When speeding concepts to market can be a mistake

The speed with which to move concepts to market is a fundamental issue facing new ventures and their parent corporate sponsors. Is rapid development from concept to market vital? What pressures are induced by the urgency of product introduction, and can they lead to poor decisions? Can a more deliberate pace be recommended? Widely diverse new business ventures outside a company's core business areas can prove problematic. While faster may be better, speed brings with it pressures that, for certain types of technological ventures, can lead to failure if they are not clearly understood and managed. Speed is relative to the capability of the venturing company and to the nature of the venture it is attempting. The studied company's experience shows that successful ventures, particularly the more risky and potentially rewarding, require commitment and persistence.