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Of course, there is also the risk of getting to market too quickly or getting there with the wrong sets of functions and features. The risks associated with the creation of public-sector products and systems are usually assumed by the customer—who often is the only customer. In the private sector, such risks are assumed by the developers of the product. If they are too early, too expensive, or off target in terms of functions and features, then they must accept the consequences. Those who accept risks often earn the greatest rewards.

Process “owners” became the functions’ customers, providing resources (money) for the services (people) provided by the functions. Hammer and Champy (1993) pioneered the notion of “business process reengineering,” with emphasis on rethinking the business rather than just automating the current ways of doing things. Womack and Jones (1996) championed the idea of “value streams” and “lean production” where all activities are scrutinized to assess the extent to which they add value and, if they do not, are eliminated if at all possible.

If they are fortunate, they grow and prosper, refining their idea and capturing more and more customers. A few of these enterprises become large and very successful, perhaps dominating the market in which their product or service is now the leader. Most of their resources are devoted to maintaining their competitive position. However, some resources may be invested in R&D to create new ideas. Eventually, someone comes up with an idea that, if successful, will make the existing product or service obsolete.

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Electronic amplifier circuits.Theory and design by Pettit J.M.

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