The Stage-Gates, Idea-to-Launch Process - Update,

Whats New and NexGen Systems

Summer Term 2016
Session 2 Group 1.1 Paper Presentation
School of Business and Economics | TIME Research Area
Technology and Innovation Management Group (TIM)

TIME Research Area | Technology and Innovation Management Group (TIM)

AGENDA
Stage-Gate, Idea-to-Launch Process-Update, Whats New, and NexGen Systems

Introduction
Paper Description

Paper Analysis

Deductions and Assumptions| Impact on Innovation

Paper Discussion

Myths | Challenges | Future Scope

Strengths and Weaknesses| Possible Refinements and Extensions

Conclusion

Group 1.1, Innovation Management

TIME Research Area | Technology and Innovation Management Group (TIM)

AGENDA
Stage-Gate, Idea-to-Launch Process-Update, Whats New, and NexGen Systems

Introduction
Paper Description

Paper Analysis

Deductions and Assumptions| Impact on Innovation

Paper Discussion

Myths | Challenges | Future Scope

Strengths and Weaknesses| Possible Refinements and Extensions

Conclusion

Group 1.1, Innovation Management

TIME Research Area | Technology and Innovation Management Group (TIM)

Introduction | Stage-Gate
Origin and Method Description

A Stage-Gate process is a conceptual and operational map for moving new product
projects from idea to launch and beyond

Blueprint for managing the new

development (NPD) process

Improves effectiveness and efficiency.

Stages

product
to

The innovation process is series of stages

Each stage composed of a set of required or recommended best-practice activities

Gates

Gates serve as qualitycontrol check points, go/kill and prioritization decisions

points

Points where the path forward for the next play or stage of the project is agreed to.
Group 1.1, Innovation Management

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

Introduction | Stage-Gate
Typical Stage-Gate System
Fig. shows typical Stage-Gate
schematics which was primarily
developed.

Details of a Stage-Gate pair

Group 1.1, Innovation Management

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

Introduction | Stage-Gate
Stage-Gate In New Product Development

Group 1.1, Innovation Management

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

AGENDA
Stage-Gate, Idea-to-Launch Process-Update, Whats New, and NexGen Systems

Introduction
Paper Description

Paper Analysis

Deductions and Assumptions| Impact on Innovation

Paper Discussion

Myths | Challenges | Future Scope

Strengths and Weaknesses| Possible Refinements and Extensions

Conclusion

Group 1.1, Innovation Management

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Description | Overview of thoughts

Brief Contents

Myths about Stage Gate and its implementation

Challenges in Implementation of Stage Gate

Next Generation Stage Gate

Group 1.1, Innovation Management

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Description | Stage-Gate

Myths of Stage-Gate

Similar to
Project
Management

Phase Review
Process

Back End/
Product Delivery
Process

Data Entry
Scheme

Bureaucratic
System
Group 1.1, Innovation Management

Rigid Lock Step

Process

Linear System

Myths
Project control
Mechanism
Dated,
Stagnant
System
Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Description | Stage-Gate

Myths of Stage-Gate

Similar to
Project
Management
Back End/
Product Delivery
Process

Phase Review
Process
Rigid Lock Step
Process

Linear System

Myths
Myths

Data Entry
Scheme

Bureaucratic
System
Group 1.1, Innovation Management

Project control
Mechanism
Dated,
Stagnant
System
Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Description | Stage-Gate

Challenges in implementation of Stage Gate
Misapplying cost
cutting models to
innovation projects

Too much relying

on software as
solution

Portfolio Management
without stage gate
process

Making Gates
Work

Gates with no Teeth

Hollow Decisions at Gates
Gate Keepers behaving badly

Group 1.1, Innovation Management

Expecting
Impossible from a
Process

Challenges

No Pain No
Gain

Too much
bureaucracy in Idea
to Launch process

Deliverables overkill
Demanding much
non-value added
work in stages

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Description | Stage-Gate

Next Generation Stage Gate

A Flexible
Process
An open system

Scaled to suite
different risk-level
projects

Accountability, review
and Continuous
improvement

Next-Gen Stage-Gate
An adaptable
process
Accelerating the
gates
More Effective
governance

Group 1.1, Innovation Management

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

AGENDA
Stage-Gate, Idea-to-Launch Process-Update, Whats New, and NexGen Systems

Introduction
Paper Description

Paper Analysis

Deductions and Assumptions| Impact on Innovation

Paper Discussion

Myths | Challenges | Future Scope

Strengths and Weaknesses| Possible Refinements and Extensions

Conclusion

Group 1.1, Innovation Management

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Analysis | Deductions and Assumptions

The importance can increase with growing need for innovations but
will face bigger challenges in future

SIGNIFICANCE
&
IMPORTANCE

EVOLUTION

SURVIVAL

CHALLENGES

One of the fundamentals for managing innovations and launching products to market.
Being implemented by all major firms.

The initial structure has undergone several modifications as per real life requirements.
The process has evolved to meet modern fast paced needs. Also been segregated as per
industry size.

Flexibility as per industry requirements ensures the process to be present in the future.
Innovation will remain forever and so it needs to be managed

Misinterpretation and failures of major firms can question the process.

Alternative processes with more industrial acceptance can make this process ineffective.

Group 1.1, Innovation Management

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Analysis | Impact on Innovation

Interpreting the impact on innovativeness of countries
Stage Gate Process
Origin: USA
Author: Dr. Robert
G. Cooper
Company: Stage
Gate International

Used by 80% and more firms in

North America

USA is the
most
Innovative
Country

In 2008 Japan was the leading innovative country and presently South Korea. But still Japan,
Germany and Finland have always been more innovative than USA.

Group 1.1, Innovation Management

Source: THE BLOOMBER INNOVATION INDEX, Economist Intelligence Unit report (CISCO)

TIME Research Area | Technology and Innovation Management Group (TIM)

AGENDA
Stage-Gate, Idea-to-Launch Process-Update, Whats New, and NexGen Systems

Introduction
Paper Description

Paper Analysis

Deductions and Assumptions| Impact on Innovation

Paper Discussion

Myths | Challenges | Future Scope

Strengths and Weaknesses| Possible Refinements and Extensions

Conclusion

Group 1.1, Innovation Management

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Discussion | Strengths and Weaknesses

Research Paper Structure

Strengths:

Weaknesses:

The Paper maneuvers well through the

topic, starting with Introduction of Stage
Gate, to busting the myths on Stage
Gate and introducing to the New Age
Stage Gate of the next generation.
The paper emphasizes and supports the
points with real time industrial examples,
complementing and reiterating the
writers point of view.

Group 1.1, Innovation Management

The author presents the Paper in a

more defensive mode, defending the
likes of using a Stage Gate against its
misuse.
(Ex:- The author criticizes and cites
failed examples of companies on the
modification and combination of Stage
Gate in the early stage of the paper and
equally applauds the use of Lean plus
Stage Gate by J&J and P&Gs SIMPL
(P&Gs version of Stage Gate).

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Discussion | Strengths and Weaknesses

Research Paper Content

Strengths:

Weaknesses:

The author doesnt provide any

statistics supporting the successful
implementation of Stage Gate in
successful companies.

The author leaves a grey zone in his

own argument on the combined usage
of Stage Gate with any other system by
mentioning the successful combination
of Lean system and Stage Gate by J&J.

The author furnishes and explains real

time examples of Stage Gate from
different Industrial backgrounds,
emphasizing on the vast applications of
Stage Gate as a system.
The author presents his paper as a
whistle blower, educating the readers on
the importance of using Stage Gate
better as a system.

Group 1.1, Innovation Management

The examples mentioned in the paper

are mostly emphasized on American
companies and about American
economy.

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Discussion | Questions and Refinements

Research Paper Structure and Content

Questions:

Refinements:

The author could have presented real

time statistic data to support his theory of
Stage Gate success,

Eg:- providing a statistics of number

of companies employing Stage Gate
against the companies successful
innovations would have added
weight to the authors argument.

The author presenting case studies of

Stage Gate success may encourage
companies to work on implementing
Stage Gate better.

Gates are rated one of the weakest areas

in product development, with only 33% of
firms having rigorous gates throughout the
idea-to-launch process. Further, only 56%
of development projects meet their sales
targets, which means gates are not doing
their job: Too many bad projects and too
many projects in trouble sliding through.

The Stage Gate process could be

evaluated and audited by external or
internal sources (experts), or
implementing Best Practices from other
companies, thereby helping the teams
get the better idea of a Stage Gate
process, hence avoiding a process
failure and also inhibiting continuous
improvement.

Group 1.1, Innovation Management

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

Paper Discussion | Questions and Refinements

Research Paper Structure and Content

Questions:

Refinements:

Lean Manufacturing methods work well

in the factory to reduce waste and nonvalue-added activities - manufacturing is
a very different process from innovation.
The example of J&J using Lean
system in combination to Stage
Gate, to decide on a project in just 3
days is an example to the above
question raised by the author in his
paper.
With Market timing pressure on
companies, combining another
system with Stage Gate may yield
better and faster results.

Group 1.1, Innovation Management

The author could have given a mention

of examples of smaller organizations
employing Stage Gate, also mention of
global companies employing Stage
Gate could show global presence of
Stage Gate.

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

AGENDA
Stage-Gate, Idea-to-Launch Process-Update, Whats New, and NexGen Systems

Introduction
Paper Description

Paper Analysis

Deductions and Assumptions| Impact on Innovation

Paper Discussion

Myths | Challenges | Future Scope

Strengths and Weaknesses| Possible Refinements and Extensions

Conclusion

Group 1.1, Innovation Management

TIME Research Area | Technology and Innovation Management Group (TIM)

CONCLUSION | Impact on Innovation

Paper points out the Myths, provides Solutions for common failures
and also explains on how to Make it Work
NEXT GENERATION STAGE-GATE
MYTHS

IT Tools does not solve everything. It helps

in communicating.
Over sized reports by Project Teams. For eg.
P&G prepare Gate reports of 2 pages

MAKING IT WORK

DEALING WITH COMMON

ERRORS & FAIL POINTS

For eg. GE tried to implement

6Sigma(Cost Reduction) into their Stage
Gate without adding more resources
(failed).
Stage-Gate Has Been Adapted to Become an Open Innovation Model

Group 1.1, Innovation Management

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

CONCLUSION | THEN & NOW

The changing demands and complexities of Stage-Gate Process.
Feasibility in future
generation of Innovation.
Effectiveness in Global
Markets and especially in
developing innovative
nations.
Successful integration of
Lean Methodology in
Stage-Gate Process to
reduce Product
Development Time.
Group 1.1, Innovation Management

Source: Robert Cooper, J Prod Innov Manag 2008

TIME Research Area | Technology and Innovation Management Group (TIM)

QUESTIONS AND DISCUSSION

Thank you for your attention

Further
Discussions
....

Group 1.1, Innovation Management | im16rwth1@gmail.com

Group 1.1, Innovation Management

Source: Marketoonist.com

TIME Research Area | Technology and Innovation Management Group (TIM)

LITERATURE
Key references
Robert G Cooper, 2008. The Stage-Gates, Idea-to-Launch Process Update, Whats New and
NexGen Systems, Production Innovation Management, 25, 213-232.
Scotte J. Edgett, Robert G Cooper, 2012, Best practices in Idea to Launch Process and its
governance, Research Technology Management, April 2012, 43-54.
Michelle Jones, Scotte J. Egdett, Evolving the way you Innovate, Retrieved from
http://www.stage-gate.com/resources_stage-gate_evolve.php

Group 1.1, Innovation Management