Stage Gate Systems Exxon- PIP Product Innovation Process HP- Phased Review Process Guiness- NaviGate others: 3M, Polaroid, Kodak,Rohm and Haas,ICI,Mobil,Dow Chemical, Asahi Chemical, P&G, SC JOhnson
Typical 2nd Generation Stage-Gate Process
Stages Set of parallel activities undertaken by a cross-functional team gathers information for the next gate
Gates A go/kill decision point with a set of required deliverables pre defined evaluation criteria defined outputs: go/kill/recycle
Stage 1: Discovery R&D lead user analysis strategic planning exercises gaps and opportunities in the market disruptions
Gate 1: Idea screen- Gentle screen handful of must-meet and should-meet criteria strategic alignment project feasibility opportunity size and attractiveness product advantage fit to resources and skills and policies Exxon’s PIP: Strategic fit Market attractiveness Technical feasibility Killer variables
Stage 2: Scoping Preliminary market assessment Preliminary technical assessment <= 1 month 10-20 person-days of effort
Gate 2: Second Screen Reckitt &Colman now Reckitt-Benckiser: Original set of must-meet and should-meet criteria new criteria: sales force customer reaction “killer variable” presence simple financial assessment- payback period Reckitt &Colman now Reckitt-Benckiser: “Does the initial evidence suggest that the concept can win in the marketplace?”
3rd Generation Stage-Gate Process
Stage 2: Building the Business Case or the critical homework stage Market investigations and research studies Detailed technical analysis Detailed financial analysis Outcome: a business case for the project Product definition Project justification Detailed project plan
Gate 3: Go to development Last point before heavy spending Process audit of Stage 2 Project evaluation on established criteria Financial emphasis Review and approval of Development plan Preliminary operations and marketing plan Designation of full team with authority
Stage 3: Development Lab tests, in-house tests, alpha tests Deliverables: lab-tested product prototype In parallel: marketing and operations Deliverables: detailed test plans, launch plans Production/operations plans including facilities requirements Deliverables: Updated financial analysis; resolution of regulatory, legal and patent issues
Gate 4: Go to testing Review of development work and process Match to original definition is checked Review financial data Approval of test or validation plans Review of detailed marketing and operations plans for executability
Stage 4: Testing and Validation Validity of Product Production process Customer acceptance Project economics In-house product tests User or field product trials Trial, limited production or pilot production Pre-test market, test market or trial sell Revised business and financial analysis
Gate 5: Go to launch Final kill point Audit of process in stage 4 Review operations and marketing plans for implementation at the next stage Criteria: expected financial return and appropriateness of launch and start-up operations plans
Stage 5: Launch Implementation, fine tuning, success
Post-launch review 6-19 months from launch Change status from new product to regular product Disband NP team Review project and product performance Revenues Costs Expenditures Profits Timing Learning
What the Stage Gate Process is not Functional, phased review Rigid Bureaucratic Project management
3rd Generation Stage-Gate systems Flexibility RCB’s triage: system change, fast-track, major Fuzzy gates Conditional go-ahead subject to new information Fluidity Overlapping activities Focus Portfolio thinking on focus Facilitation Key master,process manager, gate meister, process keeper Forever green- adaptive International Paper’s web based gates; RCB’s “suck-in” externally developed new ideas
The first stages
Summary of Stage 1 Actions
Gate 3 Deliverables
Stage Gates 1,2,3 Must-Meet Criteria
Stage Gate 3 Should-Meet Criteria