Podcasts about stage gate

 Today, Paul reflects on his journey as an innovation evangelist and shares the valuable lessons he's learned over nearly four decades in the industry. He expresses gratitude to his listeners, guests, and colleagues while recounting the significant milestones that have shaped the Innovation Talks series. This introspective episode serves as a heartfelt farewell as Innovation Talks closes its podcast run, leaving a legacy of knowledge and insight for innovators worldwide. Paul Heller has an illustrious career advancing innovation practices across various organizations. Paul's work has influenced countless professionals in the field. With a background at IBM and startup experience, Paul's journey is rich with firsthand accounts of implementing cutting-edge solutions and methodologies such as Expert Systems and Stage Gate. His unique perspective on cross-functional integration and empathy in innovation has made him a revered voice in the industry. “Staying positive and seeing the good in every situation keeps the spirit of innovation alive through any challenge.” ~ Paul Heller Today on Innovation Talks: • The importance of cross-functional understanding: Innovation involves marketing, sales, manufacturing, distribution, product development, and customer success, aligning towards a common goal. • Embracing diverse business disciplines: Experience in sales, consulting, customer support, and engineering development can significantly enhance one's capability in innovation. • The value of empathy: Empathy towards colleagues, especially when challenges arise, is crucial for a positive and collaborative work environment. • Staying positive as a strategic advantage: Maintaining a positive attitude and seeing the best in people can drive team morale and productivity. • Configurability as a cornerstone: Unique processes and success measurements require adaptable systems, a lesson learned from product configurator projects. • The evolution of Expert Systems to AI: Early experience with Expert Systems demonstrates how foundational technologies have evolved into modern AI applications. • Importance of compassion in leadership: Genuine compassion and understanding within teams foster a collaborative environment conducive to innovation. • Continuous learning and respect for colleagues: Maintaining a beginner's mindset and respecting peers can lead to ongoing personal growth and team success. Resources Mentioned: • Guy Kawasaki's Wikipedia page: To learn about the origins of the term "evangelist" in a technology context. https://en.wikipedia.org/wiki/Guy_Kawasaki • Sopheon: A company supporting innovation and methodologies like Stage Gate. https://www.sopheon.com/ • Union Pacific Railroad innovations: Historical examples of early AI application in rail maintenance and optimization.https://www.up.com/aboutup/community/inside_track/ai-rahul-insights-it-230721.htm • Gateway 2000: A case study in product configurators for complex product sales. https://www.techspot.com/article/2087-gateway-2000/  This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

Today, Paul and guest Bob Cooper look deeply into the deployment of artificial intelligence in new product development. The discussion revolves around the challenges of successfully implementing AI projects, the high failure rates, and the potential solutions to overcome these hurdles. They also discuss how AI transforms product innovation and process improvements across various industries, with insights drawn from Bob Cooper's extensive research and practical experiences. Bob Cooper, the founder of the Stage-Gate® methodology, is a renowned expert in new product development and innovation management. With decades of experience, he has been instrumental in refining processes businesses use to navigate the complexities of bringing new products to market. As a prolific author and a thought leader, his work continues to influence how organizations harness technological advancements like artificial intelligence to stay competitive. Cooper's blend of theoretical knowledge and hands-on expertise makes him a valuable resource for understanding the intricacies of AI in product development. "Imagine AI not as a replacement, but as an augmentation of human capabilities. With the right balance, AI can drive unprecedented innovation in product development." ~ Bob Cooper Today on Innovation Talks: ·     AI project failures often mimic traditional product development failures, with up to 80% of projects floundering due to poor technical understanding and misjudgment of user needs.·     The misinformation from vendors and promotional blogs significantly contributes to the high failure rate of AI projects.·     Successful AI deployment frequently parallels the Stage-Gate® processes used in traditional product development, highlighting the need for structured project management.·     Data quality is as crucial to AI as material quality is to manufacturing physical products; insufficient or poor-quality data undermines AI performance.·     While AI's role in product innovation is substantial, its impact is even more significant in process improvements, facilitating everything from idea generation to market launches.·     Trust and readiness to adopt AI are major hurdles; many companies are reluctant to rely fully on AI for decision-making, preferring human oversight.·     The financial sector has adopted AI more rapidly than product development industries, indicating a sector-specific readiness and application of AI technologies.·     Personal and professional AI literacy is essential; proficiency with tools like ChatGPT can significantly boost productivity and innovation capabilities.   Guest Contact Information: Website: www.bobcooper.cahttp://www.bobcooper.ca/ Resources Mentioned: http://www.bobcooper.ca/articles/artificial-intelligence-in-npd Rapid model: Roadmap for AI Implementation and Deploymenthttps://www.linkedin.com/pulse/adopting-artificial-intelligence-new-product-rapid-model-cooper-wze4eStage-Gate® methodologyhttps://www.stage-gate.com/blog/the-stage-gate-model-an-overview/Siemens software for digital twin technologyhttps://www.siemens.com/global/en/company/stories/industry/the-digital-twin.htmlChatGPT for idea generation and campaign strategieshttps://chatgpt.com/Resources: Bob Cooper's published books on innovation and new product developmenthttps://www.amazon.com/stores/Robert-G.-Cooper/author/B001IGOJG6?ref=ap_rdr&isDramIntegrated=true&shoppingPortalEnabled=true  This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners like you. For additional information about new product development or corporate innovation, sign up for Sopheon's monthly newsletter, where we share news and industry best practices! The fastest way to do this is to go to sopheon.com and click here.

We start by introducing the concept of the Stage Gate process and its relevance in the food industry. We explain it as a series of decision points (gates) where projects are evaluated before moving to the next stage. We then address common misconceptions, such as the belief that the Stage Gate process is a "sales prevention" structure, emphasising instead that it is a flexible framework adaptable to different business needs and projects.Our discussion moves on to the flexibility and implementation of the Stage Gate process, highlighting how it can be tailored to fit various project complexities. We stress the importance of upfront scoping and understanding project requirements to determine the appropriate process path. The significance of clear roles and responsibilities is also discussed, noting that the process involves the entire business, not just the New Product Development (NPD) team.We identify critical points in the process where structure is essential and provide examples of how different projects might require varying levels of rigour and flexibility. We also address common problems such as missing documentation, unnecessary meetings, and unclear processes that can give the Stage Gate a bad name, and propose solutions like using templates, clear sign-offs, and proper documentation to streamline the process.We emphasise the importance of communication and buy-in from all stakeholders, showing how a well-implemented Stage Gate process can lead to better teamwork and project success. We wrap up the episode with our closing thoughts on the benefits of a well-implemented Stage Gate process and encourage you, our listeners, to view it as a supportive framework rather than a rigid structure.To book onto our NPD Fundamentals course mentioned during this episode please click herehttps://fearlessfoodies.co.uk/npdfundamentalsTIMESTAMPS:00:00:00 - Introduction to the Stage Gate Process00:01:25 - Common Misconceptions00:02:47 - Flexibility and Implementation00:06:03 - Role Clarity and Communication00:10:20 - Critical Points and Timing00:12:59 - Sponsor Message: Dama Ingredients00:13:40 - Common Problems and Solutions00:15:31 - Significance of Communication and Buy-In00:17:08 - Closing ThoughtsLinks and Resources:Website Link: https://ohforfoodssake.co.uk/FB Link: https://www.facebook.com/groups/ohforfoodsakeLinkedIn: https://www.linkedin.com/company/oh-for-food-s-sake/You can follow us here on Instagram: https://www.instagram.com/oh_forfoodssake/For industry consulting from Lucy, connect with her on Instagram or LinkedIn.Find her on Instagram or LinkedIn for further support with industry coaching and facilitation from Amy.See you next time!

Global Product Management Talk is pleased to bring you the next episode of... Product Mastery Now with host Chad McAllister, PhD. The podcast is all about helping people involved in innovation and managing products become more successful, grow their careers, and STANDOUT from their peers. About the Episode:  – The Product Innovation Charter (PIC) is a short document that provides direction and alignment for a product development project. – Stage-Gate and Agile Stage-Gate are popular product development processes that manage risk and incorporate Agile elements. – Jobs-to-be-Done theory focuses on understanding the customer's underlying needs and the jobs they are trying to accomplish with a product.

In dieser Episode sprechen Manuel und Babak über den Innovationsprozess als Kernelement einer Innovationsstrategie. Sie diskutieren die Probleme, mit denen Unternehmen bei der Innovation konfrontiert sind, wie mangelnde Struktur und fehlende Ressourcen. Sie erklären, dass ein Innovationsprozess eine Antwort auf diese Probleme bietet und eine Fokussierung ermöglicht. Der Innovationsprozess besteht aus drei Phasen: Ideen-Generierung und -Anreicherung, Konzeptentwicklung und Produktentwicklung und Markteinführung. In jeder Phase gibt es Entscheidungsgates und verschiedene Methoden, um den Prozess zu unterstützen. Babak und Manuel diskutieren wie man im Innovationsprozess gute Entscheidungen trifft, warum Fokus, Evidenzbasierung und Datenanalyse bei der Auswahl von Ideen wichtig sind und sie erklären den Prozess der Ideenentwicklung, Prototypenerstellung und Konzeptentwicklung. Kapitel00:33 Einführung und Bedeutung des Innovationsprozesses02:36 Die Probleme, mit denen Unternehmen bei der Innovation konfrontiert sind09:50 Die drei Phasen des Innovationsprozesses11:27 Entscheidungsgates und Methoden im Innovationsprozess18:08 Ideenentwicklung: Fokusfelder, Ideengenerierung und Kundenforschung21:54 Prototyping und Konzeptentwicklung: Validierung und Produktentwicklung24:07 Stakeholder und Gate-Entscheidungen: Auswahl und Priorisierung von Ideen29:09 Die Zukunft der Multimodalität von KI-Modellen Hosted on Acast. See acast.com/privacy for more information.

  You might have heard the term Stage-Gate when discussing product development processes, from Idea to Product Launch. The name comes from one, Dr. Robert Cooper, one of the most influential innovation thought-leaders in the industry. He trademarked the term Stage-Gate and its methodology, which was implemented by almost 80% of North American companies. In his framework, a product's genesis will go through discreet stages until it hits the market with expected high success rate results.   In today's episode, I want to take some time to explain the Stage-Gate methodology in layman's terms and what Robert Coopers' research delivered after observing why some companies are very successful at bringing products to market while others are less so. I discuss the stages of Concept Development and the deliverable 'Gate-Meetings' each product would go through. I discuss the benefits of early concept development and how this is a form of quality control. I also discuss how Stage-Gating will maximize your chances of bringing winning products to market.   "By and large the concept of Stages and Gates is always there. It's just the deliverables, the gatekeepers, the way the decisions are made; they become unique to each company." – Paul Heller "You can think of it almost as a risk management methodology. It's a lot like what a venture capitalist would do. If they were going to invest in a firm, they don't just give the big check right up front, right?" – Paul Heller "That methodology took a lot of risk out of these products and would identify the products early on that were less likely to succeed in order to make it really work well." – Paul Heller "Your gatekeepers are a critical role. They need to be people who from the cross-functional parts of your company are going to try to make the business decision to go to the next stage. And they're going to base that on intuition. They're going to base that on experience." – Paul Heller "You're not just bringing products to market, but you're filtering and bringing the winning products to market. And that's what the stage-gate system was all about." – Paul Heller   This week on Innovative Talks: • Breaking down the meaning of Stage-Gate in industry • How a successful company breaks down initial concept development • The Five-Stage model for product development • How Stage-Gating is a form of quality control • Why Gatekeepers are critical to the success of a product • What the Money-Gate means for serious investment Resources Mentioned:   • Book: Winning at New Products by Robert G. Cooper (https://www.amazon.com/gp/product/B06X1F836K/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0)   Connect with Paul Heller: ·      Paul Heller on LinkedIn (https://www.linkedin.com/in/hellerpaul/)   This Podcast is brought to you by Sopheon   Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.   Be sure to connect with us on Facebook (https://www.facebook.com/SopheonCorp/) , Twitter (https://twitter.com/sopheon) , and LinkedIn (https://www.linkedin.com/company/sopheon/) , and share your favorite episodes on social media to help us reach more listeners, like you.   For additional information around new product development or corporate Innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly!   The fastest way to do this is to go to sopheon.com (https://www.sopheon.com/) and click here (https://info.sopheon.com/subscribe) .

Global Product Management Talk is pleased to bring you the next episode of... Product Mastery Now with host Chad McAllister, PhD. The podcast is all about helping people involved in innovation and managing products become more successful, grow their careers, and STANDOUT from their peers. About the Episode: I am interviewing speakers at my favorite annual conference for product managers, the PDMA Inspire Innovation Conference.  This discussion is with two speakers who did a joint session, Dr. Wayne Fisher and Dr. David Matheson, whose session is titled “Improving decision quality during stage gate reviews.”  Recent findings from PDMA's Outstanding Corporate Innovator award program indicate that highly innovative companies follow some form of stage-and-gate process, including agile-stage-gate, to balance risk and rigor in the development of new products and services. Also, a recent Society of Decision Professionals poll suggests that innovation decisions are a rich area for improvement. We will discuss gate decision best practices with Wayne and David. This episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise, and experience power the most recognized and respected innovative companies in the world. PDMA is also the longest-running professional association for product managers, leaders, and innovators, having started in 1976 and contributing research and knowledge to our discipline for nearly 50 years. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

 You might have heard the term Stage-Gate when discussing product development processes, from Idea to Product Launch. The name comes from one, Dr. Robert Cooper, one of the most influential innovation thought-leaders in the industry. He trademarked the term Stage-Gate and its methodology, which was implemented by almost 80% of North American companies. In his framework, a product's genesis will go through discreet stages until it hits the market with expected high success rate results. In today's episode, I want to take some time to explain the Stage-Gate methodology in layman's terms and what Robert Coopers' research delivered after observing why some companies are very successful at bringing products to market while others are less so. I discuss the stages of Concept Development and the deliverable 'Gate-Meetings' each product would go through. I discuss the benefits of early concept development and how this is a form of quality control. I also discuss how Stage-Gating will maximize your chances of bringing winning products to market. "By and large the concept of Stages and Gates is always there. It's just the deliverables, the gatekeepers, the way the decisions are made; they become unique to each company." – Paul Heller"You can think of it almost as a risk management methodology. It's a lot like what a venture capitalist would do. If they were going to invest in a firm, they don't just give the big check right up front, right?" – Paul Heller"That methodology took a lot of risk out of these products and would identify the products early on that were less likely to succeed in order to make it really work well." – Paul Heller"Your gatekeepers are a critical role. They need to be people who from the cross-functional parts of your company are going to try to make the business decision to go to the next stage. And they're going to base that on intuition. They're going to base that on experience." – Paul Heller"You're not just bringing products to market, but you're filtering and bringing the winning products to market. And that's what the stage-gate system was all about." – Paul Heller This week on Innovative Talks:Breaking down the meaning of Stage-Gate in industryHow a successful company breaks down initial concept developmentThe Five-Stage model for product developmentHow Stage-Gating is a form of quality controlWhy Gatekeepers are critical to the success of a productWhat the Money-Gate means for serious investmentResources Mentioned: Book: Winning at New Products by Robert G. Cooper Connect with Paul Heller:·      Paul Heller on LinkedIn This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate Innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

In this episode, Riccardo Cosentino sits down with fellow Oxford alumni, Rachael Patel, to discuss integrated project delivery (IPD). With a background as a registered nurse, Rachael brings her unique expertise to her current role in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in North America. The pair discuss the impediments and challenges of adoption of the IPD model, specifically how it relates to private and public healthcare major infrastructure projects and the procurement process.“You add an integrated project delivery, where the idea is risk sharing and then you use that same methodology to calculate value for money, IPD will never win because IPDs base core base is sharing risk. It's two issues in our procurement, it's the idea of what value for money is and how we calculate money.”– Rachael Patel Key Takeaways: The origin of IPD and how its optimizing project design and construction Why value for money is problematic for IPDFinding a better way to allocate risk, relational over transactional  The policy associated in procurement and how it is hindering the marketplace shift to alternative models Links Mentioned: A critical perspective on Integrated Project Delivery (IPD) applied in a Norwegian public hospital projectBenefits and challenges to applying IPD: experiences from a Norwegian mega-project If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Navigating Major Programmes PodcastRiccardo CosentinoRachael Patel Transcript:Riccardo Cosentino  00:00If you're listening to Navigating Major Programmes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino. I bring over 20 years of major programme management experience. Most recently, I graduated from Oxford Universities they business group, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us.  Racheal Patel is an Associate Vice President and senior project manager at a global architecture and engineering firm. She's a registered nurse, and also the Master of Science in major program management from the University of Oxford, and a Master of nursing from the University of Toronto. Racheal is a skilled leader in the health sector specializing in strategic planning and execution of health services, research and infrastructure projects in Canada and the United States. Her expertise includes guiding organization for the initial strategic planning phase, through detailed planning and design to the implementation of transformative and innovative capital projects. Hello, everyone.  Welcome to another episode of navigating major programs. I'm here today with Richard Patel. I met Racheal at Oxford University when we were completing together our mastering major program management. And I asked Racheal today to join us on the podcast to discuss her dissertation, which is quite interesting and very relevant to the topics that we've been discussing on navigating major programs. How're you doing, Racheal? Racheal Patel  02:00I'm good Ricardo. And thanks for having me here. I'm excited to have a platform to talk about my dissertation and you providing that platform to talk about major programs. So thank you very much for having me.   Riccardo Cosentino  02:14It's my pleasure. So maybe since I've tucked up your dissertation a little bit, well, what was the topic of your dissertation?  Yeah, so my topic was actually looking at the challenges of adopting integrated project delivery in health infrastructure here specifically in Ontario. And I kind of was interested in this because here in Ontario, as you know, we've been in a transactional type of model for some time, and I wanted to see could we push the boundary and look at other project delivery models that would achieve the the goals of infrastructure for healthcare in a different manner? Interesting. And you talk about transactional contracting, and you talk about IPD, can you maybe explain for some of our listeners the difference or what was in the context of your, your research, what those terms mean? Racheal Patel  03:20So when we when I say transactional, it's more of a contractual obligation. So it's what we see today, like a p3, you know, alternative delivery model where you have a relationship based on some terms and conditions. Relational, it's a similar idea in that more, they're not similar, but it's a similar idea, in that it's a relationship based model where you're working together as a team, there's no one, you know, a buyer and a seller you are, I guess, in a way, a group or collaborative, all working towards the same goal and you have incentives and so forth, in a nutshell, that it's different. We in transactional, as you know, you have contractual requirements, you're obligated to meet certain things, whereas in relational, it's really about the relationships and the collaboration and the people and people organizations that come together to deliver. So it's, it's harder, sorry, relational is more softer compared to transactional in my non legal way of trying to explain. Riccardo Cosentino  04:41So another way of putting that is an is one that of an example that I use in the past is that transactional contracting or is more of a zero sum game where there is a party, a winning party in the losing party. We're in relational contracting. We're all on the same table, we all have one common goal, one common incentive. And all of the incentives are aligned providing a more collaborative environment.   Racheal Patel  05:11Yeah, yeah, that's probably more eloquent and articulate in the way I'm trying to explain it. That yeah, like, with relational, and specifically with IPD, you have everyone coming together with a common goal objective, and you're all measured on that same group of objectives or metrics metrics. And I would say transactional is a very much risk transfer moving risk to one party to hold that and your obligation to meet those risks, that transfer of that risk. But yes, I would say what you what you said is more eloquent than how I'm trying to explain it. Riccardo Cosentino  05:54No, yours is more is more detailed and more accurate by this very broad strokes. But maybe maybe for again, for our listeners, I know, in your research, you know, part of your literature review you you actually had a bit of a dive into IPD, which means integrated project delivery. And I actually cover some of that in my dissertation. So in a previous podcast, where I talked about IPD, Alliance and collaborative contracting, maybe just for those listeners that didn't listen to that podcast. Can you talk a little bit about the origin of IPD?  Yeah, no problem. So IPD, which is integrated project delivery is the definition. It's kind of vetted by the American Institute of Architects, or specifically the California Council that came up with this notion of IPD. Being that it's a project delivery model that integrates people, businesses, and legal structures into a process that drives collaboration, while it optimizes efficiencies in the design and the construction phases of a project. So what that really means is that your you know, you're kind of like a temporary project organization, or a temporary organization all set to one vision, a shared vision, purpose, and a goal. And you're all working together, in, in what we work in organizations to achieve that. And each part like, you know, you have a joint management decision making where you come together. It's not one party oversight on one, you have key party members within your organization that sit together make decisions, for the best project outcome, you agree on the targets and goals. So what what are we trying to like? What is our project mission values, but what are we trying to achieve with this, you bring everyone to the table. So it's early engagement of parties, like in our current models, or in some of the models, we're all used to, you know, you have owner, you know, their designers are the design team, and then they work together, then you bring in somebody else later in the game, whereas in this one, everyone's sitting at the table on day one, working together to achieve the vision. The other thing with integrated project delivery is that you're sharing the risks and rewards. So it's not self interest driven. It's more we work together, and we share the risk of the solutions we put together or the rewards of the solutions like we work together to do that. So it's a pain share gain kind of model, where if we all do it together, and we're successful, we profit in it together. If we made some bad judgments, we all suffer together in a nutshell. And then the other thing that's different than probably an alliance model, is that our life, reduce liability exposure. So there's no blame game, you know, you're waiving claim and liability between each other. I mean, I'm sure there are legal mechanisms that if it's willful, or negligent, like in that way, that it's purposeful, there's repercussions. But basically, what you're trying to do is create an environment that has trust or respect. And in order to do that, you don't have legal mechanisms that will point to someone and say, Well, you did this, now you're a blame because you all are all on the same page or sharing that reward or the risk or making the decisions.  Yeah, that's why I was That's why I was talking about a zero sum game, because I think what you described it, you know, I think the legal recourse creates a situation where there's going to be a winner and a loser in case things go wrong. I mean, at the end of the day, I mean, my my experience is that yeah, a contract. If a project goes well a contrast is on the shelves and nobody looks at it, but is when things start to go wrong, that you take out the contract. Look what the contract says and you pursue your legal remedies. I think what what you did ascribe to the IPD. And to a certain extent, even the Alliance model, or any relational contract allows for that. You know, if the project starts going badly, you don't reach for the contract to start appointing blame, but you actually have to sit at the table and come up with with a solution from the project team, rather than from the contract. Racheal Patel  10:25Yeah, like it's very much in this type of model. It's working together, you know, and in my experience, too, on the other types of contracts, if a project goes well, right, yeah, you're never gonna, you're never going to open it up and blame game. But I think, as the complexities of health infrastructure continues, and I'm talking health infrastructure, like continues to grow, I think we're more heading down the line. And I've seen it going down the line where that contract is open, and that blame game starts. Whereas an IP D, and what I like what I've seen in the industry, and those that have used it, you don't see those levels of escalation, or you don't hear about yourself as an escalation, because everyone that's in this delivery in this project are working together to achieve the same thing. So if, you know if blame is shared, everyone shares I mean, if blame is to be shared, everyone shares that blame. And so that that's the difference in this model, for sure.   Riccardo Cosentino  11:28Okay, so I think I think we've set the scene and we talked about IPD. So hopefully, people listening who are not familiar with a Marvel getting a sense. So like to take you back to your dissertation. And, you know, ask, I'd like to ask you, what were the key findings of your, of your, of your research. Racheal Patel  11:52So my, just to kind of give your listeners a little bit of context. So what I was trying to understand in this in this research is, what are the impediments or the challenges of adoption of this model? And so when I looked at, when I looked at, you know, how, how I would identify them, I interviewed individuals in Ontario, both in the public and the private end of health infrastructure, that are decision makers in the process and have been involved. And, you know, we looked at different categories. So is our market even ready to accept a model? Right? Like, are we are we in Ontario, even willing to say, hey, let's look at different project delivery models? You know, what's the impact of culture and environment? The legal ramifications, financial procurement, because we work through a different procurement body? And is there any impact of our regulatory authorities on how we go through it? And so I think, overarching, like one of the biggest findings, and the resounding is, the individuals that I interviewed, were all were like, We need a different model. So it was a resounding yes. The marketplace is saying we need to look at different ways to deliver these infrastructure projects. Because the complexities, the cost they're increasing. And the current models we have, while they deliver an amount saying that P3 are not good, but they do deliver. But for what we're delivering, it's not the best solution. And from a culture and environment, I think, you know, with integrated project delivery, it's about trust and collaboration. And our environment has a huge impact on trust, how we work together and so forth. So I think, I don't think are the culture we work in or in the environment. Everyone's like, it's going to be difficult to apply this model. And I think from a procurement perspective, one of the biggest, you know, ideas that came out was, you know, our procurement, the way we procure projects, that whole process, not necessarily, the broader procurement of the BPS has to change but we have to look at it in a different way to apply this type of model. I think those were some of the key big findings. Riccardo Cosentino  14:22Okay, so I think in your, your dissertation, you you talk about some of the challenges and some of the findings and I think procurement challenges is the one that I found quite interesting. And you talk about how the how the the process to secure funding for the developing new or new health infrastructure. creates challenges in adopting IPD. And also you look at the the value for money analysis used when procuring new infrastructure now that could be a barrier for the for the deployment of integrated project delivery. And so I'm very curious to draw upon your knowledge of what the MO Ministry of Health process is, and why is it detrimental? Racheal Patel  15:18So, I mean, it comes back to so the Ministry of Health process, if we look at, you know, how hospitals kind of work within our system, the hospitals are within, you know, the Ministry of Health. And it's not that they're regulated by the Ministry of Health, because each hospitals, independent corporations, they have their own board of directors, but they're tied to a lot of the operational funding the capital funding come through the Ministry of Health, so you have to work with them in order to get funding for whether it's a renovation or a new build. And so the capital, the health capital planning process, and I know they've changed it in in the last year, or they've added some different nomenclature of stages. But basically, it's separated into two different stages, in that you have your early planning, that talks about, you know, what is the infrastructure proposal how you're going to address it. And that then is requires approval to proceed further into the actual development of the health infrastructure structure project you want to actually implement. And so there's two different approval process within the government through the Treasury Board that your project has to go through. And then during that those approval processes, set dollar amount, whatever that is, whatever is established for that project, and that includes, you know, transaction fees. And so all the other fees that are held, that number is carried across the process. And that kind of is you're upset value or your total value of the project. But when you look at the process, the duration of this process is so long, and you know, healthcare projects can take 10, to, you know, 13 years to get through this process, where you actually go to a part where you go to RFP and start to bid and build, that there's such an evolution, the way we deliver healthcare, because it's rapidly changing with technology operations, and so forth, and different models of care, that what you first envisioned in your project, maybe you're one and where you ended up, when you're about to go to bed could change, but that number doesn't change. And so it's not agile enough to respond to the market. Riccardo Cosentino  17:36I guess another challenge is that when you know, because of the planning process, you develop a design and a solution. And you develop it to probably award 5% design completion. And so you lock in in certain certain things with your, with your master planning, you block schematic as you go through the approval process. And obviously, you wouldn't be able to have an IPD contractor on board, that early on to start that collaboration is that one of the findings, one of the challenges, Racheal Patel  18:11it is a challenge, but I think if you look at the way the US where IPDS is predominantly used for healthcare, you can have your business case written and your idea written, but then you know, when you get into blocks, or schematics, you engage that contractor into the process, right. And then together with the designer, the owner, the and the contractor in some of their sub trades, you start to build or design and plan for that future facility. So in the US, they do do that. Here in Ontario, we have a very process driven stream that contractors are not engaged and their value is not added until they get the bid documents. And so could the contractor come in earlier in the process? I believe it could. But that means you're procuring certain things earlier in order to have those conversations at the table. And they would have to be integrated into this. I don't see it being a barrier. I think it's a shift in mindset and how we approach it. And if this is the what we have to do with the ministry's process and Treasury board's approval for release of funding, then I think we have to look at, you know, when does a contract or when does the sub trades When did those key individuals get involved? Riccardo Cosentino  19:33Well, yeah, because what we have is a very linear process, you know, you have all these stages and you know, you can only is a Stage Gate approach. Well, I think without with IBD, you want a more fluid, more fluid approach that creates collaboration and interaction as early as possible because that's where that's where the value is created. And that's where optimization has appearance is it's at the early stages of the project. Racheal Patel  20:02Right. And it's also where the innovation happens, right? Like with the optimization, but it's innovation and maybe how we address mechanical I mean, you look at healthcare, mechanical, maybe 45, to, if not 50, but close to 50% of the value of our healthcare project is the engineering systems that run, not a name, excluding the equipment that you know, that it's put into the organization. But when you have such a heavy value of your costs sitting, like and you don't have those players that are going to build it at the table, it's a huge detriment, right. And we ended up having issues going down. And I think that's the benefit of this process of IPD. Everyone comes to the table early in design, so you can work out those solutions and the problems, say, you know, what's the best approach for, you know, air handling? What's the best approach for, you know, feature flexibility of data and so forth? I mean, I'm not an engineering to talk technical, but, you know, I've worked in situations where you have everyone at the table, and you can create something more efficient in its operation, but also in the price. Riccardo Cosentino  21:11Yes. Yeah. You know, enough to be dangerous. That's the mean. So, touched upon value for money. So let's, let's jump on to that. Because I think that's the other that, you know, and I worked for infrastructure, Ontario, and I know the value for money methodology. But, again, I think in your findings, you describe it beautifully. Why is problematic, so I won't steal your thunder. I leave, I leave you to explain why the VFM methodology is problematic. Racheal Patel  21:52Yeah, so So you, I get in trouble and not you. Alright. So I do believe that the value for money calculation that we use in Ontario is problematic, because the way we calculate value for money is that, and, again, I've listened and not at Infrastructure Ontario. So I can't say that with certainty. But my understanding of it is that when so let me take a step back when the idea of I think it's the idea of value for money first is problematic. When we think of value for money, we think of lowest price in Ontario. But when you look at what really value for money, it's the best, it's the best solution based on financial and non financial objectives. That's what value for money is value for money is not finding the cheapest bid. And I think, in Ontario, and I'm not just talking p3, but in Ontario, whether it's through supply chain procurement, so if we always look for this lowest price, because we believe that that is value for money, that itself is problematic for IPD. Because in IPD, its value for money is based on a number of other things, right? Value for money is on the team, it's on. It's not on a fixed price, it's how the team works together, right? Like, that's, you know, when you procure IPD, you're not procuring a fixed price, what you're procuring is the team that comes to the table that will work with you to develop the solution for what you're coming together for, you know, their qualifications, their experience, how they work together, their behaviors, that is what you're evaluating how you choose a team. It's not like, here's my lowest bid. And so I think that's one of the biggest challenges in Ontario is that we had this idea of low bid is the right solution. And then sorry, go   Riccardo Cosentino  21:52yeah, I was gonna I was gonna, you seem reluctant to come to the punch line. So I was gonna I was for you, in case you're too scared. Racheal Patel  24:00Scared, so but I just wanted to say, you know, like, so when you get to value for money calculation, and the way we do it is that it's about transferring the risk, right? So when you look at the value for money calculation, and how, you know, how one thing is, like one procurement model, p3 is better. It's because they're seeing the risk allocation, the transfers of the risk to the private sector is value for money for the public sector, because they're not burdened by that risk. And so that's kind of the premise. And I don't think that's correct, because you're measuring, you know, p3, the risk transference and against a traditional model where there isn't a risk transfer. So that's kind of the issue with the value for money calculation. Now you add an integrated project delivery, where the idea is risk sharing, and then you use that same methodology to calculate value for money IPD will never win because it's IPDs base core base is sharing risk. Because, you know, the definition is if you share a risk, you share solutions, right? Like you're working together to problem solve, as opposed to transferring that problem to somebody else doesn't get to the punch. Thank you. I'm not afraid to say it. But I just wanted to kind of, you know, I think it's two issues in our procurement, it's the idea of what value for money is and how we calculate money.   Riccardo Cosentino  25:26Okay, so I think I think that paints a pretty good picture of what what are the, in my mind, I mean, I'm your research talks about other challenges. And I think there's there's most the softer type challenges, which is, you know, resources, availability of resources, and culture and environment, which you talked at the beginning, but I'm a commercial person. So I always gravitate toward the heard liabilities and the heard numbers. So not that's not the sort of stuff but you know, the soft stuff is important. And yeah, I agree with you, I mean, value for money as to be and it to be to give credit to Infrastructure Ontario for for new projects. Now, on the civil side, they are starting to use more collaborative model, the studying to assess cognitive they do cognitive behavioral assessments for all the people that work on those project, because at the end of the day, there needs to be a culture of fit of everybody's at the table, because otherwise, you're not going to achieve the collaboration that you need. Racheal Patel  26:29100%. And, you know, I, I've spoken to people at Metrolinx, as well about the different ways they're trying to approach project delivery, civil projects are so complex, I would say probably even more so than a hospital delivery. You know, I think the hospital itself is a complex, but what Civil Works does, that's even more complex, but they're willing to try different models. And so if our partners here at Metrolinx, or other organizations are looking at different models, why can't we apply that? That's kind of also why I'm driving this idea. Like, let's look outside the box of what we've traditionally done here, Ontario. Riccardo Cosentino  27:06Yeah, I couldn't agree more. Okay. So jumping on, I wanted to maybe ask you more of a broader question, which, if you have actually had the chance to look at some case studies when you were doing your research, and if there's anything that that jumped out, you might you might have not actually looked at case study, because I know your literature literature review was a bit broader than that. But any, any anything that jumped out and key successes that jumped out,   Racheal Patel  27:34you know, IPD, in general, is permanently used in the US, but I think other countries are looking at it. So when I was doing this study, specifically, I was trying to find public hospitals or public systems that have applied integrated project delivery. The one organization I found was an I'm going to pronounce this wrong, because there is a lot over one of the letters, but it's in Norway, is the Songa project. And so the Norwegian government decided they've had enough with cost overruns, scheduled delays, adversarial relationships. And they actually implemented integrated project delivery in the redevelopment of hospitals, specifically one in this specific region and can't remember the name, but I can get you the reference or anybody that wants to know it after. And so they applied integrated project delivery, because they wanted more of a collaboration and a different approach to public infrastructure, it's probably the closest thing that you would see to a true definition of integrated project delivery, with the exception is that there is no multi party contract. So in integrated project delivery, all the individuals are under a multi party contracts, you all signed together. And so in this public project, that was the only key characteristics of a true IPD. That wasn't in there. But all of the risk sharing the reduced liability, not waiver of liability was there, you know, the the key concepts were there, with the exception of the multi party agreement. So that was probably the only one. There's still in the middle of the build stages. And if you do look it up. It's multi phase project. It's very complex redevelopment in this system. But they've just started issuing case studies or publishing case studies are starting to talk to the public or the global public about this specific example. And it's successful because they have delivered and they've achieved what they've wanted to they've had innovations through the process. But it's the first example of public system using integrated project delivery for health infrastructure. Riccardo Cosentino  29:43Interesting. Okay, I'll try. I'll try to get the details. We'll put in the shownotes. Search it up. Okay, so I guess, as maybe as a final question, probably quite a challenging question but are going to have Is there any way? What will be your recommendation to Ontario policymakers? entities like MOH, or Infrastructure Ontario? To what what would they have to do to embrace IPD for future projects? How can they navigate these challenges? Effectively?   does. I think, I think if I can paraphrase. I mean, there's a there's a need for a shift for a fundamental shift in the policy, because as you describe the fact that hospitals are risk averse, and they can't really absorb too much or cost overruns, or, you know, as lower risk. But that's a funding issue. Right? That's a policy issue there. I mean, at the end of the day, hospital are a creature of the Ministry of Health, right. So ultimately, the governance could allow could be put in place to allow a hospital to to have a different approach a different commercial approach. So it is it is within the gift of the policymaker and the politicians. Racheal Patel  33:45Yeah. And 100%. And I think, you know, when you're paraphrasing it better than I wrote it, I think, but I'm trying to put, you know, 60 pages into small answer. But if you look at you know, just even the allocation of how hospitals have funding for resources to do infrastructure. In the study, a lot of individuals brought up that thing that goes, there's not even enough money to do the current projects that we have with the lack of funding, you know, because they get a certain percentage of ancillary funding in order to pay their staff. But in this situation, when we do IPD, you're going to have a plethora of individuals and experts and stuff that have to sit in the hospital organization to do this. And a hospital isn't an infrastructure professional, right? They bring in the resources to do what they need to but they're they're there to deliver service and care to their community. And so they need to bring all these specialists in but if our if our ancillary costs are how until your cost is given and or funding is given to the hospitals to have the resources doesn't meet the need of these comp, this type of project delivery, you're never going to be able to add execute it. Right now, it supports more of the transactional. So yeah, to your point that also has to be done from a ministry level saying we need to look at how money is given the allocation of funding for these types. Riccardo Cosentino  35:15Okay, so I mean, if I gonna, I'm going to try to summarize I mean, I think my three takeaways is having the there needs to be a change in changing culture, and environment. In order to bring a different type of behaviors to the table, there needs to be a change in the way that risk is allocated, or better, we need to find a better way to share risk. We need to we will need to change some of the policies associated with procurement and project development. And if all this was to happen, then potentially we could have a rich IPD market in Ontario.  Yeah, I think you separated and I think maybe IPD, just in its and probably negate everything I just said about why I'm passionate about IPD. But I, I, I think this would be true for any relational type of contracting like Alliance, Alliance, as well as IPD. They have similarities as we talked about earlier. But what you've summarize are critical for our marketplace to allow for different models. And I think that's kind of the crux of the issue is that we have a marketplace that's set up for one specific type of delivery model. And if we need to look outside the box, we need to look at these issues. Okay, now, you said it better than me, well, Racheal Patel  36:44play off of you. Riccardo Cosentino  36:47Okay, I think I think that's all we have time for today. Thank you very much for joining me today. Racheal. This was a fascinating conversation about our own province, our own in our own country. So thank you for joining me and all the best for your future endeavors. Racheal Patel  37:02Thanks, Riccardo and thank you for the platform to talk about this right now. Riccardo Cosentino  37:08That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to Navigating Major Programmes and I look forward to keeping the conversation going  Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

If your career involves any level of contact with an NPD team, you'll know that it's a high-pressure job with a lot of tight deadlines, strict workflows and tons of industry jargon. And you might have thought that that was all you needed to know, but on this week's episode of the Oh For Food's Sake podcast, we're here to correct you and deliver some exciting news: our NPD Fundamentals course is back!We walk you through who this course is for and what you'll get out of it. We share the benefit of our hindsight and why we would have loved an NPD crash course at the beginning of our food industry careers. You'll learn what you'll get out of the NPD course even if you're not on an NPD team and why it'll benefit your career and make your company more efficient. Plus we break down the common pain points around NPD and how you can prevent them from happening. It's every question you had about NPD but never had the time or the courage to ask!We'd love to see you on our NPD Fundamentals course, which starts very soon! Find out more about the course here and if you have any questions, then please reach out to us on Facebook or LinkedIn  See you there!Timestamps[1:45] Hi folks! Today we're talking about everything you need to know about the NPD process[4:31] Understanding the how and the why of NPD[7:27] Why it's hard to get to grips with the Stage-Gate process[10:21] Food industry process: The theory and the reality[14:45] Why NPD is relevant to EVERYONE in the food industry[17:31] How to stop those pain points from slowing down your NPD process[21:39] Benefits for you, benefits for the business[23:35] “It deserves to be talked about” Links and ResourcesFind out more about our NPD Fundamentals courseOur previous episode on seeing the bigger pictureIf you'd like to know more about today's sponsor, find them online at: DaymerDaymer on LinkedInDaymer on TwitterEmail: web@daymer.comYou can follow us here on instagramIf you would like further support with myself, Amy for food industry coaching and facilitation find me here on instagram or LinkedInFor food industry Consulting from Lucy you can find her here on instagram or LinkedInSee you next time!

All businesses communicate all the time, but they don't often think about it. Whether they're persuading leads to become customers, supporting existing customers, handling shareholders or managing employees, it all comes down to good communication skills. On this episode of the Oh For Food's Sake podcast, we're talking to business founder and NLP therapist Neil Sykes about how better communication can drive businesses forward. Neil tells us how he came from his market research background to launching his consultancy business during the Covid pandemic. He gives us a digest of his NLP training and explains how he uses his skills to help businesses to innovate new products and processes. Listen to him tie the “Six I's” model for innovation into the Stage-Gate process we use in Food product development and unpack how each of the stages links to an overriding purpose. He gives us great tips on how to get better at innovation and how we can start to communicate better with our colleagues and clients. Thank you for being such a brilliant and interesting guest Neil! If you have an idea of who you'd like to hear appear next on the Oh For Food's Sake podcast, fill in our quick survey and let us know!  Timestamps[1:33] Welcome to the podcast, Neil![3:03] Neil's transition from market research to working with the food industry[7:33] Using neuroscience in NPD[10:12] Setting up a business during Covid[12:47] The 6 I's model of innovation and how they link to the Stage-Gate process[17:37] Why purpose is the most important ingredient of food innovation [20:30] “We don't live our life on paper”: Communicating processes[22:30] How NLP helps to unpack our daily interactions  [27:00] What Neil does to help companies to communicate better[32:57] Taking the restrictions out of innovation [36:27] Why “soft skills” are your biggest assets[39:50] Neil unpacks the four learning styles [43:41] How to get in touch with NeilLinks and ResourcesSign up for the Invisible to Influential course  We would LOVE your thoughts on how we can make the podcast even greater! Please take a few minutes to fill in this podcast surveyNeil Sykes on LinkedInFood4Innov8tions4MAT Learning StyleSix I's innovation modelIf you'd like to know more about today's sponsor, find them online at: DaymerDaymer on LinkedInDaymer on TwitterEmail: web@daymer.comYou can follow us here on instagramIf you would like further support with myself, Amy for food industry coaching and facilitation find me here on instagram or LinkedInFor food industry Consulting from Lucy you can find her here on instagram or LinkedInSee you next time!

Too many people believe that you either are entrepreneurial or you aren't, and this myth needs to be busted! On this episode of the Oh For Food's Sake podcast, we're drilling down on the qualities that make up an entrepreneurial mindset and giving you tips on how you can apply them to your own life, even if you don't have your own business. We begin by tackling the misconception that ‘employees don't need to be entrepreneurs' and we show you how useful entrepreneurial thinking can be in your workplace. Then we examine what an entrepreneurial mindset is and how you can start to adopt some of the characteristics of entrepreneurial thinking. We also give you some handy tips on how to balance out your entrepreneurial mindset to make sure that you don't slide into overwhelm and burnout. Scoot down the page to find links to several of our previous episodes where we've covered topics like influencing people, networking and finding your purpose, all of which are a helpful resource for your entrepreneurial journey. You can also learn more about running a thriving food business by subscribing to the Oh For Food's Sake podcast as we release new episodes every week. We'd love it if you could give us a review too!Timestamps[1:28] Welcome to the episode! Today we're talking about how to boost your entrepreneurial mindset[4:50] Bigger businesses need employees with an entrepreneurial mindset too![5:36] Spotting the opportunities, connecting the dots[8:30] The ups and downs of risk taking [12:17] Can you balance out risk taking and the Stage-Gate process? [13:46] “Staying safe doesn't mean that you're happy”: Reliance and adaptability  [19:57] “You sometimes have to give up to get on”: Reframing giving up[23:45] The positives and negatives of the entrepreneurial mindset [25:58] How to save yourself from entrepreneurial overwhelmLinks and ResourcesSign up for the Invisible to Influential course  Get instant access to our masterclass seriesWe would LOVE your thoughts on how we can make the podcast even greater! Please take a few minutes to fill in this podcast surveyOur previous episode on finding your purposeOur previous episode on how to influence peopleOur previous episode on managing overwhelmOur previous episode on how to networkIf you'd like to know more about today's sponsor, find them online at: DaymerDaymer on LinkedInDaymer on TwitterEmail: web@daymer.comYou can follow us here on instagramIf you would like further support with myself, Amy for food industry coaching and facilitation find me here on instagram or LinkedInFor food industry Consulting from Lucy you can find her here on instagram or LinkedInSee you next time!

Global Product Management Talk is pleased to bring you the next episode of... Product Mastery Now with host Chad McAllister, PhD. The podcast is all about helping people involved in innovation and managing products become more successful, grow their careers, and STANDOUT from their peers. About the Episode:  Today we are talking with a legend in product management. Our guest is Dr. Robert Cooper, who discovered the now famous Stage-Gate process and was named the “World's Top Innovation Management Scholar” by the prestigious Journal of Product Innovation Management. Besides his best-selling books Winning at New Products and Portfolio Management for New Products, he has published more than 130 articles on R&D and innovation management. He is frequently helping organizations succeed while also holding the role of Professor Emeritus at McMaster University and Distinguished Research Fellow at Penn State University.

You might have an incredible food product idea, complete with a compelling brand story and an ‘in' with a big retailer. But unfortunately, the reality of the UK food industry means that even then, you're not guaranteed to become the Next Big Thing in Food. So on this episode of the Oh For Food's Sake podcast, we're sharing the four things you need to know to run a successful food startup. In this episode, we dive into everything that Lucy wishes she'd known before launching her food brand Pudology. You'll hear about all the extra expenses that you might not have factored into your budget and what kind of marketing actually works for foodie startups. There's also a healthy serving of advice on how to brand your products and which tasks you need to outsource ASAP. Stay tuned for exciting news about our upcoming course on the Stage-Gate process that'll help your food startup to develop and launch brand new products! This episode is packed with insights that any food startup is bound to need to hear. If you have connections with any new food brands in your network, make sure to share this episode with them! You can also help to spread the word about the Oh For Food's Sake podcast by leaving us a rating and review. Timestamps[1:20] Today's topic: What foodie startups need to know[3:11] Getting on top of your costs[4:51] Marketing, promotions, messaging: The additional costs you need to factor in[9:57] Avoid advertising![13:56] So what kind of marketing actually works?[15:26] Why you need a good design agency[19:55] The magic of outsourcing [23:27] What kind of tasks can you outsource?[27:02] The best bit about the food industry [28:08] It's fast-paced, it's competitive and it's hard but it's possible[29:47] Our exciting new course and how it'll help you to develop new products! Links and ResourcesFor more details and to sign up for our upcoming course click hereFind out more about this episode's sponsor, Ulrick & Short, here: Ulrick & ShortUlrick & Short on InstagramUlrick & Short on LinkedInUlrick & Short on TwitterYou can follow us here on instagramIf you would like further support with myself, Amy for food industry coaching and facilitation find me here on instagram or LinkedInFor food industry Consulting from Lucy you can find her here on instagram or LinkedInSee you next time!

In der Projektentwicklung stehen die Verantwortlichen immer wieder vor der Herausforderung, effizient und zielgerichtet neue Produkte und Services zu entwickeln, ohne dabei den Überblick und die Zielsetzung aus den Augen zu verlieren. Dabei hilft ein standardisiertes Modell: der sogenannte Stage-Gate-Prozess. In der heutigen Sendung geht es um die Frage, wie das Modell des Stage-Gate-Prozesses abläuft und welche Vor- und Nachteile es mit sich bringt. Link: https://marioneumann.com/media/2023/02/PS-Broschuere_Discovery-Workshop.pdf Werbung: https://marioneumann.com/media/2022/09/PS-Broschuere_Alles-hoert-auf-mein-Kommando.pdf

Product Development Process Hello, this is Hall T. Martin with the Startup Funding Espresso -- your daily shot of startup funding and investing. There are many approaches to product development. Here are some approaches companies use: Defines the ideal process. This lets the process work out from project to project.  Systematizes development activities. The core systems are made available to the team to use as they like. Focus on the customer and their needs. They align their systems to customer requirements. Outlines the team's duties and responsibilities.  This provides a functional overview of how each team member works. These approaches are built into well-known models such as the Scorecard-Markov model which assigns a score to new ideas and prioritizes development accordingly. The IDEO process emphasizes the customer's needs and focuses on form, fit, and function. The BAH model provides a set of steps for product development as follows: strategy, idea generation, screening, analysis, development, testing, and commercialization. The Stage-Gate model funnels product development through a series of phases as follows:  generating ideas, screening, testing the concept, business case analysis, product development, market testing, commercialization, and launch. There are a variety of approaches to setting up product development and executing it.   Thank you for joining us for the Startup Funding Espresso where we help startups and investors connect for funding.Let's go startup something today. _______________________________________________________ For more episodes from Investor Connect, please visit the site at:   Check out our other podcasts here:   For Investors check out:   For Startups check out:   For eGuides check out:   For upcoming Events, check out    For Feedback please contact info@tencapital.group    Please , share, and leave a review. Music courtesy of .

Product Development Using Stage-Gate Hello, this is Hall T. Martin with the Startup Funding Espresso -- your daily shot of startup funding and investing. Startups can use the Stage-Gate method to build out their product development process. Here are the steps: Idea generation -- use brainstorming, market research, and other tools to come up with ideas. Idea screening -- create a set of criteria to judge the ideas and determine what to pursue. Development and testing -- flesh out the concept for an idea and test the market with it. Business analytics -- this step determines the business model, competition, costs to build and deploy, pricing, and other aspects of the product. Marketability tests -- test the product in small groups for feedback and use for further development. Product development -- build the product including the promotion and fulfillment. Commercialization -- sell the product with support, logistics, marketing, and more. Perfect the product and pricing -- adjust the price for the market and costs to build and deliver. The Stage-Gate process works well for products that follow a linear development path. Thank you for joining us for the Startup Funding Espresso where we help startups and investors connect for funding.Let's go startup something today. _______________________________________________________ For more episodes from Investor Connect, please visit the site at:   Check out our other podcasts here:   For Investors check out:   For Startups check out:   For eGuides check out:   For upcoming Events, check out    For Feedback please contact info@tencapital.group    Please , share, and leave a review. Music courtesy of .

Doing things the right way, even when it's harder, will help you maintain a business with great customer relationships and a reputation that attracts more customers. That's a philosophy that is central to the success of Suburban Manufacturing and our guest today, Mike May. Mike is the Product Manager of the Python division at Suburban Manufacturing, which is headquartered in Monticello, Minnesota. He has been working with the spray foam industry since Suburban first launched the Sidewinder Spray Foam Sleeve back in 2016, with his main focus being new product development, product line management, and new business development.  Mike takes us behind the scenes and tells us how Suburban tests the innovative products that you count on to protect your rig.  In this podcast... 1:00 - The importance of doing things the right way 6:00 - All of the industries that Suburban Manufacturing designs solutions for 8:23 - Keeping the contractor off the hook for very expensive hoses 11:26 - How Suburban uses “Stage Gate” to ensure that products that go to market solve the biggest problems 15:43 - Why Suburban partners with IDI to get products into contractor's hands 17:48 - Why do people love to use the Sidewinder Hose Wrap and how the thermal elements helps contractors in all climates 23:29 - How Suburban developed a drum blanket that was actually easy to store 29:00 - Finding the best place for a drum blanket temperature

In this Dear Melissa segment, Melissa answers subscribers' questions about ways to research and stay on top of the market in order to conduct a thorough competitive analysis, when adopting a Stage Gate process makes sense and how to design it, and how to organize teams around the product strategy framework.  Q: What tips do you have for competitor analysis? Q: What is your experience with Stage Gate? Am I just being stubborn and intractable by thinking that adopting Stage Gate is the opposite of creating a product-led organization? Or, for example, a risk-led organization? Q: In your experience, would it make sense for each squad to have its own challenge, or should there be one or two challenges for the entire product area? Resources Melissa Perri on LinkedIn | Twitter MelissaPerri.com

In this Dear Melissa segment, Melissa answers subscribers' questions about ways to research and stay on top of the market in order to conduct a thorough competitive analysis, when adopting a Stage Gate process makes sense and how to design it, and how to organize teams around the product strategy framework.  Q: What tips do you have for competitor analysis? Q: What is your experience with Stage Gate? Am I just being stubborn and intractable by thinking that adopting Stage Gate is the opposite of creating a product-led organization? Or, for example, a risk-led organization? Q: In your experience, would it make sense for each squad to have its own challenge, or should there be one or two challenges for the entire product area? Resources Melissa Perri on LinkedIn | Twitter MelissaPerri.com

Some people are surprised to hear us say that we love the Stage-Gate Process, but we really do! The Stage-Gate Process has so many advantages, from building structure into your development process, to helping you to plan out your new development roadmap months ahead of time. So join us on this episode of the Oh For Food's Sake Podcast as we unpack all the stages and gates and explain why each one matters. We begin by discussing our experience with the Stage-Gate Process and note how you can adapt the process while keeping in the main principles to make sure that it fits your business needs. We then cover the difference between a stage and a gate and walk you through the typical Stage-Gate Process you would find for a manufacturer bringing a new food product to market. We share the nightmares you can encounter in the early stage feasibility meetings, plus the creativity and fun that kicks in at the kitchen development stage. And once the product is complete, we touch on the post-launch review and how the insights from one project can be carried over to another. If you'd like us to cover one of these stages or gates in more detail in a future episode, hop on over to our Facebook Group to let us know! And make sure to subscribe to the Oh For Food's Sake Podcast to hear more of our food industry insights. Timestamps[0:46] Today's topic: Getting to grips with the Stage-Gate Process [2:54] What is the Stage-Gate Process? [4:41] It's useful…but it's stressful! Gate 3 dramas [7:17] Why the Stage-Gate Process? We lay out the advantages of gating project management[9:27] The Stage-Gate Process can help you focus on the right opportunities and places the right people at the right stages of the process[13:00] Does the Stage-Gate Process slow down product development? [14:52] Making a Stage-Gate Process that's right for you [16:00] Stages vs. Gates: They're not the same thing! [19:00] Stage 0: Identifying consumer need[22:21] Gate 1: It's all about feasibility [26:00] Stage 2: Briefing, and some of the variations in the Stage-Gate Process [28:00] The point of the briefing process [29:30] Stage 3: Where the action happens! The kitchen stage of the Stage-Gate Process [32:08] The retailer-supplier back and forth [35:58] Gate 3 is a big gate!   [36:45] Stage 4: Factory trials [39:30] You need to think about what changes when you scale up from a kitchen to a factory  [41:35] Stage 5: Preparing to launch and getting the Marketing and PR teams back in the game [44:35] Gate 5: Signing off on the launch samples [45:23] Gate 6: The post-launch review meeting, and turning data into insights [46:43] The post-launch review is tough on developers [47:50] The Stage-Gate Process is a cycle [49:00] Getting your checks in place to help development LinksOur previous episode on insightOur previous episode on creating compelling product storiesYou can follow us here on instagramIf you would like further support with myself, Amy for food industry coaching and facilitation find me here on instagram or LinkedInFor food industry Consulting from Lucy you can find her here on instagram or LinkedInSee you next time!

Product launches can be tough. There's a lot riding on them. That's why in this episode, we prepare you to navigate your next product launch with grace. Of course, that starts with proper product planning using a process like Stage Gate. But what happens if you inherit a product that's ready to launch and no one has done a business case? It does happen. We talk about traps to avoid in this situation (featuring the worst professional conversation of MJ's career).

Last year was an excellent year for Innovation Talks. We launched the podcast to discuss topics around innovation, providing value to you, our listeners. We brought in guests and experts—including practitioners, academics, thought leaders, authors, and a few experts from within Sopheon—to share insights regarding a gradient of topics: the innovation process, governance, portfolio management, decision-making, innovation workers, culture, and the role of technology. We hope you have found the episodes educational and enjoyable. In today's episode, I reflect on ten innovation themes from 2021. These include was governance, process, and portfolio—covering Agile, Stage-Gate, Scrum, Scaled Ads of Framework, and Lean. We also discuss the challenges of family-owned businesses, innovation ecosystems, start-up thinking, and disruptive and radical innovation. I highlight the guests who explored topics including sustainability, technology, ways of working, ways of thinking, and product management. I also share what we should expect in innovation in 2022 and the challenges ahead. “Nobody is doing innovation alone anymore; you are doing it with others.” - Paul Heller This week on Innovation Talks: The guests who delivered insights into governance, process, and portfolio The unique challenges of family-owned businesses Innovation ecosystems including universities, partners, suppliers, customers, and other companies The episodes that delved into start-up thinking and disruptive and radical innovation Three guests who discussed sustainability The discussions we had around technology, particularly in regards to managing your process and aligning your people and technology in products How ways of working and thinking are changing What we have learned about product management Innovations in the automotive industry, aerospace and defense, and chemicals The challenges and expectations for innovation in 2022 Resources Mentioned: Podcast archive: Innovation Talks Book: RE:Think Innovation by Carla Johnson This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

Stage-Gate® is a risk management methodology that allows you to bring winning products to market. There are several concepts of stages and gates, and gates are where the decision is made to continue the work and enter the next stage. Gates fund the development work or activities to be done in the next [...] The post A Zero-Based Approach to Stage-Gate® appeared first on Sopheon.

Stage-Gate® is a risk management methodology that allows you to bring winning products to market. There are several concepts of stages and gates, and gates are where the decision is made to continue t

Stage-Gate® is a risk management methodology that allows you to bring winning products to market. There are several concepts of stages and gates, and gates are where the decision is made to continue the work and enter the next stage. Gates fund the development work or activities to be done in the next stage. Gatekeepers—the people who are active in those gates, evaluating the products and deciding if the company should continue investing and making go/no-go decisions—look at things called deliverables. The deliverables are usually documents that gatekeepers review to better understand the product and its likelihood of success. The governance framework sits on top of all this and defines what the process is, what the gates are, who the gatekeepers are, and the decisions that need to be made. In today's episode, I discuss four concepts of the zero-based approach to Stage-Gate®. I dissect the core deliverables identified by Dr. Robert Cooper and identify when companies need more deliverables than those described. I highlight how a high number of deliverables and activities in the gates slow down processes in consumer packaged goods and how this drives the need for agility in the product process. I share how a zero-based approach to Stage-Gate® empowers product teams and how the governance framework changes to advise product teams. I also divulge how a zero-based approach to Stage-Gate® focuses on relevant work without overcomplicating the process. “You start from a core minimal set of deliverables. The software brings in that core set, and then the product team will add additional deliverables as they go along.” - Paul Heller   This week on Innovation Talks: Four core concepts of Stage-Gate®: gates, gatekeepers, deliverables, and governance framework Robert Cooper's core set of deliverables and scorecards When companies need more deliverables and tracking key activities that product teams will undertake Additional deliverables that will help prepare the final gate deliverables How the number of deliverables and activities is slowing down the process and causing complications in consumer packaged goods How to empower your products teams and starting with a zero-based approach to Stage-Gate® How a zero-based approach to Stage-Gate® shifts the role of the governance framework The minimal viable process framework versus a mandated list of deliverables Putting the power and control in the hands of innovation teams and ensuring best practices and standards Resources Mentioned: Podcast: Stage-Gate® Methodology Basics E-book: Define Your Own NPD Process with A Zero-Based Approach to Stage-Gate® This Podcast is brought to you by Sopheon  Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here

Peter Fürst is a managing partner for Five i's Innovation Consulting and Qualify Your Innovation with more than 20 years of experience in idea generation, new product development and innovation, Agile Stage-Gate, and project selection for market success. Peter has over 10 years of experience in innovation consulting and education as a lecturer in Innovation Management at the University of Applied Sciences in Vorarlberg. He was previously a consultant with Simma & Partner Consulting and is currently a volunteer coach at Kids OpenLab. Peter studied Business and Managerial Economics at the University of Innsbruck. Peter joins me today to discuss various innovation topics. He reveals the five i's of innovation as well as their applications in the business world. He highlights how innovation has changed over the past 15 to 20 years and explains why many companies have lost the gating part of the Stage-Gate process. Peter shares when Agile and Stage-Gate are appropriate and why Waterfall is not Stage-Gate. He identifies the most significant risks to projects. Peter also argues why choosing a methodology or system is less important than doing them right and following the rules. "Do not spread your resources and energies on too many things. Focus on the best things, get them through your system fast, and get to market fast." - Peter Fürst This week on Innovation Talks: The five i's of innovation: innovation systems, innovation projects, ideation, innovation strategy, and innovation culture How the Stage-Gate process has evolved over the last 15 years Why the structure and risk management system with gating and portfolio management are needed to decide which project to stop or do The strengths of Agile and when it is not the correct project management method How to leverage the Spiral Model during development and the role of education in project launch The risks to projects that do not have enough focus on resources Resources Mentioned: Book: Winning at New Products: Creating Value Through Innovation by Robert Cooper Connect with Peter Fürst: Five i's Innovation Consulting Qualify Your Innovation Peter Fürst on LinkedIn Peter Fürst on Twitter This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

Jean-François Barrand, Head of Innovation and Collaborative Work Faculty at Airbus' AirBusiness Academy, delves into design thinking, lean startup, and agile methodologies to uncover how they can best be applied in large organizations. He also explains how these iterative methods can be combined with the traditional stage-gate framework, and how projects can transition between these approaches.This episode was recorded at the Innovation Roundtable workshop hosted by Airbus in Toulouse on Design Thinking, Lean Startup & Agile.Visit InnovationRoundtable.online to watch this interview and hundreds of other presentations.

We often hear that Stage-Gate® equates to Phase Gate and that it is tied to development. If you search Wikipedia, you are directed to something called the Phase Gate Process. The article explains it as "a phased approach for making investment decisions" but then cites Phase Gate as something NASA created [...] The post More Thoughts about Stage-Gate® appeared first on Sopheon.

We often hear that Stage Gate equates to Phase Gate and that it is tied to development. If you search Wikipedia, you are directed to something called the Phase Gate Process. The article explains it as

We often hear that Stage Gate equates to Phase Gate and that it is tied to development. If you search Wikipedia, you are directed to something called the Phase Gate Process. The article explains it as “a phased approach for making investment decisions” but then cites Phase Gate as something NASA created for development and defines Stage Gate as a variant of Phase Gate. According to Wikipedia, “Phase Gate processes are often called front-end loading or big design upfront” processes, but this really isn't the case. In today's episode, I share my perspective of Stage Gate, from its upfront parts to development, launch, and retirement. I highlight the people you need in a stage gate to make effective decisions and why determining the decision to make is vital. I explain the stages of a classic Stage Gate model, including phase 0, scoping, building the business case, development, testing and validation, and product launch. I explore how you might stifle creativity and flexibility, whether development should occur before or after the market assessment and business case, and how to determine when you are ready for testing and validation. I also share why it used to be rare that products would get killed or put on hold during or after the testing and validation stage and how that changed when the coronavirus hit, when many products that were due to launch no longer had a market or would be insensitive to launch. “Stage Gate is mostly about reducing risk. It is not about getting things done.” - Paul Heller This week on Innovation Talks: Why the upfront parts should be lean and about quick screening while dealing with imperfect information How score cards bring order and why Stage Gate is not about development Comparing tunnels and funnels and the differences between Stage Gate and project management Why the gate is the most crucial part of the process and the governance of who should be involved in making decisions The elements that make good portfolio management How the decision of a single product release to the market is often a portfolio decision The parts of a Stage Gate model and where - and where not - to take a heavy approach What happens after a product launch and why the portfolio process should be extended to cover products in the market Resources Mentioned: Phase-gate Process - Wikipedia Stage Gate Methodology Basics Single versus Multi-Product Mindsets: What's The Difference and Why It Matters This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

You might have heard the term Stage-Gate® when discussing product development processes, from Idea to Product Launch. The name comes from one, Dr. Robert Cooper, one of the most influential innovation thought-leaders in the industry. He trademarked the term Stage-Gate® and its methodology, which was implemented by almost 80% [...] The post Stage-Gate® Methodology Basics appeared first on Sopheon.

You might have heard the term Stage-Gate® when discussing product development processes, from Idea to Product Launch. The name comes from one, Dr. Robert Cooper, one of the most influential innovation

You might have heard the term Stage-Gate when discussing product development processes, from Idea to Product Launch. The name comes from one, Dr. Robert Cooper, one of the most influential innovation thought-leaders in the industry. He trademarked the term Stage-Gate and its methodology, which was implemented by almost 80% of North American companies. In his framework, a product's genesis will go through discreet stages until it hits the market with expected high success rate results. In today's episode, I want to take some time to explain the Stage-Gate methodology in layman's terms and what Robert Coopers' research delivered after observing why some companies are very successful at bringing products to market while others are less so. I discuss the stages of Concept Development and the deliverable 'Gate-Meetings' each product would go through. I discuss the benefits of early concept development and how this is a form of quality control. I also discuss how Stage-Gating will maximize your chances of bringing winning products to market. "By and large the concept of Stages and Gates is always there. It's just the deliverables, the gatekeepers, the way the decisions are made; they become unique to each company." – Paul Heller "You can think of it almost as a risk management methodology. It's a lot like what a venture capitalist would do. If they were going to invest in a firm, they don't just give the big check right up front, right?" – Paul Heller "That methodology took a lot of risk out of these products and would identify the products early on that were less likely to succeed in order to make it really work well." – Paul Heller "Your gatekeepers are a critical role. They need to be people who from the cross-functional parts of your company are going to try to make the business decision to go to the next stage. And they're going to base that on intuition. They're going to base that on experience." – Paul Heller "You're not just bringing products to market, but you're filtering and bringing the winning products to market. And that's what the stage-gate system was all about." – Paul Heller This week on Innovative Talks: Breaking down the meaning of Stage-Gate in industry How a successful company breaks down initial concept development The Five-Stage model for product development How Stage-Gating is a form of quality control Why Gatekeepers are critical to the success of a product What the Money-Gate means for serious investment Resources Mentioned: Book: Winning at New Products by Robert G. Cooper Connect with Paul Heller: Paul Heller on LinkedIn This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate Innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

How do larger companies with lots and lots of teams scale? If you have too many people with too many moving targets not aligned in their outcomes, your product is at risk. In the past, companies found their processes getting slower and slower as their product became more complex, and at the same time, methodologies inside software development were changing fast. The birth of the Agile Manifesto meant a different approach to production that was more about doing than spending too much time thinking, writing, or documenting in an effort to beat the clock on change and get your product out correctly on the first release. In today's episode, we follow on from our discussion in a previous episode on Stage-Gate to discuss Agile Methodology. I discuss how this has become the successor in the software world to the Waterfall approach and how Agile has almost eliminated project failure chances. I discuss how Agile allows for continual adjustment and feedback to perfect the product. I also explain Agiles position within digital software teams and the digital products that are out there and how it coordinates very large, massive engagements with lots of teams building a product or set of products to market. "Theoretically, if you were doing agile well, you could stop after any sprint and have something that could be released to the market." – Paul Heller "You have these alignment meetings, these system demos, where the teams of teams come back together and demonstrate what they built and show how that they're all working together." – Paul Heller "It is a whole methodology oriented towards digital software teams, the digital products that are out there and coordinating very large, massive engagements with lots of teams trying to build a product or a set of products to market." – Paul Heller "What the larger companies found is when we have lots and lots of teams, it doesn't scale very well. We have too many people. Too many moving targets. They're not all aligned." – Paul Heller "The Agile methodology. Lots of components to it. But the heart of it is a team that's working in a cadence, and the cadence is often called a Sprint." – Paul Heller This week on Innovative Talks: How the 'Waterfall Approach' works product development chains Why processes slow up as your product becomes more complex Why you need to be adaptable and open to change in development The heart of Agile methodology Why a demonstration of a prototype is critical for feedback The elements of a scaled agile framework Getting the product better, not faster Mentioned Resources: The Agile Manifesto Connect with Paul Heller: Paul Heller on LinkedIn This Podcast is brought to you by Sopheon For additional information around new product development or corporate innovation, sign up for Sopheons newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here. Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Be sure to share your favorite episodes on social media to help us reach more listeners, like you. Connect with us on Facebook, Twitter, and LinkedIn. If you want to learn more about new product developments or corporate innovations visit our website, or sign up for Sopheon's newsletter.  

Our today's guest Srividya is the founder of ENSCONCE BUSINESS PROCESS CONSULTING SERVICES LLP Srividya is an Alumni of University of Massachusetts Lowell, USA. Over 20 years of Industry experience. She has worked in US & in India; Proven experience of building portfolios & teams across various industry sectors with leading players in Retail, Finance, Education, Energy Utilities, Life Sciences & Healthcare, Telecom Industry. Played varied roles as Portfolio Development manager, COE, Global Delivery, Account Governance, Process Control & Quality Compliance. Was responsible for Global Delivery of large Software Development engagements, DevOps, Agile, Scrum, Stage-Gate and ITIL Implementations, Integration, Technology Upgrade & Migration programs, and in Business Process Management, Business to Business, Fusion Middleware & ADT (Advanced Technologies) space. Delivered Talks in Industry forums & Academia as FICCI, MSME-DI, MSME-World, REVA Univ., GIBS BSchool, New Horizon College etc.She is associated now with MSME-DI Bangalore, Govt of India for Entrepreneurship and Development of MSMEs, currently is also the President of MSME World Bangalore Chapter ENSCONCE helps Entrepreneurs, Startups and established organizations to accelerate their PEG (Profitability, Excellence & Growth); provide a holistic approach to People, Business and Organizational Development. ENSCONCE provides end to end support for Customer' planning, management and execution challenges from Ideation through Transformation. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/chetanab/message

This episode will look at the stage-gate process invented by world-renowned researcher and writer, Dr. Robert Cooper, and examine whether it still holds up in today's climate of innovation and what processes and frameworks will shape the future of innovation. About Bob 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 U.S. Journal of Product Innovation Management and is a Fellow of the Product Development and Management Association (PDMA). 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 130 articles on R&D and innovation management. Key Moments From Bob Cooper's Interview Stage-gate was based on what entrepreneurs or "intrapreneurs" inside companies did in order to take an idea and launch it into a successful new product. With the world changing so quickly, Bob starting borrowing concepts from the software world, namely the agile development methodologies. Ala Agile Stage-gate was born. Get out there and talk to customers. That is the difference between winning and losing. With new technologies being implemented and developed it is important that we don't get so mesmerized by this possibility that we starting thinking everything is great. Only 1 out of 4 projects that are approved for development become a commercial success. Portfolio management and a good gaining process will help you there. Visit> https://www.patsnap.com/resources/podcast/innovation-capital-episode-1-stage-gate-with-robert-cooper Grab your copy of the e-book by visiting patsnap.com/tag/ebook Today's episode was brought to you by PatSnap. Learn more about PatSnap at www.patsnap.com This podcast was fully transcribed and can be found at patsnap.com/ep1.

Commit to the process and work through challenges to achieve product success. Many of the companies I have worked with this year want to make their product development and management capability more agile. They sometimes express their current process is too linear, rigid, and heavy as well as not providing the shorter time-to-market they want. […]

How product managers can turn a marathon into a sprint. Many medium to large organizations are adopting agile practices, such as the use of Scrum. Some are having more success with the adoption than others. Most of these organizations are also using some form of stage-gate for the development of new products. When done right, […]

Lean Startup or Stage-Gate? More often organizations are not choosing one or the other but taking the “and” option and integrating both into their product processes.  The challenge is how to get them to play nice with each other and gain the benefits of each without losing something in the process. To discuss this topic […]

Listen to the Interview Project management is an important tool for product managers and an area where we have choices. I often hear Agile practitioners talk about the evils of more planned methodologies, like Waterfall and Stage-Gate. Like most things, these areas are not so black and white and the nuances are important. My guest, […]

One of the frequent topics I am asked about is processes for new product development. Sometimes the topic is approached from the perspective of an innovation framework, which includes how ideas are discovered for product concepts, or it is focused on developing a concept into a product. Both are addressed by the Stage-Gate system. Stage-Gate […]

Carrie Nauyalis, NPD Solution Evangelist at Planview, discusses the upcoming PIPELINE The Virtual Conference and Hub for Innovative Product Development opening June 6. REGISTER http://bit.ly/1pdckLk The PIPELINE Virtual Conference and Hub is an online event platform and resource center bringing you: Actionable strategies that you can apply immediatelyBest practices to speed time to market, strengthen brand positioning, and stay ahead of the competitionThe ability to connect with peers to share insights and lessons learnedAccess to the year-round Product Development & Innovation resource center About Carrie Nauyalis, NPD Solution Evangelist at Planview  Carrie Nauyalis, NPD Solution Evangelist at Planview, is passionate about establishing customer partnerships, developing market positioning, defining field enablement strategies, providing market-based feedback into Planview product development, and being an overall evangelist and thought leader for the Product Development market. She is an active speaker, MBA guest lecturer, blogger, and vlogger on all things Product Portfolio Management, with warm places in her heart for the topics of innovation, Stage-Gate, and Agile. brought to you this week by: Startup Product Academy - Product Management Fundamentals 101: 4 week Summer Intensive, Oakland, CA: http://bit.ly/1px3N3r Choose from 2 sessions: June or July (Tues/Thursdays) Also offered at Tech Liminal, Product Therapy Tuesdays http://bit.ly/1nuwmBy -------------------------------------- Webcast Digest: Daily, curated educational free online events for your continuous learning. @webcastdigest http://bit.ly/1arEtJg