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Stage-Gate-proces | Stage-Gate-methode | Stage-Gate-model (Cooper)

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Samenvatting

Wat is het Stage-Gate model?

De Stage-Gate methode van Robert G. Cooper is een aanpak die kan worden gebruikt om het productontwikkelingproces effectiever te maken. Het is een blauwdruk voor het managen van het nieuwe productproces. Vanaf een idee tot het introduceren van een product. In een aantal vooraf bepaalde stappen, of stadia. Elk stadium bestaat uit een reeks van bepaalde cross-functionele en parallelle activiteiten die met succes moeten worden voltooid voorafgaand aan het verkrijgen van goedkeuring door het management om naar het volgende stadium van productontwikkeling verder te mogen gaan. De ingang van elk stadium wordt genoemd: een poort (Gate). Deze poorten, die normaal vergaderingen zijn, controleren het proces en dienen voor:

  1. Kwaliteitsbeheersing
  2. Go / Kill controleposten. Gereedheidcontroles, criteria waaraan voldaan moet zijn, en criteria waaraan voldaan mag zijn.
  3. Markeerpunt voor het actieplan voor de volgende fase.

Stage-Gate is een gedeponeerd handelsmerk van Product Development Institute Inc.


Oorsprong van de Stage-Gate methodologie. Geschiedenis

De methode is gebaseerd op de ervaringen, de suggesties en de observaties door een groot aantal managers en bedrijven in meer dan 60 gevallen zoals die door Robert Cooper zijn waargenomen. De term "Stage-Gate" verscheen voor het eerst in een artikel door Cooper in The Journal of Marketing Management, 3, 3, Spring 1988. Een nog vroegere versie kan in dit boek van Cooper worden gevonden: "Winning at New Products", 1986.


Gebruik van Stage-Gate. Toepassingen

  • Productontwikkeling, Innovatie.
  • Component van Portfolio Management.

Stappen (stadia) in het Stage-Gate model. Proces

Het Stage-Gate model van Robert G. Cooper

Het Stage-Gate proces wordt voorafgegaan door een Ontdekkingsstadium (Discovery), dat in een latere versie van het originele model werd toegevoegd, welke slechts 5 fasen had. Het bevat het voorwerk dat bedoeld is om kansen te ontdekken en om nieuwe ideeën te genereren.

  1. Werkingsgebied. Een snel, inleidend onderzoek van elk project. Biedt goedkope informatie door desk research om het aantal projecten kleiner te maken.
  2. Bouw de Business case. Een meer gedetailleerd onderzoek door primaire marketing en technisch onderzoek. De business case moet een productdefinitie, een productrechtvaardiging en een projectplan bevatten.
  3. Ontwikkeling. Een gedetailleerd ontwerp en ontwikkeling van het nieuwe product, samen met sommige eenvoudige producttesten. Ook wordt een productieplan en een marktintroductie plan ontwikkeld.
  4. Testen en Validatie. Uitgebreide producttesten in zowel de markt, het laboratorium als de fabriek.
  5. Lancering. Begin van volledige productie, marketing en verkoop. De marktintroductie, productie / operaties, distributie, kwaliteitsbewaking. Post-introductie evaluaties worden uitgevoerd.

In werkelijkheid, is het noodzakelijk om de subactiviteiten verder uit te splitsen om gedetailleerde en operationele instructies voor het innovatieteam te bieden.


Sterke punten van de Stage-Gate methodologie. Voordelen

  • Goedgeorganiseerde innovatie kan een bron van concurrentievoordeel zijn.
  • Versnelde productontwikkeling. Noodzakelijk wegens het verkorten van productlevenscycli.
  • Verhoogde succeskans van nieuwe producten. Voorkomt slechte projecten in een vroeg stadium en helpt hen bij te sturen.
  • Het model splitst het complexe innovatieproces in grote bedrijven op in een aantal kleinere stukken.
  • Biedt overzicht, wat prioriteitsstelling en focus mogelijk maakt.
  • Geïntegreerde marktoriëntatie.
  • Cross-functioneel. Omvat input en participatie door werknemers uit diverse functies in de organisatie. Geen afzonderlijke R&D of Marketing stadium. Maar zie boven Ontdekkingsstadium.
  • Kan met diverse prestatiemetingsmethoden worden gecombineerd, zoals Netto Contante Waarde, enz. 

Beperkingen van Stage-Gate. Nadelen

  • Hoewel binnen een stadium de activiteiten tegelijkertijd kunnen worden uitgevoerd, is de Stage-Gate benadering fundamenteel opeenvolgend (waterval). Sommige innovatiedeskundigen geloven dat productontwikkeling eigenlijk parallel zou moeten worden georganiseerd, gebruikmakend van cirkels.
  • Het originele raamwerk van Stage-Gate hield zich niet bezig met het Ontdekkingsproces en de activiteiten om nieuwe ideeën te creëren.
  • Een spanning bestaat tussen organiseren en creativiteit. Allebei zijn zij zeer belangrijk binnen innovatie.

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


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onderwerp Stage-Gate Process for Product Quality Improvement
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onderwerp Innovation in Emerging Economies
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onderwerp Iteration in Stage-Gate Model (Cooper)
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onderwerp Innovation versus Improvisation
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onderwerp Estabish a Distributed Innovation Group
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onderwerp Agenda for a Stage-Gate Meeting?
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Success Factors for Stage-Gate Implementation

Imlementing Stage-Gate Processes
In his article “Implementing a Stage-Gate Process: A Multi-Company Perspective”, O’ Connor analyzed several cases...
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How to Find Good Product Ideas? List of 10 Approaches

Discovering New-Product Ideas, Creative Approaches
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Stage-Gate Implementation CSFs

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So far Stage-Gate method has been widely recognized as the best New Product Development Process, although there can be s...
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Innovation Pitfalls

Avoiding Innovation Traps
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Advantages and Disadvantages of Stages and Gates

Innovation Management, Stage-Gate Implementation
Advantages: + Stage - Gate processes have been highly appreciated as they tend to confine investment in the next stage ...
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Setting up a Stage-Gate Organization. Best Practices

Stage-Gate Roles and Responsibilities
To obtain successful outcomes from Stage-Gate it is essential to define roles and responsibilities of all people involve...
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Benefits of Outsourcing Innovation

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Michael A. Stanko, Jonathan D. Bohlmann and Roger J. Calantone (“Outsourcing Innovation”, Executive Adviser, November 20...
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In their article New Business Models in Emerging Markets" (Harvard Business Review, January-February 2011), Matthew J. E...
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An alternative product development technique called "The Bounding Box" has been recently pionereed by Phd Laura Doyle. T...
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Cooper's Innovation Diamond (tm)

More Factors Leading to Succesful Product Innovation
Also look at Cooper's Innovation Diamond (2005) with (besides the Stage-Gate System) three more factors leading to succe...
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Another Product Launch Method: 4 I's

Stage-Gate Alternatives
I use a Process of 4 I's when coaching planning processes. The process is similar to S/G above but the 4-I's are easier...
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Outsourcing Best Practices, Innovation
According to Michael A. Stanko, Jonathan D. Bohlmann and Roger J. Calantone in the article “Outsourcing Innovation” (Exe...
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Product Development, Product Portfolio Management
Although product development can be an important growth strategy, it is necessary to keep in mind that several factors t...
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If somewhere below in a large corporation an innovator has a very bright, daring, promising but for some perhaps also th...
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Whereas most Stage Gate models have a qualitative, non-financial orientation, Strat/Assess is a funnel innovation model,...
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Improving Organizational Learning, Organizational Innovation, Changing Organization Cultures
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Many large-scale attempts to make organizations more innovative are experiencing organizational inertia, barriers and/or...
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When using the Stage-Gate process, a strategic implementation plan is advisable to avoid stakeholders’ disappointment re...
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Control and Measurement Method

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To deeply understand performance and effects of Stage-Gate as NPD Process on an organization, an effective measurement a...
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Today organizations need to move quickly through a wide range of business transformations, often caused by new and compl...
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Since 50 years, the Pentagon’s Defense Advanced Research Projects Agency (DARPA) has been very successful in producing a...
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The Role of Diversity in Personal Traits on Innovation and Innovativeness

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A Closer Look at How Change and Innovation Decisions are Made

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A Futurethink Innovation Tracker Survey (2006) mentions: - Ability to create a climate that continuously fosters innov...
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Skarzynski and Rufat-Latre (2011) discovered that the successes of disruptive innovators are driven by 3 critical capabi...
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