Concurrent product and process design, applied to strategy.
The Concurrent Method designs the idea, the route to market and the operating system in parallel, so the plan is built to execute from the start.
The method comes from my Master of Engineering at UNSW. Concurrent design builds the product and the process that delivers it in parallel, not in sequence. I apply the same discipline to strategy and to companies.
The first act of value is to name what is broken but accepted.
The answer usually sits between disciplines that do not normally speak. I translate between them.
Product, process, route and economics designed together, so they fit by construction.
Decisions move through gates backed by proof.
02 · Concurrent product and process design
Dainu Devis applies CPPD to shape the proposition, delivery system, economics and evidence at the same time. Choose an application to see how the workflow changes with the operating environment and decision.
For economic transformation, Dainu designs the policy intent, delivery model, institutional capability and investment logic in parallel. This gives the programme a credible route from ambition to measurable public value.
The Concurrent Method is Dainu Devis’s practical application of concurrent product and process design to strategy, industry, venture building and commercialisation.
03 · The CPPD decision room
Concurrent product and process design is a decision system. The proposition, delivery process, economics, assurance and operating capability mature together, with evidence controlling every material commitment.
Use the dashboard to inspect one decision gate at a time. It is an explanatory method map, not a project scorecard.
The outcome stays visible while each discipline defines its part of the system.
No track is treated as a downstream handoff that can be solved later.
A gate passes only when the product and the process that delivers it fit together.
Status describes the method stage. It is not measured project progress.
Start with the people, businesses and institutions affected. Establish the economic baseline, the accepted friction and the constraints that will shape delivery.
A broad reform mandate that cannot govern trade-offs.
Approve the transformation boundary and accountable public outcome.
Move through the gates to see what changes together.
Dainu uses this decision logic to keep strategy, delivery and evidence connected before commitments become expensive to reverse.
Most teams build one thing at a time, then discover the pieces do not fit. Concurrent design removes that failure at the source.