Winning at Product Innovation
Instructor: Dr. Robert G. Cooper, “World’s Top Innovation Management Scholar”, Founder and President of the Product Development Institute, and ISBM Fellow
June 17 - 18, 2014
Advanced Techniques for Accelerating Your Product Development Process
This two-day course is based on the most recent research and real-life experiences on how to overhaul and improve your product development and portfolio management process to realize higher productivity, better success rates and increased profits. You will learn the newest ways to take your development processes one step ahead of your competitors.
Many companies have introduced a new product or idea-to-launch process and yet are still struggling to get the financial results they expected. Projects take too long, the development pipeline is clogged with too many projects, and more often than not, key projects are not properly resourced at the right time.
This seminar will teach you how to:
- Accelerate your development process
- Accelerate your NPD process and dramatically increase profits, success rates and time-to-market based on what the top performing firms are doing
- Right-size your idea-to-launch system and allow for flexibility and scalability – to suit different sizes, types and risk-level projects
- Accelerate your gating and portfolio management process –make Go/Kill decisions more swiftly
- Improve the effectiveness and efficiency of the front-end of projects –doing the right front-end homework, and strategies to build voice of the customer.
- Improve your portfolio management and decision making process
- Significantly improve your gating and portfolio management process to identify higher value projects, yet make decisions faster and more efficiently
- Determine the right mix of development projects – large versus small; long term versus short term; significant new .products versus minor tweaks
- Apply “lean gates with teeth” to cut through the bureaucracy and get the right Go/Kill decisions
Why New Products Fail, Why They Are Late To Market and What To Do About It
Only one new product concept in seven becomes a winner, and more than half of all development projects are late to market. An understanding of the problem is a first step to a solution. Learn about the reasons for new product failure, and gain insights into why so many miss their launch dates and targets, and what t o do about it. Dr. Cooper also presents detailed data on businesses’ new product performance results, so you can benchmark your company against these.
Tailoring and Streamlining Your Idea-to-Launch System to Handle Different Types of Projects
Learn how to streamline your idea-to-launch system and right-size it to suit different types of development projects. See different versions of idea-to-launch methods to handle “innovation” versus “renovation” projects, and how companies are handling platform and technology development projects differently. Also, see new methods for dealing with higher-risk projects with great technical & market uncertainties.
Accelerate the Idea-to-Launch System
See new methods for accelerating the innovation process. Gain insights into “spiral development” designed to get the product right… fast… and to obtain rapid customer feedback. Learn about the principle of simultaneous execution – overlapping activities & stages and how to calculate the cost of delay. Finally, speeding up the process and removing the waste & bureaucracy is made possible by continuous improvement. See how to undertake effective post-launch reviews & build in continuous improvement.
Ensuring the Right Resources Are In Place to Accelerate the Idea-to-Launch System
Most new product projects are badly under-resourced: only 10.7% of companies provide adequate resources to project teams to ensure a timely completion of the project. Part of the problem in poor planning and under-estimating resource needs; another is the failure of senior management to commit the resources, and to keep the commitment. Learn about approaches to making better time and resource requirements estimates, including:
• Resource capacity analysis & resource supply-demand analysis
• Gates with teeth
• Planning & approaches to making better time & resource requirements estimates
• Committing resources at gates
• Using portfolio reviews
Data Integrity and Getting the Facts
Doing up-front homework – that is, market studies, technical assessments and business analysis – dramatically improves the odds of project success. But how much homework is enough? And what is the right homework to do?
• Improve project effectiveness and efficiency and learn how to build in voice of the customer and get the product definition right
• Learn the subtle differences between voice-of-customer, voice-of salesperson, and real market needs & requirements
• And learn how to make more accurate cost and sales estimates –better data integrity – so that there are no unpleasant surprises late in the project.
Selecting Projects to Yield the Right Balance in Your Development Portfolio
Most poor performing companies have far too high a proportion of smaller, low risk & lower value projects. Topics are:
• How to use best-practice project selection methods
• Strategic buckets & product road-mapping to help balance your portfolio
• Scorecards & the productivity index to value projects
Implementing Good Governance in NPD – Getting the Gates Working Right
As go the gates, so goes the process! But most companies confess to serious problems with their gating system –gates with no teeth, an inability to kill bad projects, too much bureaucracy, hollow gates, and a failure to commit the needed resources. In this practical “how to” session, Cooper introduces the concept of “lean gates with teeth” –about how to cut the bureaucracy and preparation work, make the gates more efficient, but also make them tougher and able to kill the weak projects.
The two-day seminar meets from 8:30 a.m. to 5:00 p.m. each day and combines practical examples, illustrations, and stories from collaborations with some of the world’s top performing companies. This course promotes free-flowing, interactive discussions among the typical, high quality network of delegates. All materials are provided.
Date and Location
This course will be held on June 17 - 18, 2014 in the Pittsburgh, PA area (venue TBD).
ISBM Member firms can host this seminar at your location; please contact Paula Dorminy at 814-863-2782 for details.
Cost and Registration
ISBM Members: $1,500
Dr. Robert G. Cooper is the creator of the world-famous Stage-Gate® process, and was named the “World’s Top Innovation Management Scholar” by the prestigious Journal of Product Innovation Management. He has combined practical consulting with ground-breaking research for many years. Besides his best-selling books “Winning at New Products” and “Portfolio Management for New Products”, he has published more than 120 articles on new products, R&D and innovation management.
Dr Cooper is Professor Emeritus at the DeGroote School of Business, McMaster University in Canada and ISBM Distinguished Research Fellow at Pennsylvania State University in the USA. He is also the founder and President of Product Development Institute offering innovation know-how and support around the world. Many companies in North America, Europe and Asia have introduced his methods, including 3M, ABB, Alfa Laval, Arkema, BASF, Bosche-Siemens, Caterpillar, Dow Chemical, DuPont, Exxon Chemicals, HP, ITT Industries, Kennametal, Siemens,
Volvo Construction Equipment, and others.
• Up to 30 days prior to seminar: No Fee
• Between 15 and 30 days: $100 Fee
• 14 days or less: Full Conference Fee
• All substitutions within 14 days prior to the seminar will be subject to a $50 administrative fee.
For More Information
Paula Dorminy or Gary Holler