This study explores the innovation practices driving rapid new product development (NPD) in Chinese firms, focusing on two global companies in the construction equipment industry. Key practices identified include strategic investments in R&D, talent and patent management, mergers and acquisitions, and prioritization of “good enough” product design with high customer service. The firms also emphasize shortened NPD phases, division of tasks, high engineer density, and parallel work using information platforms. Strong project management, quick decision-making by senior leaders, and a hardworking, flexible workforce further enhance speed. Viewed through an operations strategy lens, the study explains what Chinese firms prioritize, their management decisions, and the operational capabilities they develop. This case study provides empirical data that offers insights into the innovation agility of emerging economies and contributes to a broader understanding of strategic NPD for rapid innovation.