Can an organization dramatically improve the quality, speed, and profitability of their new product projects while driving down the risk of failure? Absolutely. And we know how top performing companies master this critical practice.
The Stage-Gate® idea-to-launch model is the industry standard for managing new product innovation excellence. The ground-breaking, widely-implemented process expertly integrates numerous performance-driving practices into an easy-to-understand recipe for success. Its robust design engages users of all decision-levels and functions, enabling quality execution, timely Go/Kill decisions, alignment and speed. The result: superior products reaching markets faster and generating better profits.
Whether you are launching game-changing technologies and products that alter competitive landscapes and create new markets, introducing new-to-company products to generate new revenue streams, or defending market share by releasing improved versions of products, adopting the Stage-Gate model improves performance and reduces your risk of failure.
Product innovation experts and creators of the Stage-Gate model, Robert Cooper and Scott Edgett, provide an introductory overview.
Agility, front-end vitality, customer centricity, collaboration and gate governance are five high-impact approaches that top performing companies are using to evolve their idea-to-launch innovation processes in order to strengthen their innovation capability.
Does your company have the ability to successfully develop and launch new products and services on a sustainable basis? In this article, Scott Edgett highlights the traits that are proven to impact success.
Robert G. Cooper and Scott J. Edgett
What elements of a best-in-class idea-to-launch system really make a difference? In this article, Scott Edgett explores the latest cross-industry new product development benchmarks. Compare your company against the performance of 211 businesses and uncover the key idea-to-launch process practices that drive top results.
Gates are the quality control checkpoints in a Stage-Gate® idea-to-launch process. Holding effective gate decision meetings is critical to ensure that the "right projects are done and that they are done right". This infographic highlights 5 gate practices implemented at top performing companies.
Robert G. Cooper
What are leading firms doing to move beyond their current innovation processes? This article looks at new approaches emerging from progressive companies that represent a new generation of the Stage-Gate® idea-to-launch model.
Robert G. Cooper and Angelika Dreher
Where can companies find the best ideas to feed their innovation funnels? Learn how to systematically manage an approach to generate game-changing new product ideas, and discover the most popular and effective sources of robust new product ideas.
Robert G. Cooper
What is the most effective way to invest your R&D and new product resources? This article reveals two different approaches to portfolio management and presents a number of tools that will help you select projects and visualize your portfolios of new product projects.
Scott J. Edgett and Michelle Jones
Product innovation is a value-add activity that helps companies achieve strategic growth goals. Introducing it into your organization is more about leading change, culture, and behaviors than it is about managing new product development. Discover 10 tips that can improve adoption of your Stage-Gate® process, and turn new product development into a competitive advantage.
Scott J. Edgett and Devon Gerchar
What does success look like in foodservice product innovation? Innovation expert Scott Edgett uncovers the results of a benchmarking study of 106 foodservice manufacturers, and explores the leading metrics for measuring innovation performance, the impact of a systematic product innovation process, and the importance of collaboration in new product development.
Michelle Jones and Devon Gerchar
In foodservice, success in new product development is the result of the execution of a series of best practices. In this article, Michelle Jones highlights three specific practices that our recent research study highlighted as critical, and explores their contribution to improving product innovation performance and results.
Featuring Robert G. Cooper
Developing bold innovations and launching game-changing products requires a unique approach to the idea-to-launch process. In this interview, innovation management expert Robert Cooper explains how to source and nurture bold new product ideas, and what executives can do to develop bigger and bolder new products.
Michelle Jones
Developing new products is one of the most complex business processes a company can manage. Discover three ways you can simplify this complex, value-creation business process without compromising its power.
Robert G. Cooper
Can Stage-Gate® be used for software development? Can Agile be used to develop physical products? Robert Cooper explores the differences between Stage-Gate® and Agile development, and outlines how product development teams can manage projects more effectively by integrating the two methodologies.
Scott J. Edgett
How do leading innovative companies manage NPD projects? In this article, Scott Edgett explores the approaches and practices of 4 leading companies: Electro Scientific Industries Inc.; EXFO; Becton, Dickinson and Co.; and Ashland Inc.
Scott J. Edgett
Efficient organizations review projects, learn from their mistakes, and share knowledge to improve performance. In this article, Edgett shares how three companies use Post-Launch Reviews to improve their processes, and increase their knowledge-sharing capabilities.
Scott J. Edgett
In this cross-industry analysis of 257 business, Scott Edgett uncovers the latest new product success, failure, and kill rates, and explains why top performers are successful. Quickly benchmark your organization’s performance and compare yourself against some of the world’s top performing innovators.
If your goal is to create a sustainable capability to launch winning new products, master two critical steps: design and implement a high-quality Stage-Gate process. Michelle Jones offers five ways to organize, communicate, and implement your Stage-Gate process design to make product innovation a competitive advantage within your company.
Robert Cooper and Angelika Dreher explain how they designed and implemented a world-class Stage-Gate® process at OMICRON, a global innovator in the electrical power and diagnostics industry. Discover how they approached this initiative and five key factors for why it was so successful.
Can your project leaders drive innovation? Michelle Jones discusses how to empower project leaders to drive new products to market, and how to apply 4 key enablers of product innovation leadership in your organization.
Your innovation process should be constantly evolving to meet the strategic business goals of your company. Michelle Jones provides 5 tips for process owners to effectively champion innovation change within their organization.
Where can an organization focus its efforts to drive immediate results from new product development? In this article, Ken Huskins identifies 5 key areas where you can quickly achieve great improvements in a short period of time.
The problem: Too many projects in the pipeline, projects taking too long, and products underperforming. The solution: Gates with Teeth. Robert Cooper provides recommendations on how to improve new product development productivity by picking the highest-value projects to pursue.
Perhaps the greatest challenge that Stage-Gate® users face is making the gates work. Discover if your gates are suffering from two killer symptoms that allow too many projects to pass through your process, and identify how you can remedy the situation.
Cooper explains why ‘Spiral Development’ is a necessary practice to preserve flexibility in your Stage-Gate® process. Learn how ‘Spiral Development’ makes your idea-to-launch process agile and helps yield higher-quality products and improve speed to market.
Leading companies are continually evolving their idea-to-launch process to incorporate newer innovation practices while remaining lean. World-renowned author and innovation expert Robert Cooper explains what many of these firms are doing well, most notably incorporating better governance practices.
Companies such as GE, Procter & Gamble, Johnson & Johnson, and ITT industries are proficient users of Stage-Gate® and are consistently winning at new products. In this article Robert Cooper illustrates what these leading companies are doing to quickly drive superior new products to market.
Where do breakthrough new product ideas come from? How can companies harness these great ideas? Robert Cooper and Scott Edgett compare different ideation methods and identify which are the most effective to feed your innovation process.
Companies are always looking to improve productivity and get “more bang for the buck”. Cooper and Edgett explore what top performers are doing to increase new product development productivity, remove waste, and achieve leaner, quicker idea-to-launch processes.
Does your Process Manager guide your new product projects so they are executed effectively? Michelle Jones explores five key roles that the New Product Development Process Manager plays, and explains how each role contributes to the success of your new product development efforts.
How can you make the case for taking on an Idea-to-Launch process improvement initiative? In this article Michelle Jones offers three easy ways to identify improvement opportunities in your innovation process, and four ways to estimate the potential benefits.
New product development productivity is down. What is the root cause? New product development industry thought-leader Robert Cooper explains why companies are not producing blockbuster products, and provides a multi-faceted solution to help companies introduce higher-value projects while maintaining some resources for low-hanging fruit type of projects.
Technology Development projects lay the foundation for a steady stream of new products and process revenue. Robert Cooper explores why they are becoming increasingly rare in companies today. Learn how to revive them and improve how they are executed through a unique Technology Development Stage-Gate® process.
With Stage-Gate® now a part of many organizations’ internal business processes, what can companies do to boost its new product development productivity? Robert Cooper reveals 7 principles that best-performers have followed, and 6 elements that you can build into your new product development program.
In Part 1 of a two-part series, the authors explore their experiences working with a diverse group and large number of firms across many industries, and uncover the next set of best practices in the idea-to-launch process. Discover the impact of critical front-end activities and 7 tactics to generate new product ideas.
In Part 2 of the two-part series, the authors explore additional ways that leading firms are improving their Stage-Gate® processes. In this article, they focus on how organizations are making their gates more effective to produce better Go/Kill decisions.
Product innovation in most companies does not unfold as well as it could. Projects go wrong, take too long, or are poorly executed. In this article, Robert Cooper provides 7 reasons why, and offers practical solutions to overcome each of these challenges.
New products are critical to a company’s growth and prosperity. This cross-industry analysis of the new product development processes of 123 organizations explores what happens and what impacts performance, and provides 4 key actions executives can take to improve innovation performance.
Senior management must lead the way in new product development by providing both the leadership and commitment of the necessary resources. Robert Cooper and Scott Edgett provide a cross-industry analysis of 105 businesses and explore eight key senior management characteristics that separate top performing companies from the rest.
