A new product development process with stages and gates provides helpful discipline. But most suffer from two limitations: 1) Internal focus… talking to ourselves instead of customers. 2) Analytical thinking… promoting a checklist mentality. You also need discovery thinking, with a focus on learning. Unlike analytical thinking, this is fragile and must be nurtured.
More in article, Should Your Stage-Gate® Get a No-Go?
Some firms exhibit “Brownian motion,” with initiatives flying in all directions. In others, ideas are vigorously debated… in action-free zones. In other cases, action begins but quickly fades, leaving employees wondering what next year’s program will be. In the saddest situations, long-term initiatives live only in the investor relations department’s PowerPoint® slides.
More in article, Build Growth Muscles at Your Company
Portfolio management links strategy with execution for new product development. A Voice of the Customer program maximizes ROI for all new product initiatives, whether incremental or breakthrough. ... Read More
In both cases models are used to predict future behavior. Barometric pressure and other data are the “raw material” for weather models. For you, it’s quantitatively measuring key customer outcomes in the front-end of innovation. Your model lets you replicate the customer experience… so you can know with confidence how they’ll react to any of your product designs.
More in article, How to model customer needs (Originally published in B2B Organic Growth newsletter).
In Lewis Carroll’s Through the Looking Glass, Alice was dismayed after much running to find she and the queen were still in the same spot. The Red Queen explained, “My dear, here we must run as fast as we can, just to stay in place. And if you wish to go anywhere, you must run twice as fast as that.” What are you doing that truly lets you “run faster” than competitors? Here’s one that works: Understand customer needs better than them.
More in white paper, Guessing at Customer Needs (page 7).