product before realizing what the right product should have been, says HBS entrepreneurial management professor Thomas R. Eisenmann. Closed for comment; 56 Comment(s) posted.

Clay Christensen’s Milkshake Marketing

by Carmen Nobel

About 95 percent of new products fail. The problem often is that their creators are using an ineffective market segmentation mechanism, according to HBS professor Clayton Christensen. It's time for companies to look at products the way customers do: as a way to get a job done. Closed for comment; 114 Comment(s) posted.

What Is Customer Opinion Good For?

by Jim Heskett

Summing Up: Are customer wishes irrelevant when creating a new product? Jim Heskett's readers say it depends on the product, on market goals, and where you are in the development cycle. (Online forum has closed; next forum opens September 2.) Closed for comment; 73 Comment(s) posted.

Radical Design, Radical Results

by Julia Hanna

Consumers appear increasingly willing to make purchase decisions based upon their emotions about a product—how it looks, or sounds, or makes them feel using it. But the traditional design process based on user experience goes only so far in creating radical innovation. Harvard Business School visiting scholar Roberto Verganti is exploring the new world of "design-driven innovation." Key concepts include: Innovative product design is risky, but provides competitive advantage to companies that understand how a product "speaks" to customers. Little theory exists to point the way for companies that want to create a successful design strategy beyond the traditional user-driven design process. Companies often adopt one of three design strategies: launch and see, see and launch, or wait and see. Innovators may often be in the see and launch category. Innovators understand and build off each other's ideas better than the imitators do. Closed for comment; 0 Comment(s) posted.

What Customers Want from Your Products

by Clayton M. Christensen, Scott Cook & Taddy Hall

Marketers should think less about market segments and more about the jobs customers want to do. A Harvard Business Review excerpt by HBS professor Clayton M. Christensen, Intuit’s Scott Cook, and Advertising Research Foundation’s Taddy Hall. Closed for comment; 0 Comment(s) posted.

Why Evolutionary Software Development Works

by Alan MacCormack

What is the best way to develop software? HBS professor Alan MacCormack discusses recent research proving the theory that the best approach is evolutionary. In this article from MIT Sloan Management Review, MacCormack and colleagues Marco Iansiti and Roberto Verganti uncover four practices that lead to successful Internet software development. Closed for comment; 0 Comment(s) posted.