| Sumario: | The compression and experiential models of rapid adaptation through product innovation differ in that the former assumes a well-known, rational process and depends on squeezing together the sequence of steps in the process, while the latter assumes an uncertain process and depends on real-time experience, flexibility, and improvisation. Tests of the two models, using data from 72 product development projects at U.S., European, and Asian computer firms, indicate that an experiential strategy of multiple design iterations, extensive testing, frequent project milestones, a strong project leader, and a multifunctional team speed product development. The compression strategy of involving suppliers, using computer-aided design, and overlapping the steps of development is found to accelerate product innovation only in mature industry segments. Connections are drawn to punctuated equilibrium and selection models of adaptation, complexity theory, and other theories and models.
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