Product Innovation Best Practices Series
Ideation for product innovation: What are the best methods?
Reference Paper # 29
By Dr. Robert Cooper and Dr. Scott Edgett
Compliments of: Stage-Gate Inc. and Product Development Institute Inc. This article was published by the PDMA Visions Magazine March 208 For information call +1-905-304-8797
. The two authors.Ideation for product innovation: What are the best methods?
By Dr. where ideas come into the funnel before they are weeded out and evaluated. Dr. particularly the “ideation” portion. including logos.. or Stage-Gate Inc. recently completed a study that sheds light on the comparative value of different ideation sources. Scott Edgett. Robert Cooper and Dr. tag lines. Reproducing in whole or any part of this document is strictly forbidden without written permission from Product Development Inc.
These pages contain copyright information of Product Development Institute and member company Stage-Gate Inc. trademarks and the content of this article. Scott Edgett
Surprisingly little research has been done evaluating the burgeoning number of techniques used in the front end. Robert Cooper and Dr.
VOC methods are used extensively. high-value new product lent. the breakdown of firms is in probing as they use or misuse prod—Robert Cooper and Scott Edgett Exhibit 1.8 out on a 0–10 scale.Cover Story
Ideation for product innovation: What are the best methods?
Robert G. the average effectiveness score for all 18 third of this 10-point usage scale). Edgett. but camping out in someone’s kitchen or bathroom is a bit more focus groups to identify customer problems.1 diagram in Exhibit 2. where should they be coming The following discussion takes a more detailed look at each from and which valuable sources are you missing? Favorite idea VOC method covered in the study.8 is. substantial research to reveal the 1. “strong. particularly the “ideation” portion. with a strong effectiveness score of 6. but there is a lack of most effective to least effective. the method is measured by the percentage of firms that extensively use each gets top marks for effectiveness. Ethnographic research: Ethmost effective idea sources. its effectiveness. out with or observing of customers ideas.) Ideation methods that are both popular and efand problems of all the ideation approaches we studied. For example.com)
Robert Cooper Scott Edgett
Surprisingly little research has been done evaluating the burgeoning number of techniques used in the front end. most of the in sales by new products. This approach involves camping in generating excellent. so a score of method is shown as a 0–10 scale on the vertical axis in Exhibit 6. But the cost and time of conducting such research— essentially cultural anthropology—is considerable. such as ethnography. Indeed. The first place to begin crafting an effective ideation system is by identifying potential sources of ideas: Where do the good ideas A closer look at VOC methods come from? And more important. Cooper-Edgett Ideation Study sources of new product ideas in busibut ironically it is not so popular ness. (The argument here is that The method provides perhaps the greatest insights and depth of non-users do not have enough experience with the method to rate knowledge into users’ unmet and unarticulated needs.”) 2. CEO.3 The popularity tensively using it. Newer methods. forming a the need for a deliberate. and lead user analysis. relatively speaking.
he aggressive revenue growth goals of most firms point to in Exhibit 2. Product Development Institute and Professor. are less popular. the method does not suit all Eight voice-of-customer (VOC) methods were investigated. but only for users of that method. employing ethnography including ethnography. Rated effectiveness of each methods is 5. however. Some at a construction site or in a factory or hospital is quite feasible. high-value new product ideas. as noted by the diamonds in the upper right quadrant
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.6. (For comparison. According to product. receiving solid effectiveness scores management results in an extra 7.2 percent of sales from new from users—all in the top half of the magic ideation quadrant products. systemic.2 We sought to determine how among practitioners. approach. or letting the customer help design the generating game-changing new product ideas. of five best practices identimethods are rated highly by users in terms of effectiveness. nography has become a popular Our study looked at 18 different topic in product innovation literature. where ideas come into the funnel before they are weeded out and evaluated. recently completed a study that sheds light on the comparative value of different ideation sources. with a standard deviation of 0. product types and markets. and managed approach to community of enthusiasts. while the skill set of the researchers must be high (not every marketer is a trained Voice-of-customer methods cultural anthropologist).73. In spite of low usage and some of these limitations. VOC a 2005 Arthur D. Over 160 companies took part in the study A total of 160 firms took part in the for extended periods. according fective are in the desirable upper right quadrant. as seen by The objective: to determine how extensively each extensively each method is used (its its unique location way up in the ideation method is used—that is. focus groups. Regardless of popularity. idea management has the strongest impact on the increase constitute the top five rated methods of the 18. to users. Little global study. McMaster University (robertcooper@cogeco. “extensive users” are those that checked the top of 10. and the lead user of a challenge.ca) and Scott J. Cooper. Our two authors. applications. ranking #13 in popularity and effectiveness of each of the 18 with only 12. In spite of its lack of popularity. In other words. the popularity of popularity). Bob Cooper and Scott Edgett. They are ranked below from sources may be evident in your company. ucts. Ethnography is ranked #1 of all method—shown across on the horizontal axis (usage was captured methods among users. The method sees limited use for Exhibit 2 reveals the popularity ideation. Product Development Institute (Edgett@prod-dev. watching and conducted in 2007. President. notably customer visit teams. having effective idea VOC methods fare very well. They fied. Additionally. study. and to gauge manageupper left quadrant on the magic the method—as well as to gauge management’s ment’s perception of the effectiveness ideation quadrant diagram (Exhibit perception of the effectiveness of the method of the method in generating excel2).9 percent of firms exmethods in a magic ideation quadrant diagram.
then innovative product ideas are the result. this VOC visit team method is sible in part because of new information technology (IT) tools. a vital source of product ideas. in the magic ideation quadrant diagram. In problems or wants and software. wants. too. percent of firms extensively using this method. customers or users are invited to help you design your next method. visit teams focus groups. with a positive score of 6. are hence quite likely to have your next advantages users claim are the ability to identify and focus on new product idea. The customer or user designs: This novel method has redesigning a robust interview guide with the right questions. The method is positioned very close to #3. and this method is how you can uncover what customer problems and unspoken needs during these interview it is. Its effectivepopularity ranking of #11 (only 17. with 24.0 out team approach above. and it has been made posspite of the challenges. and it proves (cross-functional.5 percent of firms extensively using The method has not caught on widely. And the method works: For example. namely the ability to identify problems of 10 and above the average rating for the 18 methods. and then study (in-depth interviews at multiple customer sites do take more structuring and running the workshop session properly. needs.4 new products. In spite of its limited popularity. The method shares the same strengths as the visit ranks #5 in terms of effectiveness. a number of companies let users add custom-designed reveal the most effective helps users walk through modules to their standard products and then commercialize the idea sources. and cost. users for effectiveness (a strong 6. points of pain. some businesses at 3M sessions. however. ranked interview guide to uncover user problems. getting them to participate in an off-site workshop. it 6. pioneered by Eric von Hippel. with a positive effectiveness score of 6.” their problems. training the interviewers. focus groups are run with your customers or users to new product.6 out of 10. Challenges include getplus of this method is that informed users are in the best position ting the right customers Exhibit 1: Breakdown of Firms in the Survey to agree to participate (a particular problem with business-to-business or B2B customers). which BBA then There is a lack of moderator skillfully fomanufactures. (Note that in product development.4 percent of firms extensively ness is ranked #3 by users. but has caught on only in the last decade. an article by Stephan Thomke and von identify needs. with 25.6 The method is ranked #5 in popularity. however. with an overall focus groups for problem identification and ideation. and new product Hippel reports that: suggestions. finding the right moderator with focus group skills and product knowledge. and 5. Others are more neutral in their assessment.0 percent of firms extensively using users.6 rating out of 10). The main challenges swear by the approach. Customer visit teams: With this approach. best of those components. a global supplier of specialty flaconcepts. The big and to drill down into these problems. effort than most of the methods).4 The theory is that if one works with innovative customers. It is ranked #2 by The advantage of lead user analysis is that innovative customers. and wants for #4 on average by users. focus groups are most often used to test Bush Boake Allen (BBA). however. This method is definitely recommended! 4. with a positive effectiveness score of use the approach). GE provides customers substantial research to cuses the discussion on with Web-based tools for designing better plastic products. Lead user analysis: This VOC method.) The focus group its customers to develop their own flavors. customer 2. problems. the method is definitely recommended! solutions. has built a tool kit that enables ideas. The technique often entails assembling a group of particSOURCE: Cooper-Edgett Ideation Study ularly innovative customers
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. are getting customers to cooperate (to agree to the session and The major challenges are identifying who the innovative customers to provide honest answers). finding the time to do this valuable are. has been around since the 1980s. The method is ranked #4 in popularity with 30. In ceived much attention in recent years. The method is thought to be effective. Customer focus groups for problem detection: In this VOC Here. For example. This method is definitely recommended.5 definitely recommended! 3. not to generate vors to companies like Nestle. The major who are ahead of the wave.4 out of 10. they use in-depth interviews based on a carefully-crafted the approach.“
or users (a group workshop) to identify problems and potential however. typically three people) visit your customers or to be quite popular. In the materials field.
The method is not popular at all as a source of ideas. Effectiveness is above the average for all 18 methods. it is ranked #6 by users in terms of generating quality ideas. Customer brainstorming: This VOC method is often employed at a customer event in the case of B2B markets. are less popular. It entails using a customer advisory board or user group to advise on problems and new products needs. won’t work. But the method can only be applied to certain categories of products. as more of a discussion session than an ordered attempt to identify hot new product opportunities. Additionally there is the challenge of employing effective tools (for example. Users rate the effectiveness of advisory boards for ideation above average—#8 in the ranking.“
to design your next breakthrough new product simply because they know their needs and what they want. such the event can be timeconsuming. David Gann and Linus Dahlander
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. most are in the lower left quadrant of the magic ideation quadrant diagram (the solid boxes in Exhibit 2). and many users claim that great ideas are the result of such sessions. but are not at the top of the list for idea generation. By
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Ideation Methods Covered— Cooper-Edgett Ideation Study
Voice-of-Customer (VOC) • Ethnographic research • Customer visit teams • Customer focus groups for problem detection • Lead user analysis • Customer or user designs • Customer brainstorming • Customer advisory board or panel • Community of enthusiasts Open innovation • Partners and vendors • Soliciting the external scientific/technical community • Scanning small business and business startups • Invite external finished product designs • External submission of ideas • External idea contest Other • Peripheral vision • Disruptive technologies • Patent mapping • Idea capture internally
analyzing the comments and messages. For example. allowing users to design products where the science is beyond the knowledge of the user. whereby your company forms a community of enthusiasts who discuss your product. Community of enthusiasts: This is yet another VOC method. In spite of very low usage. the right Web-based toolkits) to allow users to create product designs. Thus. But there are costs and difficulties: organizing Some…newer methods. “the customer designs” method is definitely recommended. insight. as a group. however. we think the method should be considered for applicable product categories. according to respondents in our study.” sion when competitors are involved. often on the internet. 8. And with their being so new. The three most effective open innovation methods (as judged by users—Exhibit 2) are ideas from partners and vendors. or is always a challenge. Similarly. Six different open innovation approaches to getting new product ideas were investigated in our study. A second challenge is that the method likely only applies to a handful of product classes (for example. It entails gathering a group of users and then employing formal brainstorming sessions with them to come up with new product ideas. customer advisory boards are fine to use for maintaining good customer relations. or telecommunications equipment. at #9 in effectiveness. but it is still above average. it certainly is not a new method.
Open innovation approaches
Much has been written about open innovation in recent years. urging companies to look outside their organizations for new product ideas. Customer advisory board or panel: This VOC approach has been around for decades.6 percent of firms extensively using it for ideation. their problems and desires. in spite of only modest popularity. The challenge is that this method requires considerable skill. Nonetheless. The major advantage is that once set up. these open innovation methods are neither very popular nor are they perceived to be particularly effective as sources of new product ideas. and time to undertake content analysis. and ideas from startup businesses. Note that the most popular approach—ideas from partners and vendors—has been around for a long time. aerospace equipment. The approach is recommended in spite of its limited popularity. and thus many companies have yet to experiment with them. but part of the problem is the way the meetings are structured. one gains insights into what’s really going on in the user community. in so doing. this community can be maintained fairly inexpensively—for example as an online community. it is difficult or too early to evaluate their effectiveness. Indeed. In spite of its durability. and even fully developed products. The reasons for the lack of popularity and the perceived ineffectiveness may be that some of the open innovation approaches are relatively new. The inverse brainstorming approach followed by traditional brainstorming is a tried-and-proven methodology for ideation. sharing the #11 spot in popularity with “the customer designs”).7 In spite of all the hype.0 percent of firms extensively using it (ranked #15 in popularity). Overall. ideas from the external scientific community. Then brainstorming follows to propose solutions to the identified deficiencies. the method is only moderately popular. #10 in popularity. or in lieu of a focus group session for business-to-consumer (B2C) products.4 percent of firms extensively using it. forming a customers to participate community of enthusiasts. as in pharmaceuticals. 6. intellectual property (IP). Often inverse brainstorming is used to begin the session in order to uncover product deficiencies and shortcomings. problems are identified and ideas for new products emerge. getting B2B as ethnography. this method is only moderately popular (with 17. sports equipment or computer software) where customers are likely to band together into enthusiast groups or clubs. with only 8. with 17. Few respondents had much good to say about advisory boards as a solid source of quality ideas. and letting the customer help design there are difficulties in setting up a group sesthe product. 7. the method is rated the least effective of the eight VOC methods. and while it is an open innovation method per se.
Thus this ideation method is fairly popular but yields poor to mediocre results. The trouble is that vendors or partners may be equally as uncreative at ideation as you are. Although the method
Exhibit 2: The Magic Ideation Quadrant Diagram—Effectiveness (Rated by Users) Versus Popularity for Each of 18 Ideation Methods
SOURCE: Cooper-Edgett Ideation Study
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.” He professes great satisfaction with the output of GE’s own research laboratories: “We’re pretty happy with the hand we’ve got. that “firms have always been open to some degree and that the benefits differ depending on their line of business. which requires “doing things that almost nobody else in the world can do” and where IP rights and a degree of secrecy still matter. it is also the only open innovation method even close to the desirable upper right quadrant in the magic ideation quadrant diagram in Exhibit 2. arguing that open innovation is not so new. where capture systems typically yield products take a long time to develop and reless-than-spectacular results. 3.5 percent of firms extensively using it. Nonetheless. It is not a new approach. addressing them as they rank from most effective to least effective. and yields decent effectiveness ratings. because it is a tried-and-proven approach. 1. The method is fairly popular (ranked #9 overall) with 19. and Innocentive. Partners and vendors: This open innovation method entails
seeking new product ideas from outside partners and vendors.com. is even more skeptical and notes that outside ideas “don’t really stick well here. 2.9 Mark Little.9 out of 10. that the method tends to be used more for seeking technology solutions online than for seeking new product ideas. such as NineSigma.. make this access much easier today. such as making jet engines and locomotives. but companies in advancedtechnology and complex products may find inviting ideas from the outside world to be less fruitful. Note.”
A closer look at open innovation methods
We now turn to a detailed look at each open innovation method covered in the study. Buried within these capabilities are the seeds of your next great new product. Yet2. with 22. hence you cannot expect a plethora of great ideas from this source.“
of London’s Imperial College dispute this. GE’s CEO Jeff Immelt observes that his firm is a leader in a number of fields. A number of online tools. head of GE research. The advantages of this method are that vendors and partners bring to the table technical capabilities that may be beyond your scope of expertise.internal idea tensive industries.”8 Those companies in industries with simpler technologies and B2C products (such as Procter & Gamble [P&G]) are good candidates for open innovation. however. And effectiveness for ideation suffers when gauged by users— ranked a low #14 with a poor effectiveness rating of only 4. is quite popular. Accessing the external technical community: This open innovation approach solicits ideas and technology solutions from the external scientific and technical community. Although the most popular Yet another critique comes from capital-inof all methods. and it is quite popular: It ranked #7.1 percent of firms extensively using it. with millions of consumers and would-be inventors the target. we recommend the approach.” main on sale for years. Scanning small businesses and business startups: This open innovation approach accesses small and startup businesses to get ideas from these entrepreneurial firms. Effectiveness rankings slide a bit: The use of vendors and partners as a source of ideas is down the list at #11 out of 18 in effectiveness..
a last. but is employed in a small or startup firm. 1. On the positive side. effectiveness of external submission of ideas ranks a poor #17 out of 18 when rated by users—almost dead last—with a poor effectiveness rating of only 4. so it’s worth a look. users. ranked dead last at #18 out of 18 (and a very poor effectiveness score of 4. often for little or no financial gain. become your source
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of ideas. This method is an extension of open method #5 above—external submission of ideas —and shares the same positives. External submission of ideas: In this open innovation approach. of smaller enterprises that could be sources here. Indeed. Peripheral vision is a very popular approach to generating new product ideas. Surprisingly and in spite of the positive note spun in articles written about P&G’s system. Crowdsourcing sounds like a neat method. users. users of this method indicate that the entire world. In summary.1 percent of firms extensively using external idea contests.3 out of 10). Popularity and effectiveness ratings. Further. and Muji. Two of the methods are very popular: patent mapping and internal idea capture systems. try it if you wish.0 percent of firms extensively using it. your customers. The approach is based on the tenet that most firms get blindsided by major external events and miss opportunities for new products because they lack peripheral vision. external idea contests are not popular at all. and not surprisingly achieves the lowest popularity. almost dead called “crowdsourcing. For example. while a competitor introduced Bratz™ dolls—more grown-up and sophisticated dolls—and stole the market. with a poor effectiveness rating of 4. to review the ideas.12 An example is Mattel’s failure to see the emerging trend that little girls grow up quickly. 2. The example of open source software is often given by proponents of this method. and others in the external world are invited to submit their new product ideas. however.1 percent of firms extensively using it. its overall popularity is low.5 out of 10.” as one executive commented. The popularity of this method ranks #16 out of 18. Its use is restricted largely to consumer products and relatively simple and creative goods (note that both examples given are creative design products for which consumers are likely to have creative insights). P&G’s Connect & Develop system is an example. The argument here is that you can bet that somewhere today there is a scientist or designer with the great next new product in your industry. one major European consumer goods company tried the approach for a while and then gave it up as far too time-consuming—“a lot of work for the very few good ideas we obtained. the track record of large and dominant firms in commercializing breakthrough innovations in most industries has been dismal. but it’s not popular and results are weak It is not recommended generally. Disruptive technologies: Proponents of this approach arPDMA Visions MAgAzine
. perhaps thousands. External idea contest: Another open innovation method. but may suit a few firms similar to those mentioned above. effectiveness from the external world of external submission of ideas to submit finished product ranks a poor #17 out of 18 when designs (not just ideas).“
seems logical. The trouble is. with 33.10 This is a very novel and step-out method. and it is dead center in the lower left (undesirable) quadrant of the magic ideation quadrant diagram. The advantage of the method is that the world becomes your product design house.11 Few companies have tried this approach. administration. 4. in the process. Additionally there is the added cost and time of setting up a professionally-managed contest—all the rules. it involves hosting an ideation contest and inviting the external world to submit ideas. it takes “an army of internal people. 5. with only 7. there are four more that are consistently cited as useful idea sources. with a #7 ranking from users. Effectiveness when gauged by users is also ranked very low.” Examples are Threadless. many firms simply fail to act on them. with only 4. It is not a popular method. assess and evaluate them. we recommend employing peripheral vision as a strategic approach to ideation. but clearly is not the ideation method of choice for most firms. The method is sometimes rated by users.8 out of 10). Effectiveness is also positively rated.” T-shirt company in Chicago that runs online contests for T-shirt designs. however. the methods are discussed below in order of effectiveness ranking. But like #5.9 percent of firms extensively using it. with only 2. but it’s not high on our list of “to do” actions. and while trends and events are identified. they get good reviews from some heavy users. Again. except there is an added incentive (and a little excitement of a contest with prizes) for the consumer. You can capitalize on consumers’ desires to design and develop products. The challenge is that there are hundreds. Nonetheless. again. The challenge here is that while most firms we surveyed engage in such strategic exercises. this method has limited applicability. you assess the external world to identify trends and threats and. often via the internet and your Web site. he or she probably does not work for you. where these four methods are shown as triangles and appear toward the right side of the diagram. ranking dead last. ranked #17 out of 18. a Japanese furniture company that asks its catalogue members to submit furniture designs. and accessing and vetting all the potential sources is no small task. while the true innovations have come from newer or smaller firms. define potential new products. A major weakness is that the technique probably only applies to the world of consumer and technicallysimple products. including knowledgeable consumers. and awarding of prizes. with one (exploiting disruptive technologies) cited frequently in the literature and the other—peripheral vision—rated as quite popular and fairly effective. Effectiveness is lower-ranked as well. the method is limited to simple consumer goods. and it is ranked #2 out of 18.” This method is not popular and receives a poor effectiveness rating. External product designs: This open innovation method involves using the internet to invite your customers. ranked #14 out of 18. often the effort is informal and unstructured. and others Surprisingly. at #16 out of 18 (with a poor effectiveness rating by users of only 4. and get back to the submitter with a proposal.9 out of 10. Given its popularity coupled with its positive effectiveness rating. while two others are strategic or “top down” approaches.
Four other ideation methods
Among the 18 ideation methods we studied. are shown in the magic ideation quadrant diagram in Exhibit 2. Peripheral vision: In this deliberate and formal strategic exercise. The method is neither popular nor viewed as particularly effective. greatly magnifying the possibilities beyond your own employees’ creative abilities. Its effectiveness is similarly low. at #15. Once again. 6.
April 2006. and Opportunities.. at #12. the challenge is that most such systems to capture their ideas are poorly constructed and inadequately managed. no. So install an idea generation. although the most popular of all methods. with 32. not surprisingly. 3.” The Economist online edition (Oct. 11 (November 2005): 135–48. 7. April 2006. most employee-targeted ideation systems fail to specify the “search fields. 84. Canada. to identify potential disruptive or radical or step-change technologies. Eric von Hippel. 2 . Little. Clayton M. in spite of all the hype on this method. market. “Crowdsourcing: Consumers as Creators. average ratings can lie. Henry Chesbrough. As a result. resulting in a scattergun approach with many off-strategy ideas. 5. Those in the desirable upper right quadrant—three VOC methods and two strategic approaches— are either highly recommended are or worth taking a very close look at. 4. The problem is that a true disruptive technology is not an everyday occurrence in one’s industry. 12. Cooper is President of the Product Development Institute. 9. While employees should be a major source of breakthrough ideas. Disruptive technologies do generate major opportunities for those who see them coming and who have the courage to exploit them. Its effectiveness is disappointing. It’s a good technique to explain what happened historically.com/surveys/displaystory.6 percent of firms extensively using it. These examples are from: Paul Boutin. 4. Thus. Ibid. We rate it as a useful tool. 6.: MIT Press. Stephan Thomke and Eric von Hippel. it is not particularly popular and yields surprisingly mediocre results. internal idea capture systems typically yield less-than-spectacular results. Innovation: The Attacker’s Advantage (New York: Summit
. So take a look at these lower-rated methods.” Business Week online edition (July 13. the most popular ideation method. a professor at McMaster University. The result is no focus or direction to the idea submissions. and then screening and handling these ideas via some form of structured process.H. Democratizing Innovation (Cambridge. Cooper and S.htm. its effectiveness is ranked lower. 2007). while not effective for everyone. Realities. 13.” Visions. this approach was shown by our study to be used extensively by 37. do receive positive comments from a limited subset of users. but with some skepticism. 3. and creator of Stage-Gate®. Little. the method makes a lot of sense. Parts of this section taken from: “The Love-In: The Move Toward Open Innovation Is Beginning to Transform Entire Industries. see: R. See: www.
Robert G. and. (March 2006). 2005).com/innovate/content/jul2006/ id20060713_755844. Ontario.J. For more detail on these ideation methods.
How to use the magic ideation quadrant diagram
The magic ideation quadrant diagram in Exhibit 2 gives a good overview of the popularity and effectiveness of various ideation methods and sources. however: it is ranked #10 out of 18 by users. We recommend it. Also.” Harvard Business Review (March-April 1982): 117–22. 8. Eric von Hippel. 2. How Companies Use Innovation to Improve Profitability and Growth (Innovation Excellence study) (Boston: Arthur D. Ancaster. Earlier descriptions of disruptive technology are in: Richard N. This typically involves formally soliciting new product ideas from your own employees (often via a internal Web page). We recommend the approach but with a proviso: An innovation strategy must be in place to define areas of focus (the search fields) and clearly communicated to employees. most important. In theory. and provide great opportunities to those firms that see the disruptions coming. hence is not a prolific and ongoing source of ideas. 11. Larry Huston and Nabil Sakkab. Scott J. Available from www. building in some of the effective idea sources you have read about here. The other methods found in the lower half of the magic ideation quadrant diagram fare more poorly on average. These include all six open innovation approaches. especially ethnography. 2003). Vol. capture.G. Christensen. 11. Schoemaker. Idea capture internally: Setting up an internal idea capture system is. Day and Paul J. The effectiveness of monitoring disruptive technologies is somewhat disappointing as a source of ideas. with 21.gue that disruptive technologies—radical and step-changes in a technology—pose great threats to the incumbent firms. Available from www.: Harvard Business School Press. Edgett is CEO of the Product Development Institute. Mass.” Visions. Ranked #1 overall in popularity. Arthur D. Ontario. “Customers As Innovators: A New Way to Create Value. The Innovator’s Dilemma (New York: Harper Collins Publishers. 10. or industry. but predicting disruptive technologies and their impact is much more difficult.” Harvard Business Review Vol. 2005). We borrow the term here since we are doing much the same—rating and displaying different ideation tools—and we acknowledge Gartner’s magic quadrant terminology. it does not generate new product ideas per se. 2007).businessweek. 14. but should not be ruled out.
are definitely recommended. While the technique is useful for identifying areas of competitive activity and hence potential areas of focus. “Open innovation Myths. The term “magic quadrant” diagram was coined by the Gartner Group as a method of rating and displaying competing software solutions in a given space. 2000). however. Foster. and management system. Patent mapping: This method involves mapping or mining others’ patents to see where the technical and competitive activity is and to identify the potential areas for new products.” Harvard Business Review Vol. to define the resulting new product ideas. 2006). as these methods. “Connect and Develop: Inside Procter & Gamble’s New Model for Innovation. Internal idea capture systems are ranked #12 in effectiveness (tied with patent mapping). George S. 3. on which the jury may still be out. Mass. no. For example. Canada. “Scanning the Periphery. The method is fairly popular (ranked #8 out of 18). “Primer On Open Innovation : Principles and Practice.com. Ontario. Open Innovation: The New Imperative for Creating and Profiting from Technology (Cambridge. “Get New Products from Customers.7 percent of firms extensively employing this method.cfm?story_id=9928227. a major criticism leveled at current and past proponents of this approach14 is that analysis of disruptive technologies works best in hindsight.13 The approach here is to monitor technological trends formally. also: Michael Docherty. Canada: Product Development Institute Inc. Three other VOC approaches in the upper left quadrant
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1. recognize that effective ideation is a vital part of a solid idea-to-launch system—a critical best practice. Edgett.4 percent of firms. also: Henry Chesbrough.stage-gate. Hamilton. Regardless of which approach you use. Thus. 83. particularly if the method might fit your special situation. Further.” often the result of a lack of a clearly articulated innovation strategy for the firm. It is a popular approach (ranked #3). No.” Harvard Business Review (April 2002): 74–81. economist. XXX. Generating Breakthrough New Product Ideas: Feeding the Innovation Funnel (Ancaster.
He is credited with helping business executives and innovation professionals successfully implement world-class innovation processes that have generated outstanding results. Edgett is a former Professor of the Michael G. it is considered to be one of the most important discoveries in the field of innovation management. He is the recipient of numerous prestigious awards including the Crawford Fellow from the Product Development and Management Association (PDMA) and the Maurice Holland Award from the Industrial Research Institute (IRI). 3rd Edition’. Dr. A prolific author. 2000-2008
. He pioneered the original research that led to many ground-breaking discoveries including the Stage-Gate® Idea-to-Launch process. Cooper is one of the most influential innovation thought leaders in the business world today. 2nd Edition’ and has published more than 60 academic articles. He has spent more than 30 years studying the practices and pitfalls of 3. Robert G. McMaster University in Ontario and is a Faculty Scholar at the Institute for the Study of Business Markets (ISBM) at Penn State University. Edgett is Chief Executive Officer and co-founder. May 2007
Dr. he has published more than 90 academic articles and seven books. Cooper
Dr. DeGroote School of Business at McMaster University in Ontario. His speaking engagements and consulting work have taken him around the globe to work with some of the world’s best innovators and companies among the Fortune 1000.
© Product Development Institute Inc. Edgett is internationally recognized as one of the world’s top experts in product innovation and is the pioneer of portfolio management for product innovation. His presentations and practical consulting advice have been widely applauded by corporate and business event audiences throughout the world making him one of the most sought-after speakers. Dr. He is a high profile speaker and sought-after consultant. Edgett
Dr. Cooper is a Professor of Marketing and Technology Management at the Michael G. principally focusing on issues affecting innovation leadership and capability. Cooper. Dr. DeGroote School of Business. of both Product Development Institute and Stage-Gate Inc. Dr. Scott J.World’s Top Innovation Management Scholars
-Journal of Product Innovation Management.
Dr. with Dr. Scott J. Now implemented by almost 80% of North American companies. including the best selling ‘Winning at New Products. Canada and Distinguished Fellow at the Institute for the Study of Business Markets (ISBM) at Penn State University in Pennsylvania. Edgett has had extensive experience working with large multinational clients in a variety of industries. USA. He is a prolific author having coauthored six books including the popular ‘Portfolio Management for New Products. He has spent more than 20 years researching and developing innovation best practices and working with organizations in product innovation. Robert G.000+ new product projects in thousands of companies and has assembled the world’s most comprehensive research on the topic. Robert G.
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Product Innovation & Technology Strategy
Climate. is a Member Company of Product Development Institute Inc. Stage-Gate Inc.Stage-Gate Inc. Innovation Diamond™ and Winning at Product Innovation™ are trademarks of Stage-Gate Inc. Cooper and Dr. Edgett Founders of Stage-Gate Inc. Scott J. Stage-Gate® is a registered trademark of Product Development Institute Inc.”
Dr. helps companies achieve successful product innovation.
Stage-Gate Inc.com www. Clients include more than 5000 organizations of all sizes across all industries.stage-gate. is the world’s leading full-service provider of Product Innovation solutions
Portfolio Process Design
Stage-Gate® Process Design
New Product Performance
Leadership: Climate & Cultural Change
SGI collaborates with your organization to develop your own unique Product Innovation Transformation Roadmap
Complementary solutions tailored to each client’s unique needs
Speaker services • Motivational presentations and training delivered by Dr.Stage-Gate Inc. Stage-Gate Inc. is the world’s leading full-service provider of solutions which enable organizations
to improve their Product Innovation and Portfolio Management capabilities. accelerates client success with strategic advisory and transformation services.
www. Cooper or Dr. Edgett Publications • Best-selling books • Articles and papers Public seminars Annual Stage-Gate Summit
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Product Innovation Strategy Portfolio Process Design Stage-Gate® Process Design Implementation Planning Implementation Management Climate & Culture Change Training Programs
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Stage-Gate Inc. A globally recognized and trusted brand. leading-edge products. best-selling publications.com
. +1-905-304-8797 info@stage-gate. first-rate seminars and Stage-Gate® certification.stage-gate.
their message is clear -organic growth based on product innovation is paramount. Cooper for this critical seminar on sustaining organic growth through innovation. It goes undisputed that the single most important driver of new product success is your New Product Process. yet having this strategy is one of the important common denominators of successful businesses. The better your process. The Stage-Gate® Innovation Process is the world’s most widely used method for taking new product ideas from inception through to successful launch – because it works! The critical challenge is not in the decision to adopt Stage-Gate but in how you implement it so it becomes engrained in the very fabric of your organization.regardless of economic conditions. This seminar unveils new advanced techniques every organization must incorporate into their New Product Process in order to realize top performance. Robert Cooper and Michael Wiebe April 22-24. PA
Technology Developments. the markets. But product innovation is in trouble . Product innovations are the life blood of the modern corporation. with Wall Street placing increased pressure on CEOs to deliver.sather@stage‐gate. and fundamental research – lay the seeds for a family of winning new products. Most businesses lack an effective and clearly articulated product innovation strategy.stage-gate.Washington. PA
For more information or to register for a seminar. 2008 .com
Stage-Gate is a registered trademark of Product Development Institute Inc.Tampa.
Successfully Designing and Implementing the Stage-Gate Process: A Best Practice Approach Led by Dr. Wiebe.
2008 Innovation Seminars
Developing a Product Innovation Strategy and Deciding Your New Product Portfolio: Making Strategic Choices and Picking the Winners Led by Dr. the better your results . Join Dr. DC
Generating Breakthrough New Product Ideas: Feeding the Innovation Funnel Led by Dr.R&D productivity is down . Principal Consultant at StageGate Inc. And the key role of innovation has not gone unnoticed by the financial community . COOPER
Picking the right projects and platforms to invest in is at the heart of successful product innovation. Technology Development projects are the foundation for new products and new processes and thus are vital to the prosperity of the modern corporation. DC
Led by the ‘WORLD’S TOP INNOVATION SCHOLAR’ ‐ DR.Clearwater. Join Dr. Platforms & Fundamental Research Breakthroughs: Managing For Profitable Results Led by Dr. 2008 . 2008 . ROBERT G. new technology.Philadelphia. or a much improved manufacturing process. Game-changing or blockbuster product innovations are absent in most firms' development portfolios. 2008 . Robert Cooper May 21-22. 2008 . technologies or products you should focus your efforts on and a strong link to portfolio management. Complimentary Benchmarking Report on your Idea-to-Launch process. FL
Stage-Gate Innovation: Advanced Techniques for Accelerating the New Product Process for Maximum Productivity Led by Dr. 2008
Visit us online at www. Robert Cooper September 23-24. 2008 . FL November 18-20. Developments that build capabilities – new platforms. Join Dr. These are your "tomorrow projects" and potential game-changers that give your business sustainable competitive advantage.Stage‐Gate Inc.Washington. Throwing more resources and money at your new product pipeline will not guarantee success.
© Stage-Gate Inc. Robert Cooper and Michael J. But effective project selections or portfolio management hinges on having a clearly defined and articulated Product Innovation and Technology Strategy for your business..Philadelphia. Numerous studies have shown that there is no proven link between increased spending and success. Cooper and learn how to ensure scarce resources are consistently allocated to the most meritorious and strategic projects. and learn how to implement the Stage-Gate Process in your organization to realize its fullest potential. Robert Cooper June 10-11.there is less bang for buck.com
. Robert Cooper June 12. please contact Valerie Sather +1‐905‐304‐8797 or valerie.
they are still struggling to achieve the financial results they expected. VISA and the Royal Bank of Canada are highlighted. isolates the drivers of innovation strategy. Edgett and Dr.00 – Soft Cover
Stage-Gate® is a registered trademark of Product Development Institute Inc. incorporating customer input into product design. and much more. Dr. Price: US $34. Cooper demonstrates with compelling evidence why consistent product development is so vital to corporate growth and how to maximize your chances for success. Second Edition.BEST SELLING BOOKS ON PRODUCT INNOVATION
Authored by world-renowned innovation experts .95 – Hard Cover PORTFOLIO MANAGEMENT FOR NEW PRODUCTS (Second Edition) Portfolio Management.Dr. © Stage-Gate Inc. Discover the seven principles to Lean. providing numerous examples of the methods. relies upon the products it chooses to develop and the speed with which they are brought to market. screening and prioritizing new product projects. Their experiences with companies such as Sprint. and fundamental research. including how to pick the right approach for your organization and how to balance and maximize the value of your portfolio. This book is an essential resource for any company whose profitability. GE. S. Cooper’s book has served as a bible for product developers’ world-wide.stage-gate. employees’ creative talent. 2008
All Books are available for Online Purchase
Visit www. this report provides five in-depth case studies of top performing companies. approaches and techniques used by leading companies such as Motorola and Procter & Gamble. Robert Cooper and Dr.G. This ground-breaking book presents a rigorous and practical approach to managing an organization’s product portfolio and provides true examples of companies’ portfolio strategies. outlines metrics used to measure new product process and practices. Nike and many others consistently prosper and it provides the reader with a wealth of practical knowledge. forces the reader to take a look at “the big picture” and question whether their organization is meeting its new product goals.00 – Soft Cover
PRODUCT DEVELOPMENT FOR THE SERVICE SECTOR In Product Development for the Service Sector. Dr. Cooper and Dr. Price: US $29. Price: US $39. voice-of-customer research. Establish a proactive Discovery Stage that focuses on the drivers of innovation performance to transform your organization into an innovation machine. Scott Edgett explain how to leverage the principle of lean. This book explains how to feed your innovation funnel with a steady stream of breakthrough new product ideas. and achieve growth that is both profitable and sustainable. In this fully updated and expanded edition. leveraging the extensive research and consulting experiences of Dr.95 – Soft Cover PRODUCT LEADERSHIP: PATHWAYS TO PROFITABLE INNOVATION (Second Edition) Product Leadership. maximize the value of a new product portfolio. Product Leadership goes beyond explaining what strategies are helpful to a company’s success. Second Edition. Robert G.J. It provides a wealth of knowledge. Dr. Rapid and Profitable New Product Development. the foremost world experts in product innovation.00 . Learn more about the impact you can make by leveraging an innovation strategy. is the advanced course – a comprehensive guide for executives and senior managers who have a mandate to grow their businesses and impact performance through product innovation. Edgett
GENERATING BREAKTHROUGH NEW PRODUCT IDEAS: Feeding the Innovation Funnel Senior executives are experiencing a shortage of game-changing ideas that drive growth. With Winning at New Products. Marriott. Scott Edgett. streamline the product innovation process. This book showcases examples of how companies such as Microsoft. external ideas via open innovation. It explores how to chart a competitive strategy and foster a culture that encourages product innovation.com
.Hard Cover WINNING AT NEW PRODUCTS (Third Edition) For over a decade. Kleinschmidt. Robert Cooper and Dr.95 – Soft Cover LEAN. Elko J. Scott J. Price: US $29. Robert G. RAPID AND PROFITABLE NEW PRODUCT DEVELOPMENT Although many companies have introduced product innovation processes. Price: US $29. a comprehensive approach to product development tailored specifically for the dynamics of the service industries is presented. Cooper. and much more to accelerate your speed-to-market. Price: US $495. R. and very existence. Authored by Dr. the Pennsylvania Energy Company. Dr.95 – Hard Cover
BEST PRACTICES IN PRODUCT INNOVATION: What Distinguishes the Top Performers Best Practices in Product Innovation is a breakthrough study that reveals the impact of performance drivers at the business unit level. Price: US $44. you will learn methods for developing a Stage-Gate® process.