In retrospect, it's clear the Viper team really was confronting two challenges at once. One was building the car. The other, no less important, was testing in microcosm our thinking about how platform teams should work.
We knew that if the Viper were to stand a chance of getting a green light from all of senior management, we would need to show the car had more going for it than our own right-brained passion and gut instinct. So, we subjected the car to an unflinching, left-brained analysis: for how little could we build it; how many enthusiasts might buy it; where in the market should it be priced?
Luckily for the Viper (and Chrysler!), senior management ultimately sided with the enthusiasts-but only because we'd done our homework and had marshaled a persuasive leftbrained case to go along with our right-brained instincts. At long last, in mid-'89, Lee Iacocca, in a nicely staged bit of showmanship during a West Coast financial analysts' meeting, tossed me a set of Viper keys. "Go build it, Lutz," he barked. He didn't have to tell me twice!
To this day, I have Japanese car executives coming up to me and saying, "Tell me, Mr. Lutz, exactly what market research led you to build the Viper? That research must certainly have been quite in-depth." My response: "We didn't do any research at all-we just did it!''
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