August 9, 2016 | By: Tomas Vedsmand, Søren Kielgast & Dr. Robert G. Cooper | In: Strategies
Recent experiences show that Agile project-management methods can be used in the innovation process and has a great potential to reduce development time and increase the success rate of new products. The article briefly outlines how an Agile method, such as Scrum, can be used within a structured innovation process with milestones and decision points, such as Stage-Gate®, and what benefits it provides to both manufacturers and service-providers.
Sabemos que a capacidade de inovação é um fator crítico de metas estratégicas de crescimento. Sabemos também que o sucesso da inovação não é uma ocorrência única, mas o resultado da habilidade de uma organização de conceber, desenvolver e comercializar novos produtos e serviços de maneira sustentável. Neste artigo, o Dr. Scott J. Edgett discute um modelo para medir se a sua organização tem um processo de inovação maduro, com capacidades de inovação bem-internalizadas.
Fazer mais das mesmas velhas melhorias, extensões e modificações de produtos – renovação do produto – não entregará o impacto em vendas e lucro necessário para o negócio crescer. Para a grande maioria das empresas, desenvolvimento de produto significa extensões de linha, melhorias e modificações de produtos e serve apenas para manter a participação de mercado. As empresas competem cada vez mais por um pedaço de uma torta que está encolhendo, através da introdução de um novo produto insignificante após o outro. O lançamento de um novo produto realmente diferenciado em mercados maduros é raro nos dias de hoje.
A gated product development process is often implemented by organizations to assist in scrutinizing projects throughout their lifecycle to ensure only the fittest survive. Unfortunately, many of the checks and balances lack the teeth required to kill doomed projects before they squander resources. How can a TV show provide valuable insight into your gate meetings? Stay tuned to learn more.
We know that innovation capability is a critical driver of strategic growth targets. We also know that innovation success is not a one-time occurrence, but the result of an organization’s ability to conceive, develop and commercialize new products and services on a sustainable basis. In this article Dr. Scott J. Edgett discusses a model for measuring if your organization has a mature innovation process with well-internalized innovation capabilities.
Doing more of the same old product improvements, extensions and modifications – product renovation – won’t deliver the sales and profit impact needed to grow the business. To the great majority of businesses, product development means line extensions, improvements and product modifications and only serves to maintain market share. Firms increasingly compete for a piece of a shrinking pie by introducing one insignificant new product after another. The launch of a truly differentiated new product in mature markets is rare these days.
Best practices for the process, the gates and gate keepers during Stage-Gate® have been explained. But are there newer more innovative tools and techniques being used? Kevin Coughlan is currently studying project management at the UCD Smufit Graduate Business School in Dublin. This article is a description of his report and a request for assistance with research on the topic; which management tools and techniques are used to compliment the first three stages of the Stage-Gate® process?
Risk management can provide visibility, analytical insights and governance that can help companies better manage and optimize their innovation portfolio. In this article Adi Alon and Ken Hooper look at learnings from the VC industry and risk management practices to provide three principles that can drive higher return from an innovation investment.
Stage gate management at the front end of innovation is an accepted practice in innovation management but is it the right approach as we move away from traditional dependence on R&D for product innovation? Paul R Williams, Executive Director of American Institute for Innovation Excellence suggests an alternative.