Substantial sums of money are involved with product development. This is the life blood of most companies, and to have successful and efficient processes takes substantial resources.
Product development, regardless of industry, has traditionally been a process area isolated from the CIO's world. Only in the final stage of a new product's launch is the CIO "connected" to the enterprise's back-office systems to enable sales, fulfillment and service activities. This late connection has rendered the CIO a passive participant in most product development processes.
Over the last few years, however, a new generation of products requires a greater reliance on enterprise systems to fully function. To improve time-to-market, profitability and quality of new products, tighter integration is needed. The CIO is becoming a crucial and active participant in product development success.