What’s Next After Stage-Gate?
As the creator of the Stage-Gate® process, Cooper is often asked, “What’s next after Stage-Gate?” For years, no answers. Now, we’re seeing new approaches emerging from progressive companies that represent a new generation of idea-to-launch processes – systems designed to handle bolder and bigger innovations, and to overcome some of the deficiencies of the traditional gating model. For some firms, the changes are evolutionary, but some are revolutionary. The result is what Cooper calls the Triple A System: Adaptive and flexible; Agile; and Accelerated.
Next Stage for Stage-Gate?
This is a shorter version of the article above, namely “What’s Next After Stage-Gate” -- at look at what cutting edge firms are doing to take their idea-to-launch systems to the next level. The result is what Cooper calls the Triple A System: Adaptive and flexible; Agile; and Accelerated.
Agile–Stage-Gate Hybrids: The Next Stage for Product Development
Provides insight into how leading firms are now beginning to integrate elements of the Agile IT product development method into their traditional gating processes to develop physical products. The trend began first in the IT industry, where Agile and Stage-Gate methods were found to complement each other, and only recently has been seen in manufacturing firms. The benefits of the hybrid model include much faster product releases, better response to changing customer requirements, and improved team communication and morale.
The Agile–Stage-Gate Hybrid Model: A Promising New Approach
Continues from the RTM article above, but gets into more detail. This article provides insights into the dramatic performance results achieved from Agile-Stage-Gate from a sample of European manufacturing firms, and then into the details of how the new hybrid model works. The article also introduces the “Power of Nine” –- the three new artefacts, three new roles, and three new tools in Agile-Stage-Gate. A case study from LEGO outlies the approach.
Agile-Stage-Gate: New Idea-to-Launch Method for Manufactured New Products Is Faster, More Responsive
This is the third in the series on the Agile-Stage-Gate approach to product development manufactured or physical new products. Here the emphasis is on B2B firms. New case studies are included to illustrate more details of how the new model works. An important section deals with ten tough issues faced in its implementation, and the solutions that early adopters have tried with success. The article ends with a look at why the new Agile-Stage-Gate model works so well for manufacturing firms... why it delivers what it does!
Next in New Product Development: Agile-Stage-Gate Hybrids
This article in the CIMS Innovation Management Report summaries the three articles above – a quick look at Agile-Stage-Gate, how it works, the results achieved, and some of the challenges. Although a good summary and introduction, you really need to get into the three articles above for real understanding.
Idea-to-Launch Gating Systems: Better, Faster, and More Agile
This article provides the latest insights into how leading firms are rethinking and reinventing their idea-to-launch gating systems. They are adding elements of Agile to traditional Stage-Gate to add flexibility and speed while retaining structure and rigor. They’re also building in methods to make the process faster, less bureaucratic and also more adaptive and flexible.
Meeting the Challenges of Agile-Stage-Gate—Part I
In previous articles (above), Cooper, who introduced Stage-Gate®, reported that “reborn” Stage-Gate systems are integrating Agile methods with traditional gating approaches to yield an Agile-Stage-Gate hybrid model that can be adapted to manufactured new products—and with dramatic results. But there are also major challenges to making this happen—it’s not as easy as simply parachuting Agile methods into Stage-Gate! This first in his two-part series outlines these challenges, and how some companies are finding solutions.
Meeting the Challenges of Agile-Stage-Gate—Part II
This second in this two-part series (see Part I above) outlines more of these Agile-Stage-Gate implementation challenges, and how some companies are finding solutions.
Determining the Value of Ambiguous Agile Projects With Multiple Iterations Using Expected Commercial Value
Agile Development provides benefits to manufacturers, but also creates new challenges. One is how to place an economic value on Agile projects, which are ambiguous, uncertain, and fluid. The Expected Commercial Value (ECV) is outlined as a tool to gauge the economic value of highly ambiguous Agile projects with multiple iterations. The mathematical derivation of the ECV equations is described in detail.
Agile–Stage-Gate for Manufacturers: Changing the Way New Products Are Developed
Agile development methods borrowed from the software industry are now being used by a handful of manufacturing firms for the development of physical products. This article presents six case studies from major firms, and shows that early outcomes are positive, with firms reporting significant improvements in time to market and development productivity. However, they also identified many challenges in implementing Agile–Stage-Gate hybrids.