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Implementing a Stage‐Gate Process: A Multi‐Company Perspective
Author(s) -
O'Connor Paul
Publication year - 1994
Publication title -
journal of product innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.646
H-Index - 144
eISSN - 1540-5885
pISSN - 0737-6782
DOI - 10.1111/1540-5885.1130183
Subject(s) - process (computing) , process management , key (lock) , perspective (graphical) , stage (stratigraphy) , business , work (physics) , computer science , work flow , innovation process , work in process , operations management , manufacturing engineering , marketing , engineering , computer security , mechanical engineering , paleontology , artificial intelligence , biology , operating system
Many companies recognize the benefits of developing new products through a Stage‐Gate work‐flow process. Yet implementing such a process is a significant challenge, made complex by the dynamics of time, changing organizational structures, and the transition of key personnel. In this article, Paul O'Connor reports the experiences of several large organizations currently implementing their versions of a Stage‐Gate process. His analysis points out critical impediments to implementation and suggests the recourse to each. He concludes with guidelines for implementing a Stage‐Gate process that offer a practical approach to realizing the desired benefits of the process sooner.