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Cooper스테이지 게이트모델 (Stage-gate)

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요약

스테이지 게이트모델이란 무엇인가?

Rober G. Cooper의 스테이지 게이트모델은 제품개발 프로세스를 좀 더 효과적으로 하는데 사용할 수 있는 접근방법이다. 스테이지 게이트모델은 신제품 개발을 관리하기 위한 아이디어에서부터 제품 런칭까지 사전에 정의된 여러 단계로 하나의 청사진이다. 각각의 단계는 다음 단계의 제품개발로 진행하기 위한 경영진의 승인을 획득하기에 앞서 성공적으로 수행해야만 하는 특정한 부서간 활동과 병행 활동으로 구성되어 잇다. 각 단계의 진입은 불린다: 게이트(gate)이라고 불린다. 보통 미팅을 의미하는 이러한 게이트들은 프로세스를 통제하고 다음과 같은 기능을 한다 :

  1. 품질 관리
  2. 확인사항 점검. 준비-확인, 반드시 충족시켜야 하는 기준.
  3. 다음 단계의 실행계획을 위한 표시.

스테이지 게이트모델 Product Development Institute社의 등록 상표이다


스테이지 게이트 방법론의 유래. 역사

스테이지 게이트 모델은 Rober Cooper의 60여회가 넘는 많은 매니저와 기업들의 경험, 제안 그리고 관찰에 기초한다. 스테이지 게이트라는 용어는 The Journal of Marketing Management誌 1988년 봄호에 실린 논문에서 처음 소개되었다. 그 용어의 초기 버전은 Cooper의 책에서 볼 수 있다 : "Winning at New Products"(1986),


스테이지 게이트모델의 활용. 응용

  • 제품 개발, 혁신.
  • 포트폴리오 관리의 요소.

스테이지 게이트모델의 단계. 프로세스

로버트 G. Cooper 스테이지 게이트모델 [Stage-gate] 모형

스테이지 게이트 프로세스는 발전단계(Discovery)로부터 시작된다. 발견단계는 원래 5단계인 모델에서 후에 추가된 것이다. 그것은 기회를 발견하고 새로운 아이디어를 생성하기 위하여 디자인된 사전 작업을 포함한다.

  1. 범위 지정(Scoping). 각 프로젝트에 대한 신속하고 예비적인 조사. 프로젝트의 수를 좁히게 해주는 내부조사(desk research)을 통해 저렴한 정보 제공.
  2. 비즈니스 사례구축(Build the Business Case). 주요한 마케팅 및 기술적 조사를 통한 좀 더 세부적인 조사. 비즈니스 사례에는 제품 정의, 제품 필요성 및 프로젝트 계획이 포함되어야 한다.
  3. 개발(Development). 일부 간단한 제품 테스트와 함께 신제품의 세부 설계 및 개발. 생산계획 및 시장출시 계획 수립.
  4. 시험 및 검증(Testing and Validation). 시장, 실험실, 공장에서의 광범위한 제품 테스트.
  5. 출시(Launch). 전면적인 생산, 마케팅, 판매의 시작. 시장 출시, 생산/운영, 유통, 품질보증. 런칭 후 평가 실행.

실제로 혁신팀에게 세부적이고 운영적인 지침을 제공하기 위한 하위활동들을 전개하는데 필요하다.


스테이지 게이트 방법론의 강점. 이점

  • 잘 조직된 혁신은 경쟁우위의 원천이 될 수 있다.
  • 제품 개발의 가속. 제품의 라이프 사이클 단축에 필요.
  • 신제품의 성공가능성 증대. 부실한 프로젝트를 초기에 예방하고 새로운 방향설정에 도움.
  • 모델은 대기업에서 복잡한 혁신프로세스를 여러 작은 단위로 나누어준다.
  • 우선순위를 매기고 집중할 수 있게 해주는 전체적인 그림을 제공.
  • 통합적 시장지향.
  • 부서간. 조직내 다양한 부서의 직원들의 참여와 투입 관련. 연구개발과 마케팅 단계의 분리 방지. 발견단계 위 참조.
  • Net Present Value [순현재가치] 등등과 같은 각종 성과 측정 규정과 결합될 수 있다.

스테이지 게이트모델의 한계. 단점

  • 비록 하나의 단계내의 활동이 병행하여 수행될 수 있다하더라도 스테이지 게이트 접근방식은 기본적으로 순차적이다(폭포수 모델,waterfall) 일부 혁신전문가들은 제품개발은 순환고리(loops)를 사용하여 병행적으로 조직되어야 한다고 믿고 있다.
  • 원래 스테이지 게이트 모델은 새로운 아이디어를 창출하는 발견 프로세스와 활동들을 다루지 않았다.
  • 조직화하는 것과 창의성 사이의 긴장이 존재한다. 둘 다 혁신을 위해서는 매우 중요하다.

참고도서: Robert G. Cooper - Product Leadership - Pathways to Profitable Innovation


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스테이지 게이트모델 관련개념 :  Forget Borrow Learn 모형  |  포트폴리오 관리  |  DICE 모델  |  Team Management Profile [팀관리 프로파일]  |  Appreciative Inquiry [감상적 조사법]  |  브레인스토밍  |  Six Thinking Hats [6색깔 모자 기법]  |  PLC(제품 수명주기)


다른 페이지로 이동: Change & Organization [변화와 조직]  |  의사결정과 가치평가  |  마케팅 및 영업  |  전략 및 혁신


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