Stage-Gate® Innovation
A Robust Idea-to-Launch System
for Conceiving, Creating &
Delivering New Products
ECO WORLD STYRIA – Graz, Austria
with: Dr. Robert G. Cooper
Product Development Institute Inc.
& McMaster University, Canada
E-mail: robertcooper@cogeco.ca
Contact in Germany, Austria, Switzerland:
five i`s innovation consulting gmbh
Dr. Angelika Dreher
a.dreher@five-is-innovation.com
www.five-is-innovation.com
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P: 905-304-8797 F: 905-304-8799
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A Critical Performance Driver
Product
Innovation &
Technology
Strategy for the
Business
Climate,
culture, teams
& leadership
Business’
Business’s new
product
performance
Resources:
Commitment
& Portfolio
Management
Idea-to-Launch
System:
Stage-Gate®
®
Stage-Gate is a trademark of
Product Development Institute Inc.
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Leading Firms Have Adopted Stage-Gate® Methods
– Nearly 75% of N.A. Industry Uses Some form of Stage-Gate® –
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It’s the Process, Not the Pocketbook1
‰ Superior results are a function of the
quality of an organization’s innovation
process
¾
¾
The bets it makes
How it pursues them
‰ Rather than either the magnitude of its
innovation (R&D) spending
‰ Example:
¾
¾
Apple’s 2004 R&D-to-Sales ratio of 5.9%
trails the computer industry average of
7.6%
Its $489 million spend is a fraction of its
larger competitors
Install an effective idea-to-launch Innovation Process – Stage-Gate –
within the business to enable productive R&D spending
1 Source: Global Innovation Study, Booz-Allen & Hamilton, New York.
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It's the Process,
Not How Much Money You Spend
‰ By rigorously focusing its development resources on a short
list of projects with the greatest potential, the company created
an innovation machine that eventually produced the iMac,
iBook, iPod & iTunes.
‰ “The competitive value of a fast and effective innovation engine
has never been greater,” said Kevin Dehoff, Booz Allen Vice
President1
¾
Noting the trend toward shorter product life cycles & an ever-faster flow
of new offerings
‰ "Yet of all the core functions of most companies, innovation
may be managed with the least rigor”
‰ “The key is to identify the priority areas where process
improvements will have the greatest impact"
1 Source: Global Innovation Study, Booz-Allen & Hamilton, New York.
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The Idea-to-Launch New Product System
How about a machine where we put our ideas in, and after processing
them, the machine gives an optimal set of projects & a steady stream of
new product winners?
Inputs: Ideas
Prioritization
& Execution
New Product
Successes
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The Stage-Gate® System
‰ Views new product development as a process
New
Product
Successes
New Product Process
Great
Ideas
‰ All work is a process
‰ Any process can be redesigned to be faster & more effective
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Stages in the Stage-Gate® System
Breaks the NPD process into a series of manageable & simple stages
with increasing resource requirements
team
New Product Development
idea
Stage 1
idea
Small team
Small $
Stage 2
Larger team
More $
successful
product
Stage 3
successful
product
Full team
Commit $
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Stages:
‰ Each stage consists of a set of prescribed and concurrent bestpractice activities, such as… Stage 2:
1.
2.
3.
4.
Undertake a voice-of-customer user needs & wants study
Undertake a detailed technical appraisal
Perform a detailed financial analysis
Define product: target market, benefits, specs.
‰ Each stage is multi-functional:
¾
Engineering, R&D, Marketing, Sales, Operations, IT, etc.
•
Requires resources & people from many functions
•
No such thing as a Marketing or Manufacturing Stage!
‰ Each stage typically costs more than the preceding stage:
¾
Incremental commitment (like buying options)
•
As resource commitments increase, uncertainties must come down
•
A risk management model
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Gates in the Stage-Gate® System
‰ Each stage is preceded by a Gate
‰ Gates = Decision Points or GO / KILL Points
Second
Screen
Idea Screen
Gate
1
Stage 1
Scoping
Gate
2
Go To
Development
Stage 2
Build
Business
Case
Gate
3
Stage 3
Development
‰ Each Gate opens or closes the road for the project to
move on to the next stage
‰ Gates are the quality control check points in the process
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Gates: The Go/Kill Decision Points
ƒ Decision:
Go / Kill / Hold / Recycle
GATE
Prescribed list of
deliverables
ƒ Forward Plan approved
decision
Gatekeepers
owner
¾ Are the results of the
activities during the
previous Stage
¾ Are based on a standard
list or menu
¾ Provide the key
information to the gate
needed to make the right
decision… efficiently
Decision
criteria
Decision based upon…
Readiness check:
¾ Quality-of-execution of previous Stage?
¾ Required deliverables in place?
Business rationale:
¾ Project strategically aligned?
¾ Attractive investment opportunity?
Action plans:
¾ “Forward Plan" a good one?
¾ Resources available?
¾ Impact on other projects?
Gates ensure that only the right projects move forward
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An Overview of the Stage-Gate® System
Stage-Gate®: A five stage, five-gate
idea-to-launch system for major NP projects
Discovery
Idea Screen
Gate
1
Stage 1
Second
Screen
Gate
2
Scoping
Go To
Development
Stage 2
Build
Business
Case
Gate
3
Go To
Testing
Stage 3
Development
Go to Launch
Gate
4
Stage 4
Testing &
Validation
About 30% of companies have an effective
idea-to-launch process – the rest are deficient
Gate
5
Stage 5
Launch
Post-Launch
Review
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Discovery
(Ideas)
MultipleSources of Ideas
Discovery
Gate
1
‰Multiple routes:
¾ Strategically
driven (top down
– strategic product roadmap)
¾ Serendipitous (bubble up)
New
Ideas
‰Both external and internal
sources:
¾Customers & users
¾Competitors
¾Technical Groups
¾Marketing Groups
¾Salesforce, tech service
¾Creativity events
¾Open innovation
¾New external technology
¾Alliances
¾Suppliers
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Set Up an "Idea Capture" System
¾
With an Innovations Champion as
Focal Point
Feedback to submitter
Ideas
Focal
Point
1
Stage 1
Gate 1
Initial
Screen
Periodic
Review &
Up-Date
Ideas
orBank
Bank
Ideas Vault
Vault or
ideas on hold
- -ideas
hold
"dead" ideas
- -"dead"
ideas
Others in
Company
Innovations Champ. receives
all ideas
• Takes ideas to Gate 1
¾ Gets decision
• Move forward to Stage 1
• Or into Vault
¾ Actively solicits ideas:
• Brainstorming sessions
• Events with customers
• Idea contest or suggestion
scheme
• Scenarios generation
• MRG events
• Lead user initiatives
Note: The Innovations
Champion is also usually the
Process Manager of the
Stage-Gate® Process
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Gate
1
Discovery
(Ideas)
Gate 1: Idea Screen
‰ Purpose:
¾
¾
¾
The initial GO / KILL
decision on a project
The first but tentative
commitment of resources
A “flickering green light”
Criteria for Go:
¾
Must Meet criteria (Yes / No –
knock-outs)
•
•
‰ Gatekeepers:
¾
•
Mid-Management CrossFunctional Decision Team
¾
Should Meet criteria (Scored 0-10 –
added for point count)
•
‰ Output:
¾
¾
•
•
Decision: Go/Kill
Forward Plan for Stage 1
Within Strategic Mandate
Minimum Market Size
No show-stoppers
•
Strategic Fit
Technical Feasibility
Market Attractiveness
Competitive Advantage… etc.
Largely qualitative (non-financial)
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Gate
1
Stage 1:
Scoping
Stage 1: Scoping
‰ Purpose:
¾
An inexpensive & quick set of activities to learn more about the
project
¾
A preliminary investigation
Key Tasks:
‰ Effort:
¾
¾
¾
¾
¾
Within one month
5-20 person-days
Less than $5-10K
total cost
Mostly desk research
¾
¾
¾
Prelim. Market Assessment
Prelim. Technical Assessment
Prelim. Business Analysis
Others: IP, Regulatory, Safety
Gate Deliverables:
¾
¾
Preliminary Business Case
Preliminary Product Definition
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Gate 2:
Second Screen
Stage 1
Scoping
Stage 2
Build
Business
Case
Gate
2
‰ Purpose:
¾
¾
A second review of the project,
but with better information (the
result of Stage 1)
Opens the door to a more
expensive second stage, Build
Business Case
‰ Gatekeepers:
¾
¾
¾
Like the first screen, Gate 1
Same Must Meet criteria
Should Meet (scored):
1.
2.
3.
4.
5.
6.
Some from Gate 1
Some senior people too
(Technical, Marketing)
‰ Output:
¾
Criteria for Go:
Strategic Fit & Importance
Competitive (Product) Advantage
Market Attractiveness
Leverages Core Competencies
Technical Feasibility
Risk & Reward (magnitude &
certainty of payoff)
Approval of Forward Plan
Commit Stage 2 resources
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Stage 2:
Build Business Case
‰ Purpose:
¾ Detailed
investigation –
the key homework stage
¾ Market, technical &
source-of-supply analyses
¾ Business &
financial analysis
‰ Effort:
¾ 2-3
person-months
‰ Key deliverable:
¾ Full
Business Case
Stage 2
Build
Business Case
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Gate
3
Stage
3
Development
Key Tasks:
1. Market analysis (size, trends, segmentation)
2. Market research: user needs & wants study
(voice of customer)
3. Competitive analysis
4. Concept test with users
5. Technical: preliminary development work, prove
technical feasibility
6. Operations: operations assessment, costing &
source of supply appraisal
7. Alliance assessment – needs, search & vetting
8. Legal: patent & legal searches
9. Regulatory, health, environmental, safety reviews
10.Detailed financial analysis: Payback, NPV, IRR &
sensitivity analysis
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Key Deliverable: A Full Business Case
‰ Product Definition
¾
¾
¾
¾
¾
Project scope
Target market
Product concept: benefits and positioning
Value proposition
Product design: features and attributes, requirements and
specifications
‰ Project Justification
¾
Bus
in
Cas ess
e
Financials and business rationale
‰ Project Plan
¾
¾
¾
Detailed Development Plan
Preliminary Market Launch &
Operations Plans
Full Project Team defined
Templates exist for all deliverables
so that expectations are clear to the team
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Gate 3:
Go to Development
Stage
3
Development
Gate
3
‰ Purpose:
¾
¾
The pivotal decision: the
"money gate"
Opens the door to full scale
development & heavy
commitment
‰ Gatekeepers:
¾
Leadership Team of the
business
‰ Output:
¾
¾
Development Plan approved
Resources for Stage 3
committed
Criteria for Go:
¾
¾
Readiness check:
Deliverables in place & OK
Should Meet (point count):
1.
2.
3.
4.
5.
6.
Strategic Fit & Importance
Competitive (Product) Advantage
Market Attractiveness
Leverages Core Competencies
Technical Feasibility
Risk & Reward (magnitude &
certainty of payoff)
¾
Full financial review – meets
hurdles?
Review & approval of Action
Plans & resources required
¾
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Stage 3
Development
Stage 3:
Development
Key Tasks:
1. Implement Development Plan
¾ Develop the product, as per Gate 3 Definition
2. Undertake in-house product testing (lab, alpha)
¾ Produce lab-tested (alpha) prototype or sample
3. Conduct limited customer tests
¾ Limited feedback via "show & tell"
4. Develop manufacturing (operations) process
¾ On paper or lab-based pilot plant
5. Update Financial Analysis
6. Develop detailed Test Plans (for Stage 4)
7. Develop Launch Plans for Stage 5:
¾ Detailed Market Launch Plan
¾ Production / Operations & Quality Assurance Plans
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Gate 4:
Go to Testing
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Stage
3
Development
¾
Opens the door to Stage 4,
Testing & Validation
Go "semi-commercial"
‰ Gatekeepers:
¾
Gate
4
Stage
4
Testing &
Validation
Criteria for Go:
‰ Purpose:
¾
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Again the Leadership Team
¾ Quality of activities in Stage 3,
Development
¾ Deliverables & readiness check
¾ Consistency check: delivered
prototype consistent with Gate 3
definition?
¾ Revisit Gate 3 scored criteria
¾ Review of financials – meet
hurdles?
¾ Review & approval of Test Plans
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Stage 4:
Testing & Validation
Stage 4
Testing and
Validation
Gate
4
‰ Purpose:
¾
The final tests of the product,
operations & marketing plans
Stage 4 Tests:
1.
2.
3.
4.
Continued in-house prototype,
alpha or lab tests
Customer tests of product (inuse tests, field trials, betas,
preference tests)
Plant trials, pilot plant or limited
production
Test market or trial (limited) sell
Key Tasks:
1. Execute Stage 4 Tests
2. Update financial analysis
3. Prepare final Launch Plans
for Stage 5:
¾
¾
Market Launch Plan
Production / Operations & QA
Plans
4. Develop Post Launch Plans:
¾
¾
Plan to Post Launch Review
Life Cycle Plan
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Gate 5:
Go to Launch
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Stage
4
Testing &
Validation
Gate
5
Stage
5
Full Production &
Market Launch
‰ Purpose:
¾
¾
The final GO / KILL gate
The “parade gate"
Criteria for Go:
‰ Involves:
¾ A critical review of all Stage 4
activities & results
¾ A review of updated financials
¾ A review & approval of finalized
Production / Operations, Quality
Assurance & Market Launch Plans
(for Stage 5)
‰ Based on a set of criteria:
¾ Commercial readiness check
¾ Financials are still positive
¾
¾
¾
¾
All test results positive:
• Operations
• Marketing
Purchase intent
established
Financials meet hurdles
All Launch Plans in
place
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Gate
5
Stage 5:
Launch
Stage 5
Full Production
Market Launch
‰ Execute the Launch!
Key Launch Tasks:
1.
2.
3.
4.
Implement Operations Plan
Implement Quality Assurance Plan
Implement Market Launch Plan
Implement Post Launch (monitor &
adjust)
5. Implement Product Life Cycle Plan
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Post Launch
Review(s)
Stage
5
Full Production &
Market Launch
‰ First Review (Interim): 1-2
months into Launch
‰ Final Review: 12-24 months
after launch
¾
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Project Team remains
accountable until this PLR
Post Launch
Review
First Review:
Initial results review
¾ Fixes and corrections needed for
project & product
¾ A complete retrospective
analysis of the project:
• Review of steps & actions
• What we can learn
¾ Provides essential
organizational learning
Final Review:
¾ Terminates the "new product project":
• The Project Team is disbanded
• Product becomes a "regular product" in the firm's offering
¾ Accountability issues:
• Actual versus projected results at G3 & G5 (and reasons why)
¾ Life Cycle Plan approved & implemented
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Special Features of Stage-Gate®
Tough, rigorous gates with …
¾ Go
/ Kill criteria spelled out
deliverables (quality standards)
¾ Agreed-to procedures at the gates
¾ "Rules of engagement" for the
gatekeepers
¾ Resource allocation method at gate
¾ Linked to Portfolio Management
¾ Defined
Organizational:
¾Cross
functional teams: empowered, available
resources
¾Gatekeepers defined for each gate, project
level
¾Process Manager, "key master" or "process
shepherd" in place
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Stage-Gate® is Flexible, Adaptable & Scalable
StageStage-Gate® XPress: A ThreeThree-Stage Version for Lower
Risk Projects
A Fast Track Process
Gate
1
Go to
Launch
Go to
Development
Idea Screen
Stages
1&2
Scoping
& Build
Business
Case
Gate
3
Stages
3&4
Development
& Testing
Gate
5
Stage 5
Launch
Post-Launch
Review
Not every project goes thru the same system
Stage-Gate® XPress is for lower risk, simpler projects:
line extensions, product improvements, product modifications
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NexGen Stage-Gate®
Gate Is Scalable
2nd Screen
StageGate®
(Full)
Stage 1
Scoping
Gate
1
Discovery
Go to Test
PLR
Go to Launch
Gate Stage 2
2
Gate Stage 3
3
Gate Stage 4
4
Gate
Stage 5
5
Business Case
Development
Testing
Launch
Idea
Screen
Idea
Stage
Go to Develop
PLR
Go to Develop Go to Launch
Stage
1& 2
StageGate®
XPress
Gate
3
Scope &
Business Case
Stage
3&4
Gate
Stage 5
5
Development
& Testing
Launch
Decision to
Execute
Stage
1& 2
Gate
3
PLR
Stage
3, 4 & 5
Stage-Gate® Lite
Scope &
Business Case
Execute:
Development,
Test & Launch
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How Gates Work
‰ Gates are Go / Kill, project prioritization & resource
commitment decision meetings – project specific
‰ Gatekeepers meet regularly to make investment decisions
on those project ready to move onto the next stage:
¾
¾
Not every project is reviewed at every Gate meeting
• Only those projects moving to the next Stage
Gate meetings are not…
• Milestone checkpoints
• Portfolio reviews
• Project status & update meetings!
Gate Meetings are Go / Kill decision meetings
An irrevocable decision to commit
resources to a project
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How Gates Work (continued)
‰ The Project Leader drives the project from stage
to stage, gate to gate
‰ The Leader submits team’s inputs or
deliverables to each gate at the completion of a
stage
‰ These inputs or deliverables are pre-set:
¾ A visible list of requirements: clear expectations!
¾ Based on a standard list or menu
‰ Deliverables provide only the information
necessary for the Gate decision
Keep the deliverables package lean – “lean gates”
Only the information the gatekeepers need to know
to make the investment decision
Use templates & guides!
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Who are the Gatekeepers?
‰ Gatekeepers: a decision-making group comprised of
management
‰ Senior management at later & expensive gates – Gate 3
onward & for larger & important projects
¾
¾
The Leadership Team of the Business
Gatekeepers must have the authority to approve action plans and
to commit resources to support these plans
‰ Gatekeepers typically represent different functional areas:
Marketing, R&D, Mfg, etc.
¾
¾
¾
Commit all needed resources
Secure alignment across functional areas
Commitment of functions to same projects & same priorities
Rule: Gatekeepers are the resource-owners
of resources required for the next stage
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Gatekeepers and Their Role
‰ Gatekeepers rules of the game:
1.
2.
3.
4.
Gatekeepers must themselves be disciplined
Hold the meeting and be there – no cancellations!
Arrive prepared
Use the pre-set list of criteria – no hidden criteria; no capricious
decision-making; use a scorecard
5. Ensure that all projects pass through the gates – no cheating on
executive pet projects
6. Provide fast, same day decisions at gates – by 6 PM
7. Agree to abide by this set of rules!
‰ Gatekeepers also have a mentoring and helping role:
¾
¾
Help the Project Leader cut through organizational bureaucracy:
Executive Sponsors or "godfathers"
Provide advice & assistance on projects
Develop a set of “gatekeeper “rules of engagement”
Stick to these!
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The Benefits of the Stage-Gate® System
1. A roadmap or "playbook" for the Project Leader & Team –
defines their duties & deliverables
2. Puts discipline into a somewhat ad-hoc, chaotic process
3. A visible process – known & understood by all
4. Forces more attention to quality of execution: the gates
are the quality control check points
5. Makes for a complete process – no critical errors of
omission; no missing steps
6. Cross-functional – inputs from all sides
¾
¾
At Project team level
At Gatekeeper level
7. A faster process via parallel processing: new product
rugby
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Results
‰ More effective
‰ More efficient
‰ Faster and …
‰ More successful
developments
What distinguishes the top performing firms1
is how they implement Stage-Gate®
Source: APQC Best Practices study, Book ref 3
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Dangers
‰ Over-bureaucratizing the process:
¾
¾
¾
Building in much non-value-added work
Deliverables overkill
Failure to build in flexibility (e.g. for smaller, low risk projects)
‰ Failure of gatekeepers to adhere to the rules of the game:
¾
¾
¾
Cheating on pet projects – circumvent the process
Gate meetings not held or not timely
No decisions made, hollow gate decisions
‰ No resources or wrong talents:
¾
¾
¾
Too few resources to properly execute Stage-Gate®
Resources not clearly committed to projects
Team members not given release time
‰ Underestimating implementation challenges
¾
¾
¾
It takes time (1-2 years)
Senior management commitment is a must
Not a “quick fix" – hold the course!
But the effort is worth it – the pay-offs are huge!
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References – Books:
Product Leadership: Pathways to Profitable Innovation (Perseus Books, Reading,
Mass) by RG Cooper… hardcover 2005. Aimed at the senior executive. Provides an indepth look at developing a product innovation and technology strategy, implementing
portfolio management, making the idea-to-launch process work, and creating the
right climate & culture for innovation.
Lean, Rapid & Profitable New Product Development, Cooper & Edgett. Outlines the
seven principles to maximize your NPD productivity. www.stage-gate.com
Winning at New Products: Accelerating the Process from Idea to Launch, 3rd edition, 2001, by RG
Cooper (Perseus Books, Reading, Mass), paperback, 425 pages. The classic best seller – 3rd
edition. Provides an overview of the critical success factors in product development, and
outlines the Stage-Gate® process
Portfolio Management for New Products, 2nd edition, 2002 (new!) by Cooper, Edgett &
Kleinschmidt, (Perseus Books, Reading, Mass) hardcover. Provides a look at the best portfolio
methods, results achieved, and their use in industry.
New! Creating Breakthrough New Product Ideas: Feeding the Innovation Funnel, by
R.G. Cooper & S.J. Edgett. Provides an in-depth look at the best ways to generate,
capture and manage ideas for new products. 2007 www.stage-gate.com
Product Development for the Service Sector, by Cooper & Edgett (Perseus Books,
Reading, Mass) 1999. Success factors and Stage-Gate® for service industries
Order online for next day shipments: www.prod-dev.com
An Investigation into Best Practices in Product Innovation:What Distinguishes the Top
Performers, March 2003. Reports the results of the latest and definitive benchmarking study,
done thru APQC, Houston.
Order online for next day shipments: www.stage-gate.com
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Articles
1. R.G. Cooper, “The invisible success factors in product innovation”, Journal of Product Innovation Management,
16,2, April 1999, pp 115-133
2. R.G. Cooper, “New product leadership; building in the success factors”, New product Development & innovation
Management, 1,2, 1999, pp 125-140.
3. R.G. Cooper, “New Product Development”, chapter in: International Encyclopedia of Business & management:
Encyclopedia of Marketing, First Edition, edited by Michael J. Baker, International Thomson Business Press,
London, UK, 1999, pp 342-355.
4. R.G. Cooper, “Doing it right – winning with new products”, Ivey Business Journal, July-August 2000, 4, pp 54-60.
5. R.G. Cooper, S.J. Edgett & E.J. Kleinschmidt, “Optimizing the Stage-Gate® process: What best practice companies
are doing – Part I”, Research-Technology Management 45, 5, Sept-Oct 2002, 21-27.
6. R.G. Cooper, S.J. Edgett & E.J. Kleinschmidt, "Optimizing the Stage-Gate® process: What best practice companies
are doing – Part II”, Research-Technology Management 45, 6, Nov-Dec 2002.
7. R.G. Cooper, “Stage-Gate new product development processes: a game plan from idea to launch”, in: The Portable
MBA in Project Management, ed. By E. Verzuh, Hoboken, N.J.: John Wiley & Sons, 2003, pp 309-346
8. R.G. Cooper and S.J. Edgett, “Overcoming the crunch in resources for new product development,” ResearchTechnology Management, 46, 3, May-June 2003, pp 48-58.
9. R.G. Cooper, S.J. Edgett & E.J. Kleinschmidt, “Benchmarking best NPD practices – I: Culture, climate, teams and
senior management roles”, Research-Technology Management, Vol. 47, No. 1, Nov/Dec 2003, pp 31-43.
10. R.G. Cooper, S.J. Edgett & E.J. Kleinschmidt, “Benchmarking best NPD practices – II: Strategy, resource allocation
and portfolio management”, Research-Technology Management, vol. 47, no. 3, May/June 2004, pp 50-59.
11. R.G. Cooper, S.J. Edgett & E.J. Kleinschmidt, “Benchmarking best NPD practices – III: The NPD Process &
Decisive Idea-to-Launch Practices”, Research-Technology Management, vol. 47, no. 6, Nov-Dec 2004.
12. R.G. Cooper, Chapter 1 “New Products: What Separates the Winners from the Losers” The PDMA Handbook of
New Product Development, 2nd Edition New York, NY John Wiley & Sons (2004).
13. Cooper, R.G. “Formula for success”, Marketing Management Magazine (American Marketing Association), MarchApril 2006, p 21-24.
Also, see selected articles on line (no charge) at www.stage-gate.com
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