Abstract
This chapter applies a project lens to analyse the new product development (NPD) function, which differs from a technology or marketing lens. Our analysis starts with single NPD projects and then addresses NPD project portfolios and sequences. Managing single NPD projects, NPD portfolios, and NPD project sequences are different tasks that complement each other. Sustainably successful innovators create organisational conditions that optimally support these tasks. We discuss how project-oriented organisations address NPD challenges and increase the performance of NPD projects, portfolios, and project sequences. Finally, we discuss how companies can further boost performance in a dynamic environment through ambidexterity, agility, and strategic adaptiveness.
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