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Cooper, R. G. (2000). Product innovation and technology strategy. Research Technology Management, 43(1), 38–41.
Abstract: A benchmarking study of 160 businesses found three cornerstones of high-performing businesses when it came to new product results: 1. having a new product process that works, 2. resources – having the right resources and sufficient resources devoted to product innovation, and 3. having a new product and technology strategy for the business. The third was too often missed in the majority of businesses. There are two fundamental ways to win at product innovation. The first is doing projects right; the second is doing the right projects.
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Cooper, R. G., & Edgett, S. J. (2003). Overcoming the crunch in resources for new product development. Research Technology Management, 46(3), 48–58.
Abstract: Most new product development efforts suffer from serious resource deficiencies across all business functions, and many of the symptoms that beset NPD can be traced directly to this resource crunch. The underlying causes of this crunch are a preoccupation with short-term financial performance, reluctance to kill projects (and the resulting lack of focus), and a desire for excessive speed to market. Strategic solutions to this problem include matching resources to the goals of the business, recognizing that all businesses should not be measured with the same yardstick nor resourced the same way, and “ring-fencing” NPD resources. How these resources are allocated is a problem in most businesses, and thus another solution is to implement an effective portfolio management system. Portfolio management provides greater focus (fewer but higher-value projects) and also relies on strategic buckets to achieve the right balance of projects and spending. Finally, tactical solutions include tracking the deployment of existing resources via resource capacity analysis and mapping project resource requirements more precisely as part of the gate deliverables. [PUBLICATION ABSTRACT]
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Cooper, R. G. (2000). Doing it right. Ivey Business Journal, 64(6), 54–60.
Abstract: There are two ways that the best companies can win when they develop new products. One is the do projects right. That is, leading companies have focused on the process of innovation: They have re-engineered their new product process and, in so doing, have built in the critical success factors that make the difference between winning and losing. Many companies now utilize a stage-gate new-product process to drive their new-product projects to market quickly and successfully. The second way to win is by doing the right projects. Here, management focuses in project selection and ultimately implements the portfolio management principle for product innovation. Both approaches – stage-gate processes and portfolio management for new products – are the topics of this article.
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Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2000). New problems, new solutions: Making portfolio management more effective. Research Technology Management, 43(2), 18–33.
Abstract: Most companies' development portfolios suffer from too many projects for the limited resources available, ineffective project prioritization, go/kill decisions made in the absence of solid information, and too many minor projects in the portfolio. This article presents the results of continuing research into portfolio management practices. It highlights some of the problems, and offers some tentative solutions that have been witnessed in typical firms as they try to address the issue of picking the right projects.
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Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1997). Portfolio management in new product development: Lessons from the leaders-II. Research Technology Management, 40(6), 43–52.
Abstract: Three goals were revealed by a study of portfolio management practices in industry: 1. maximizing the value of the portfolio, 2. achieving the right balance and mix of projects, and 3. linking the portfolio to the strategy of the business. The first 2 goals were analyzed in the September-October 1997 issue of RTM. This 2nd article describes several methods for realizing the 3rd goal, including a strategic “buckets” model, a top-down method for setting spending targets, a bottom-up scoring scheme that emphasizes strategic criteria, and the strategic check, which incorporates elements of both. In the ideal portfolio management process, 3 decision processes must work together: the strategy of the business drives both the portfolio review (and various portfolio models) as well as the gates or decision points in the business' Stage-Gate new product process. The gating process and the portfolio methods feed each other, and all 3 must be integrated.
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