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Meeting with Dr. Robert Cooper, President of the Product Development Institute Inc. Dr. Cooper is also the creator of the Stage-Gate® system, the widely used innovation and new product development process and methodology used by leading organizations around the world to drive new products to market Based on his broad and deep knowledge, here are his answers to a number of key questions asked by Planisware.
Vous pouvez naviguer dans les questions posées ci-dessous et même partager des passages précis avec votre communauté :
02- How can a company mitigate risks in new product development projects?
03- What is the #1 hurdle to cultivating the right innovation culture?
04- Stage-Gate in a nutshell.
05- Stage-Gate: the winning model or work in progress?
06- When is a company ready to adopt Stage-Gate?
07- How to unstick a stalled new product development process? Next Generation Stage-Gate.
08- A word on criticisms leveled at the Stage-Gate model.
09- Convincing the doubters: a case study of conversion to the Stage-Gate philosophy.
10- What role does portfolio management play in successful bold innovation?
11- How does Stage-Gate accommodate the Agile methodology?
12- What role do PPM* tools play in a successful new product development process?
*Product and Project Portfolio Management tools
13- A tale of two pumps: how building voice-of-customer in the NPD process can make the difference between success and failure.
14- The future of Stage-Gate.
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Meeting with Dr. Robert Cooper, President of the Product Development Institute Inc.

Dr. Cooper is also the creator of the Stage-Gate® system, the widely used innovation and new product development process and methodology used by leading organizations around the world to drive new products to market

Based on his broad and deep knowledge, here are his answers to a number of key questions asked by Planisware.

Nous reprenons ici le détail des questions ayant été posées à Robert Cooper :

01- Why is it so important for companies to engage in bold innovation?
What is the innovation challenge ?
Your research has led you to become THE champion for bold innovation, advocating that executives transition their focus from traditional "renovations" to bold, true innovations. Tell us why this is so important in today's maturing market and please explain how you define bold innovation as compared to "renovation" projects.

02- How can a company mitigate risks in new product development projects?
You've noted that for about every seven new product ideas, about 4 enter development, 1.5 are launched, and only 1 succeeds. Given the high odds of failure, what advice do you give to executives that are trying to overcome the risk-aversion mindset and embrace true innovation? What is the most compelling way to convince an executive they should become committed to bold new product innovation?

03- What is the #1 hurdle to promoting a fertile innovation culture? 04- Stage-Gate in a nutshell.

04- Stage-Gate in a nutshell.
Dr. Cooper, you are well known as the pioneer and creator of Stage-Gate. Today, Stage-Gate is commonly thought of as a prescriptive method for conceiving, developing and launching new products, or, in other words, a recipe for the Idea-to-Launch business process. But I understand that Stage-Gate means much more than that to you. How would you describe Stage-Gate in a nutshell? Why is it so important to NPD organizations today?

05- Stage-Gate: the winning model or work in progress?
What was the origin of Stage-Gate? When did you become satisfied and convinced that Stage-Gate had become THE winning solution?

06- When is a company ready to adopt Stage-Gate?
For a company just starting out, with not too many opportunities in the pipeline, and without organized processes in place, the Stage-Gate process may seem overwhelming - or not worth the extra effort. At what point would an organization know they are ready to embark on the Stage-Gate journey? What can value can they expect to gain at an early stage?

07- How to unstick a stalled new product development process? Next Generation Stage-Gate.
In light of the trend of decreasing NPD productivity - due to the lack of breakthrough innovations among things - your response was to delve into the question of why this was happening, researching how firms could become more adaptive and more context-based to overcome challenges to true innovation... and the idea of evolving Stage-Gate began. For those who are not familiar with today's latest new version of Stage-Gate, can you briefly describe the differences?

08- A word on criticisms leveled at the Stage-Gate model.
Challenges to stage-gate.
I congratulate you on your many years of restlessly promoting the Stage-Gate process. That the Stage-Gate process is now implemented by almost 80% of North American companies and most Fortune 500 firms, clearly speaks to its wide influence. Nevertheless, there are still those that critique Stage-Gate and those that point out the many challenges to successful adoption. For example, critics of your work and research have claimed that Stage-Gate is a heavily bureaucratic process.  How do you respond to these Stage-Gate critics?

09- Convincing the doubters: a case study of conversion to the Stage-Gate philosophy.
Have you come across organizations that were adamantly opposed to putting in place such a process, and years later came back to you and asked for help?
Can you expound on the circumstances that made them come around?

10- What role does portfolio management play in successful bold innovation?
How does Stage-Gate coupled with portfolio management increase innovation in an organization? Some critics claim it leads to mediocrity and a lack of risk-taking - which are adversaries to innovation. What steps should an organization take to ensure that implementing Stage-Gate and portfolio management actually feeds innovation?

11- How does Stage-Gate accommodate the Agile methodology?
Let's talk about Agile methodology's place within Stage-Gate. How does the Stage-Gate methodology cope with the current trend towards Agile product development?

12- What role do PPM* tools play in a successful new product development process?
(*Product and Project Portfolio Management tools)
Product and Project Portfolio Management tools like Planisware surfaced around 1999.  As a vendor of PPM software for new product development, we at Planisware are convinced and committed to the value of automating Stage-Gate processes. Could you take us through a scenario of a client of yours using an enterprise solution for NPD, like Planisware?  What were their successes and failures? Could they conceivably run their business without such a tool today?

13- A tale of two pumps:
how building voice-of-customer in the NPD process can make the difference between success and failure.

14- The future of Stage-Gate.

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    Infos diverses
    Lieu : Dans les studios de Webcastory
    Format : Interview interactive
    Traitement : Méthodologie et bonnes pratiques