Description
Companies are experiencing a shortage of game-changing ideas that drive growth. This is the how to book for generating a steady stream of breakthrough new product ideas. Experts, Dr. Edgett and Dr. Cooper, provide an unbiased evaluation of the top ideation methods used by leading companies.
The authors confirm the importance of a robust Discovery Stage and illustrates how to implement one. They provide numerous examples of the methods, approaches and techniques used by leading companies such as Motorola, and Procter and Gamble. Learn the pros and cons of top ideation methods including: voice of customer, peripheral vision, immersion, open innovation, disruptive technologies, brainstorming, fundamental research and more.
- Understand and compare 15+ new product ideation methods
- Implement an effective idea generation system
- Learn how to create innovation strategies and roadmaps that drive results
- Align your idea generation system with your new product development process
- Learn how leading companies generate breakthrough new products.
In-Depth Case Studies:
Air Products and Chemicals Inc., a global atmospheric, process and specialty gases, performance materials, equipment, and services provider, strives to balance innovativeness, operational excellence, and corporate responsibility. Learn about Air Product’s approaches to project selection and portfolio management that balance risk and reward across three classes of new product projects.
Ashland, Inc., a global specialty chemicals organization, blends new product development with Design for Six Sigma. Learn how Ashland implemented a solution development council to maintain the health and stability of its innovation processes and drive organic growth.
Becton, Dickinson and Company (BD), a global medical technology company has a renewed focus on global product development systems that balances operational excellence with successful innovation. Learn how this initiative consistently fills BD’s innovation funnel with significant new product ideas and delivers winning new products to market on time.
Electro Scientific Industries, Inc. (ESI), a leading supplier of innovative, laser-based manufacturing solutions for the micro technology industry successfully re-introduced its New Product Introduction Program. Learn how this tighter, formalized program has helped ESI create effective global cross-functional teams and successfully move towards offshore manufacturing.
EXFO provides optical testing solutions, wireless protocol analyzers, network simulators and portable test sets to the telecommunications industry. 44% of its workforce across 25 countries is involved in R&D. Learn how EXFO’s organizational commitment to bridge the cultural and time barriers associated with global product development helps it develop cohesive teams.
Companies Referenced:
3M
Apple
AT&T
Chrysler
Dell
Disney
D. Swarovski & Co.
Eli Lilly
ExxonMobil
Goulds Pumps
Guinness
Hewlett-Packard
IBM
Johnson & Johnson
Lego
Mattel
Microsoft
Motorola
NASA
Nissan
Pfizer
Siemens
Toyota
Xerox
Scrum es un marco de gestión de proyectos ágil, ligero y popular debido a su simplicidad y flexibilidad, y se utiliza a menudo junto con otros métodos, ya que no prescribe ninguna práctica técnica.Scrum utiliza iteraciones de 30 días (denominadas “Sprints“) y pequeños equipos autoorganizados (de 4 a 9 miembros) para ofrecer software funcional con el mayor valor comercial. Antes de un sprint, los miembros del equipo eligen y revisan los elementos del backlog que deben implementarse (el Sprint Backlog). Durante el sprint, cada equipo se reúne diariamente para discutir lo que se logró desde la reunión anterior y cualquier obstáculo que deba escalarse o gestionarse con prioridad (el Scrum diario ). Una vez que se ha agotado la cartera de sprint y se puede producir una nueva versión, el gerente cierra el desarrollo y el equipo realiza las pruebas, la documentación y la capacitación necesarias.
Mediante la introducción de iteraciones de cajas de tiempo cortas que se centran en la entrega de un producto funcional, Agile Stage-Gate pretende aumentar la frecuencia y la velocidad de los comentarios de los clientes y usuarios. De este modo, los equipos pueden centrarse en los desarrollos que ofrecen el mayor valor para la organización y sus clientes, y adaptarse rápidamente a los cambios en el mercado. 
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