Articles about stage-gate and innovation management

Articles for download on Stage-Gate^® and innovation

Stage-Gate® Development Process		Pages
	Stage-Gate Process for New Product Success, Cooper & Kleinschmidt: An overview of nine important success factors and a typical Stage-Gate process	8
	Streamlining Your Company's Development Process, Jens Arleth: An article on how to implement Stage-Gate in your company.	3
	Slides: Winning with Stage-Gate, Jens Arleth: Short presentation about Stage-Gate	10

Portfolio management		Pages
	Attention: Results are Down! Your NPD portfolio may be harmful to your business's health., Robert Cooper	5
	Portfolio management in product development, Jens Arleth	4
	Slides: Portfolio Management and the implementation process, Jens Arleth	16
	Slides: Portfolio Management Software	24

Best practices and benchmarking		Pages
	Uncovering the best practices in product development, Arleth & Cooper: An overview of the most important success factors and best practices in new-product development.	7
	Benchmarking case, Eurotech Ltd., Arleth & Cooper: An example of benchmarking a company and the conclusions about how to improve the company's NPD performance.	6
	Using ProBE to Benchmark Product Development, Arleth: Short article about how to benchmark NPD performance and practices	3
	Slides: Benchmarking Best Practices, Arleth: Important NPD performance metrics and best practices and how to benchmark a company.	24

Other
	Innovation must be managed differently: Jens Arleth, How to stay on budget and schedule in new-product development projects.
	Microsoft white paper: Robert G. Cooper, Winning at New Products, Pathways to Profitable Innovation.
	Product Development the P & G way: Cooper & Mills, How Procter & Gamble achieves such stellar NPD results

<A HREF="http://www.stage-gate.eu/download-articles.asp" target="_top">download-articles on Stage-Gate, lean product development, portfolio management and other innovation management topics.</a>                <a href="stage-gate-expertise.html">stage-gate expertise: see articles</a> <a href="stage-gate-training.html">stage-gate-training.html</a> <a href="stage-gate-users.html">SG users</a> <a href="stage-gate.asp">Home</a> <H3>Winning new products</H3> Principles are models that help us understand how the world works. Principles generate the same result each time someone uses them. Principles work when you work them. The law of gravity is a principle. <a href="http://www.innovation-benchmark.com/">Certain success principles apply to product development. Unfortunately these principles are more subtle than gravity. But they do make a difference. The average success rate new products is 56%. Best practice developers have a success rate of 78% Use the law of gravity for new products SG is a systematic way of applying the success principles. Be careful, however. Many companies have a development process. But important best practices are missing and therefore the process does not generate enough profit.(See stage-gate articles)</A>. Be sure to know what the winning principles or best practices are and use them properly. SG Drives Profit and Growth Higher profitability <UL TYPE="circle"> <LI> Higher profitability of your product development programme.</LI> <LI> Higher success rates.</LI> <LI> More satisfied customers willing to pay a price premium.</LI> </UL> Higher speed <UL TYPE="circle"> <LI> Shorter time from idea to profit.</LI> <LI> Improved timing and adherence to budget. </LI> </UL> Certain best practices make product development more efficient. Some of them are: - Products with a superior differential advantage. - Strong market orientation. - Solid homework before development begins. - Sharp product definition before development. - Tough Go/Kill decision points in the process. - A complete and yet flexible process with no omissions of error. Dedicated and empowered project leader and team. A high quality process secures that best practices are built into each and every development project. A systematic process New product development begins with an idea and ends with the launch of a new product. The steps between these points can be viewed as a systematic product development process. This process divides this process into a series of stages. Stages are cross-functional All stages contain prescribed and cross-functional activities, incorporating industry best practices. It is important to remember that the activities during a stage are executed in parallel, not in sequence. This ensures that they are carried out quickly and effectively. stages are cross-functional - all areas and departments of the company contribute all stages are preceded by a decision points, i.e, the gates Gates are the critical decision points Gates are the critical points in the process where a decision must be made. The gate-keepers can choose to Go, Kill, Hold, or Recycle the project. Also, gates are: "quality control" checkpoints: Has the previous stage been executed in a quality fashion? Has the project team done its job well? Is the project still attractive from an economic and business standpoint? Are the action plan and the path forward sound? project prioritisation and resource allocation decision meetings At the end of a decision meeting, a clear and well founded decision is made. If the decision is Go, this ensures resource commitments and visible support from the management to the project leader and the team. Gatekeepers: Gatekeepers are the team of senior management that who own the resources and make the Go/Kill decisions at gates. Gatekeepers: are from a different functional areas and can commit resources have a pre-set list of criteria and rules - they can't play favorites © Jens Arleth, 2010

Articles for download on Stage-Gate® and innovation

Articles for download on Stage-Gate^® and innovation