ABSTRACT
Abstract: In response to global competitive environments and technological factors, organizations are examining how they can better leverage knowledge assets for value creation. In this chapter, we describe a business process reengineering effort undertaken by Nortel, a telecommunications equipment manufacturer. Following a knowledge management approach, Nortel transformed the front end of its new product development (NPD) process. NPD is knowledge-intensive work based on the individual and collective expertise of employees. The front-end activities of NPD are commonly referred to as the “fuzzy front end” because they involve ill-defined processes and ad hoc decisions carried out by multiple and diverse performers. This chapter describes Nortel’s efforts to transform NPD business process by bringing structure to it, the information technology implementation approach, and lessons learned.
