The managerial implications of a study of 40 leading US and UK manufacturing firms (20 UK, 20 US) are examined in which senior and middle‐level managers were interviewed face to face. In both countries, common problems confront management which wants to grow its business organically in preference to growing it by acquisition or by selling other manufacturers′ new products. Successful firms distinguish themselves by (1) balanced efforts between updating existing product lines and developing completely new products, and (2) efficient and speedy development work. It is argued that top management involvement and middle management teamwork are the key to achieving these dual objectives.
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