The Taro DECT phone project, despite a significant investment of 25 million CHF, was ultimately closed in 1995 due to delays. This substantial financial loss highlighted the critical need for a more holistic approach to project management.
As a result, the company recognized the importance of adopting “Integrated Design” within its business management practices. Integrated Design promotes collaboration across departments from the early stages of product development, ensuring that technical, financial, and market considerations are aligned.
This approach proved highly effective, leading to improved project outcomes and reducing the risk of similar costly setbacks in the future. By integrating design processes into the core of our management strategy, we not only learned from the challenges of the Taro project but also set a new standard for innovation and efficiency across all our ventures.
This shift marked a turning point, paving the way for sustained success.