在IPD的实际推行中也许会受“产品研发”这几个字的误导，上到公司高管，下到基层员工往往会狭义地认为IPD仅仅与研发组织相关，IPD的主导人也往往是研发人员，最后导致IPD的实施仅是局部的研发体系优化，但最终效果却取决于“木桶的其他短板”。
来看看IPD的定义：集成产品开发管理（IPD）以市场需求为核心，将产品开发看成一项投资，通过CBB（公共基础模块）和跨部门的团队准确、快速、低成本、高质量地推出产品。
实施需要具备的前置条件，推行集成产品研发（IPD）要实现四个重组：
- 财务重组：将项目当成一项投资，内部进行虚拟核算；
- 市场重组：以需求为核心进行规划和设计，营（Marketing）和销（Sales）分离；
- 产品重组：产品货架分层，建立CBB和平台，在CBB基础上进行异步开发；
- 流程重组：分别建立战略流程、市场流程、产品开发流程、技术和平台开发流程，以及流程匹配的跨部门的团队和项目管理体系。
可见IPD是与企业的各级人员、各个职能方向、企业整体运营管理均有深刻联系的。
实际推行的经验：
从业界推广经验来看，推行IPD的第一步是“松土工程”，也就是要求与IPD相关的所有人员特别是企业高管，一定要了解并且深入理解IPD的核心思想，知其然知其所以然。成功推行过IPD的咨询公司和企业也把对IPD的理解列为推行成功与否的首要条件。
另外，既然涉及到种种公司级的重组和变革，注定了推行IPD还是企业“一把手”工程。
翻译：
What is IPD?
In the actual implementation of IPD may be misled by the words “product research and development”, up to the company’s executives, down to the grass-roots staff often narrowly think that IPD is only related to the research and development organization, the leader of IPD is often the research and development personnel, and finally lead to the implementation of IPD is only a partial optimization of the research and development system, but the final effect depends on the “other shortcomings of the wooden barrel”.
Integrated Product Development Management (IPD) focuses on market needs, treats product development as an investment, and delivers products accurately, quickly, at low cost, and with high quality through CBB (Common Foundation Module) and cross-functional teams.
The implementation needs to have the preconditions, the implementation of integrated product development (IPD) to achieve four restructuring:
Financial restructuring: treat the project as an investment and do virtual accounting internally;
Market restructuring: Planning and design with demand as the core, separation of Marketing and Sales;
Product recombination: Stratification of product shelves, establishment of CBB and platform,
asynchronous development based on CBB;
Process reengineering: establish the strategic process, market process, product development process, technology and platform development process respectively, as well as the cross-departmental team and project management system matching the process.
It can be seen that IPD is deeply related to the personnel at all levels of the enterprise, each functional direction, and the overall operation and management of the enterprise.
Practical implementation experience:
From the perspective of industry promotion experience. The first step in the implementation of IPD is the “soil loosening project”, that is, all personnel related to IPD, especially business executives, must understand and deeply understand the core ideas of IPD, and know why. Consulting firms and companies that have successfully implemented IPD also list an understanding of IPD as a top requirement for success.
In addition, since it involves various company-level restructuring and changes. IPD is doomed to be implemented or the “leader” project of the enterprise.
