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Stage-Gate® Product Development Process
| Maximise your profit an growth from new products |
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The best companies (the top 25%) achieve five times higher sales from their development projects and twelve times more than the worst. |
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The reasons for these differences - the connection between high performance and certain working methods - is determined through Dr Cooper's research and translated into proven best practices. |
Use an authentic best practice Stage-Gate product-development process
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StageGate® is a road map which guides project teams and management on their journey from idea to a profitable product. |
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The performance impact is proven through Dr Cooper's research and analyses of over 2,000 development projects and more than 500 companies. |
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Stage-Gate® is the process of choice for leading innovators around the world. |
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We are a science based management consulting firm that have assisted a large number of companies with Stage-Gate® and other tools like
ProBE® innovation benchmarker and portfolio management. |
© Jens Arleth, 2010
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EXECUTIVE BRIEFING<br />
New products are critical to the growth, prosperity, and survival of the modern corporation. Nine key lessons for new product success improve the chances of winning and reduce the time-to-market. These lessons build on the NewProd studies of more than 2,000 new product launches, successful or otherwise, by hundreds of firms. The Stage-Gate system, a new tool for managing the product innovation process, builds on those nine lessons. Stage-Gate models have been successfully implemented around the world in many leading companies in the last half-dozen years.<br />
Many leading firms have developed a systematic Stage-Gate process for taking a new product project through the various steps from idea to launch. What is most important however, is that they have built the key best practices into the idea-to-launch process in order to improve the productivity and timeliness of their projects. <br /><br />
The Stage-Gate process<br />
Stage-Gate breaks the innovation process into a preplanned set of stages, each with prescribed, multifunctional, and parallel activities. The model above shows the process. Before each stage, there is a decision gate, a checkpoint for a go or kill decision. Many other names have been used to describe similar formats, among them "product delivery process", "new product process ", "gating system", and "product launch system".
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<a href="best-practices.asp">In Europe, firms such as ICI, Wawin division of Shell, Carlsberg, LEGO, and Chiquita are similarly successful examples as well as many other firms worldwide. Stage-Gate divides the new-product project into a short number of predetermined and well defined stages. </a><br />
Each is designed to gather information needed to move the project to the next decision point. Each stage is multifunctional. There is no "R&D stage" or "marketing stage"; each consists of parallel activities by people from different functional areas within the firm. Commitment at each stage costs more than the preceding one. Before each stage is a go/kill decision. Gates are like the scrums on the rugby field, the points during the game when the team converges and where all new information is brought together. Gates are the checkpoints for quality control and for choosing the next play. Gates are prededetermined with sets of "must meet" criteria and "should meet" desirable characteristics. And they designate an output -what comes next. Senior managers from different functions, who "own" the resources the project requires, usually man the gates.
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