Maximizing productivity in product innovation

Research Technology Management

Volumn 51, Issue 2, 2008, Pages 47-58

  Cooper, Robert G ^a,b,c,d   Edgett, Scott J ^a,d  

^a Product Development Institute

^b MCMASTER UNIVERSITY   (Canada)

^c Product Development and Management Association

^d PENNSYLVANIA STATE UNIVERSITY   (United States)

Author keywords

Lean product development; NPD productivity; Portfolio management; Stage Gate

Indexed keywords

PRODUCTIVITY; PROJECT MANAGEMENT; SUSTAINABLE DEVELOPMENT;

LEAN PRODUCT DEVELOPMENT; PORTFOLIO MANAGEMENT; PRODUCT INNOVATION;

INNOVATION;

EID: 41749096815     PISSN: 08956308     EISSN: 19300166     Source Type: Journal    
DOI: 10.1080/08956308.2008.11657495     Document Type: Article

References (32)

1. The initial APQC study results were published in RTM in a three-part series: R. G. Cooper, S.J. Edgett and E.J. Kleinschmidt, 'Benchmarking best NPD practices - Part 1: Culture, climate, teams and the senior management role," Research-Technology Management 47, 1, Jan.-Feb. 2004, pp. 31-43.
2. Also Part 2: "Strategy, resources and portfolio management practices" In RTM 47. 3, May June 2004, pp. 50 60;
3. and Part 3: "The NPD process and key idea to-launch activities" in RTM 47, 6, Jan.-Feb. 2005, pp. 43-55.
4. The full report is in Best Practices in Product Innovation: What Distinguishes Top Performers, Product Development Institute. 2003 (www.prod-dev.com).
5. M. Adanis and D. Boike, "PDMA foundation CPAS study reveals new trends," Visions, XXVIII: 3, July 2004, pp. 26 29:
6. and: The PDMA Foundation's 2004 Comparative Performance Assessment Study (CPAS).
7. For mid-1990s data, see: A. Griffin, Drivers of NPD Success: The 1997 PDMA Report. PDMA 1997.
8. Section taken from: R. G. Cooper. "Your NPD portfolio may be harmful to your business's health," PDMA Visions. XXIX, 2, April 2005, pp. 22-26.
9. For 1985 data, see: R. G. Cooper and E.J. Klelnschmidt, "An Investigation Into the new product process: steps, deficiencies and impact." Journal of Product Innovation Managements 3, 2, 1986. pp. 71-85. For current data, see APQC study, endnote 1, Part 3.
10. Arthur D. Littlie. How Companies Use Innovation to Improve Prof itability and Growth. Innovation Excellence study, 2005.
11. These studies are summarized in: R. G. Cooper, "New Products: What Separates the Winners from the Losers." Chapter 1 in: The PDMA Handbook of New Product Development. 2nd edition, New York, NY: John Wiley & Sons 2004;
12. also: R. G. Cooper, Winning at New Products: Accelerating the Process from Idea to Launch, 3rd edition. Reading, MA: Perseus Books, 2001, Chapters 2 and 3.
13. These seven principles are described in detail in: R. G. Cooper and S.J. Edgett, Lean. Rapid and Profitable New Product Development, Product Development Institute, 2005 [www.stage-gate.com).
14. Parts of this section are from: R. G. Cooper, "Formula for success." Marketing Management Magazine. American Marketing Association, March-April 2006, pp. 21-24.
15. For more on the lead user method, see: E. A. Von Hippel, Democratizing Innovation, Cambridge, MA: The MIT Press. 2005;
16. also: G. L. Lilien et al., "Performance assessment of the lead-user idea generation process for new product development," Management Science 48, 8, Aug. 2002, pp. 1042-1059.
17. Open Innovation is described in: H. Chesbrough, Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School Press, 2003;
18. also: Docherty, M., "Primer on 'open Innovation' : Principles and practice," Visions, April 2006;
19. and Chapter 5 In: R. G. Cooper and S.J. Edgett, Creating Breakthrough New Product Ideas: Feeding the Innovation Funnel, Product Development Institute Inc., 2007 [www.stage-gate.com).
20. Reasons for new product failure and success have been widely studied. For good summaries, see PDMA Handbook and Winning at New Products, In endnote 6.
21. These portfolio tools can be found In: R. G. Cooper and S.J. Edgett, "Ten ways to make belter portfolio and project selection decisions." PDMA Visions Magazine, XXX, 3. June 2006, pp. 11-15;
22. and: R. G. Cooper, S.J. Edgett and E.J. Kleinschmidt, Porfolio Management for New Products. 2nd edition. New York, NY: Perseus Publishing, 2002.
23. These open innovation company examples are in: L. Huston and N. Sakkab, ' Connect and Develop: Inside Procter & Gamble's new model for innovation," Harvard Business Review 84, 3, March 2006, pp. 58-66.
24. also: P. Chisman and A. Achter, "How Kimberly-Clark uses open Innovation to enhance NPD success," Visions XXX, 4, Sept. 2006, pp. 10-11;
25. and: J. Tao, and V. Magnolia, "How Air Products and Chemicals 'identifies and accelerates'," ResearchTechnology Management, Sept.-Oct. 2006, pp. 12-18.
26. See www.stage-gate.com for a list of recommended suppliers of Stage Gate software.
27. M. N. Kennedy. Product Development for the Lean Enterprise, The Oakley Press, 2003.
28. See also summary of University of Michigan study on Toyota, reported In: J. Morgan, Applying Lean Principles to Product Development, report from SAE International Society of Mechanical Engineers, 2005 [www.shop.sae.org).
29. J. Morgan, 14.
30. For P&.G's six NPD principles, see: R. G. Cooper and M. Mills, "Succeeding at new products the P&G way: A key element is using the 'Innovation Diamond'," PDMA Visions, XXIX, 4, Oct. 2005, pp. 9-13. SIMPL™ is a trademark of P&G and is their version of a Stage-Gate® process. Stage Gate® is a registered trademark of Product Development Institute: see www.prod-dev.com.
31. J. Messrner. "Increasing productivity with lean development," Danfoss A/S internal company document, 2004.
32. Management Roundtable, Apple Rethinks Core Process: Improves Cycle Time, Knowledge Roundtable, Waltham, MA, 2004.