In the external environment of fast-paced technological change, nimble competitors, and demanding customers, world-class firms have adopted an integrated product development (IPD) process to provide best-in-class new products. IPD is a management strategy that uses customer inquiry, cross-functional teaming, and technology integration to improve the performance of product development lifecycles. The U.S. Department of Defense first proposed IPD as a name that better reflected the participation of manufacturing, design, marketing and finance in product development. IPD improves an organization's ability to quickly respond to market demands with high quality new products. Increasingly diverse needs of customers are met by exercising speed, efficiency, and quality in the development of new products. It makes sense that the next evolution of IPD can be conducted faster with the use of the Internet. The Defense Advanced Research Projects Agency (DARPA) hopes crowdsourcing will speed up the design-to-production cycle. According to Steve Lohr in a New York Times blog, " Pentagon Pushes Crowdsourced Manufacturing " (April 5, 2012), "The crowdsourcing effort will rely on a software initiative, called Vehicleforge.mil, which will be a Web portal for gathering, sharing and testing ideas." General Electric (GE ) and the Massachusetts Institute of Technology (MIT) are collaborating on the project. "Pictured is a schematic of the crowdsourcing platform GE and MIT are building to support DARPA's ongoing Adaptive Vehicle Make (AVM) portfolio. The idea of this platform is to help connect data, design tools and simulations in a collaborative environment to accelerate the design of highly complex industrial systems." The integrated, or concurrent, development process has easy access to management, with a centrally networked information system in place that is readily accessible by everyone. David R. Wallace, a professor of mechanical engineering at M.I.T, told Steve Lohr that "the Vehicleforge.mil program will allow solo inventors or small teams to tap into those capabilities. A vehicle body and chassis design, submitted as code, could be plugged into the Vehicleforge.mil platform and tested for aerodynamics by in a virtual wind tunnel, for example." Simulation services for complex designs allow researchers to "predict problems earlier to get a better design faster." Why do you think these managers believe that crowdsourcing will accelerate all of the processes that link the activities for designing and building what the customer requirements specify? How else can crowdsourcing be used as a management strategy?