Vol de Nuit: the dream of the flying car at Lemond Automobiles SA (revised version)
Author: Loch, Christoph H. ; Sommer, SvenjaINSEAD Area: Technology and Operations ManagementPublisher: Fontainebleau : INSEAD, 2005.Language: EnglishDescription: 15 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: The case describes the development of a radically new product within a large automobile company. It illustrates the difficulties encountered by the development team, both technically and concerning the organizational conflicts arising due to competition for resources, differing views of strategic priorities, internal resistance and insufficient relationship management with internal and external partners.Pedagogical Objectives: Managing a project with ambiguity (unforeseeable influences): ·The importance of pursuing several parallel concepts and of having the ability to fundamentally re-define the project mid-course. Enrepreneurship internal to a large organization: ·The role of external partners to provide resources and expertise in the development of radically new products. ·The importance of relationship management: internal resistance and external friction may become the key challenges of a radically new project.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | BC007514 | ||||
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Europe Campus INSEAD Publications Display | Consultation only | BC007513 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
Managing a project with ambiguity (unforeseeable influences):
·The importance of pursuing several parallel concepts and of having the ability to fundamentally re-define the project mid-course.
Enrepreneurship internal to a large organization:
·The role of external partners to provide resources and expertise in the development of radically new products.
·The importance of relationship management: internal resistance and external friction may become the key challenges of a radically new project.
The case describes the development of a radically new product within a large automobile company. It illustrates the difficulties encountered by the development team, both technically and concerning the organizational conflicts arising due to competition for resources, differing views of strategic priorities, internal resistance and insufficient relationship management with internal and external partners.
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