$1\mathrm{.}1$ With reference to the case study below, demonstrate the key factors driving repeated failures in new product development and innovation within the consumer goods sector. Illustrate your discussion with appropriate examples. $(20$ marks$)$

Case Study: Product development and innovation in the consumer$-$goods industry has never been easy. The involvement of many stakeholders creates a multitude of opportunities for even the most promising innovations to go off track. And competing priorities can cause organizations to lose sight of the initial product and business goals. The COVID$-19$ pandemic has further complicated the development of consumer products. Consumer beliefs and preferences will continue to evolve rapidly, forcing companies to redouble their efforts to embed the voice of the consumer throughout the product$-$development process. As Steve Jobs famously noted, $$You can$$t just ask customers what they want and then try to give that to them. By the time you get it built, they$$ll want something new.$$ In addition, companies must continue to prioritize innovation even as the pandemic puts pressure on budgets. Such investments can bring significant benefits: McKinsey analysis has found companies that invest in innovation during a crisis outperform the competition on market capitalization by $10$ percent$$ investing in innovation after a crisis gives them a $30$ percent advantage. Last, companies will have to rethink innovation and collaboration in remote$-$working team structures. This dynamic will place more importance on roles and skill sets that involve orchestrating and integrating productdevelopment processes. In our work with consumer$-$goods companies, we have identified a critical need for a product manager to connect these many stakeholders$$someone who is ultimately accountable for delivering consumer and business outcomes. The consumer$-$goods industry can learn from the evolution of product management in the technology industry and empower product managers to play this critical role. Many organizations will rapidly test new products and ideas to meet changing market demands, but this complex operating environment increases the urgent need for a sophisticated product$-$management function. A modern product manager acts as a catalyst and objective arbiter of competing interests and perspectives in the product$-$development process to facilitate both $$designing the right thing$$ and $$designing the thing right.$$ The consumer$-$goods industry in many ways defined the notion of a $$product$$ that addresses a specific consumer need and creates value. Tech companies built upon this productand consumer$-$centric philosophy and created new ways to bring together different sources of insights to build world$-$class products. The modern product manager emerged from this evolution as a central role. In our work on strategic product efforts for consumer$-$goods companies in recent years, we have found that specially appointed product leaders made a