Embed Size (px)
Citation preview
Santiago Hoyos S.
CREATIVIDAD
E
INNOVACIÓN
Noviembre 2012
Santiago Hoyos S.
Agenda
Procesos de creatividad e innovación
Desarrollo de estrategia de innovación
Ecosistemas de innovación, emprendimiento y concepto
de innovación abierta
Proceso y plantillas detalladas stage-gate
Gerencia de la Propiedad Intelectual (Patentes, licencias,
modelos de utilidad y secretos industriales)
2
"Everything that can be
invented has been
invented." –
Charles H. Duell, U.S.
Patent Office director,
1899
Santiago Hoyos S.
La creatividad como herramienta competitiva
3
―incumbents against the insurgents, the old guard versus
the vanguard,‖
―The age of progress has come to an end‖
– Employees have found themselves working harder and harder
to achieve less and less
– Employees around the world have been strapped to the wheel
of continuous improvement
– we are nonetheless as expendable as worn-out machines
―The age of revolution has come‖
– Pace of ―Internet time,‖ where time is measured in dog years
– For change has changed. No longer is it additive. No longer
does it the age of progress move in a straight line, is
discontinuous, abrupt.
– The cost of storing a megabyte of data has dropped from
hundreds of dollars to essentially nothing
Gary Hamel is the originator
(with C. K. Prahalad) of the
concept of core
competencies. He is a
visiting Professor of Strategic
Management at London
Business School. His
academic standing took a
dent soon after publication of
the hardback version of
Leading the Revolution, in
which he had written a very
positive profile of Enron." “The power of incumbency versus the power of
Imagination»
Santiago Hoyos S.
El mundo de ayer era de los factores de producción, el mundo de hoy es del conocimiento, y el mundo del futuro de los que imaginan
The advantages of incumbency—global distribution, respected brands, a deep pool of talent, cash
flow—granted them the luxury of time.
– Mitsubishi, ABB, Citigroup, General Electric, DaimlerChrysler, DuPont,
– Apple Computer got an early start in the microcomputer business, IBM quickly reversed Apple’s lead
when it threw its worldwide distribution might behind the PC. But in a world of discontinuous change, a
company that misses a critical bend in the road may never catch up.
– Motorola, the world leader in the cellular telephone business in the early 1990s, missed the shift to
digital wireless technology by a couple of years—Nokia wins. Now Google acquires Motorola.
– Nokia & BB, missed the market/technology signals.
– MARKET: Royal Dutch/Shell is one of the world’s premier oil companies. Yet one day Shell awoke to
find that a supermarket, Tesco, had become the largest retailer of ―petrol‖ in Britain, one of Shell’s
markets
– EMPLOYEES: When senior execs who used to work at AT&T, Apple, Xerox, Andersen
Consulting, and other venerable companies start leaving for the ―left coast,‖ .
In 1999, 25 percent of the Harvard MBA class went to work for companies with fewer than 50 people. Twenty-five
percent of Stanford’s MBA graduates went to work for companies with fewer than 25 employees.
– ASSETS: Ebay Internet auction firm, acquires the third largest auction house in the United States,
Butterfield & Butterfield.
“blink and you’ve missed a billion-dollar bonanza. They will first take your market,
then your employees, finally they will take your assests”
4
Never has incumbency
been worth less.
Santiago Hoyos S.
• Incremental innovation focused on a single component of
the business model. Product innovation is still important.
When, after years of trying, Clorox managed to create
lemon-scented bleach, it drove the category into double-
digit growth. And anyone who’s shaved with Gillette’s
Mach III razor knows why it commands a price premium.
• business concept innovation often has little to do with new
technology—think of IKEA, The Gap, Virgin Atlantic, and
many other innovators that are not technology pioneers.
• Internet is a tool, the means to an end… not the
purpose…therefore web-enabling old business models
Se necesita imagina nuevas formas para crear riqueza!
Today we are limited only by our imagination. Yet those who can
imagine a new reality have always been outnumbered by those who
cannot.
changing the rules the game.‖ Fully 62 percent of the CEOs said the
newcomers had won by changing the rules. Despite this, how many
times have you heard a CEO or divisional vice president say, ―Our real
problem is execution‖?
Internet telephony is an entirely different business concept than
dedicated voice networks.
5
Santiago Hoyos S.
Disruptive Innovations: A driver of leadership failure and the source of new growth opportunities
6
Pe
rfo
rma
nce
Time
Disruptive
innovations
Incumbents nearly always win
Entrants nearly always win
Copyright Clayton M. Christensen
Clayton M. Christensen
Santiago Hoyos S.
Little boys beat giants by disruption
7
7%
4% 12%
8%
18% 22%
% of tons
Ste
el Q
uali
ty
1980 1975 1985 1990
25–30% 55%
Santiago Hoyos S.
Outsourcing driven by RONA often sets in motion disruptive business model liquidation
8
Mother boards
Computer assembly
Supply chain
& logistics
Product design
Brand
Dell AsusTek
Simple circuit boards
Mother boards
Computer assembly
Supply chain
& logistics
Product design
Brand
Copyright Clayton M. Christensen
Santiago Hoyos S.
Whatever I can Imagine…I can accomplish!!
9
• Las técnicas creativas son métodos que
facilitan la creatividad en una persona o en
un grupo de personas…crean además el
ambiente y abren los poros del cerebro.
• Sólo el 14% de los CEOs alemanes son
conscientes de técnicas creativas; sólo el
3% de ellos las adopta.
En google el tiempo de los empleados se asigna según estas
proporciones:
• 70%: Core Business y actividades que aportan los ingresos a la
empresa
• 20%: Actividades Adyacentes al Core Business
• 10%: Cualquier actividad, relacionada o no con el core
Santiago Hoyos S.
Empresas como TATA promueve la Insatisfacción creativa
10
In addition to formal systems, TCS takes steps to
stimulate innovative thinking. "We train people to
think about improvement all of the time, to have
what I call a culture of creative dissatisfaction
with the status quo,‖
• Five hours of an employee's 45-hour week can be
used for personal projects, such as learning a skill or
developing an idea.
• To better capture nascent ideas, the company
launched IdeaMax, a Digg-like social network that
lets any employee submit, comment, and vote on
ideas. Since it was launched last year, IdeaMax has
collected 12,000 ideas, several hundred of which
have become projects. "Every quarter, I review the
top 10 most popular ideas," says Krishnan. "The
wisdom of crowds works for us."
Santiago Hoyos S.
Creatividad – Rowan Gibson
11
Entre los clientes internacionales de Rowan en las dos
últimas décadas figuran algunas de las organizaciones
más grandes y exitosas del mundo:
Accenture, Arthur D. Little,, Apple, Bayer, Coca-Cola,
General Electric, Guinness,, Henkel, Hewlett-Packard,
Honeywell, IBM, ING Bank, Intercontinental Hotels,
Interpolis, Investec, KLM, Mars, Microsoft, Motorola,
Nestlé, Nike, NOKIA, Philips, Procter &Gamble,
Rabobank, Renault, Rexam, Roche, Royal Bankof
Scotland, Royal Dutch Shell, SAP, Sara Lee, Saxo,
Siemens, Steelcase, Unilever, y Volkswagen.
Rowan Gibson
Rowan Gibson es ampliamente reconocido como
uno de los principales expertos en innovación empresarial
en el mundo. Los medios de comunicación lo han llamado
―Sr. Innovación‖, ―el Gran Maestro de la Innovación‖, ―el
W. Edwards Deming de la innovación‖ y ―gurú de los gurús‖.
Santiago Hoyos S.
4 lentes de Rowan Gibson
12
Santiago Hoyos S.
Creatividad – Diego Parra
13
Santiago Hoyos S.
Herramientas de Creatividad
14
Santiago Hoyos S.
1 misterio de 1 minuto
15
Un hombre congelado en las montañas….ahh es adan
Romeo y Julite estaban muertos sobre el
piso…habia agua y vidrios
Un Hombre desnudo con 1 palo de fosforo en la mano
Un Hombre Le apunto con un arma y el otro le dio las gracias..
Un Hombre que viaja
en tren…y se dispara
Santiago Hoyos S.
Herramientas de Creatividad
16
Instrucciones para Eliminar Supuestos Elabore una lista de todos los supuestos en que está inmersa su industria ( no su empresa, sino la industria ). De esta lista, revise cuáles de esos supuestos pueden ser eliminados por su empresa o su área de trabajo, para mejorar su desempeño, ganar eficiencia, reducir costos o para generar diferenciación.
Santiago Hoyos S.
Herramientas de Creatividad
17
Un ejemplo Lista de supuestos propios de la industria
de las Aerolíneas Comerciales
En la industria de las aerolíneas a todos los pasajeros les son asignadas sillas. En la industria de las aerolíneas todas las empresas ofrecen trayectos múltiples ( Miami-Dallas, Dallas-Nueva York ). En la industria de las aerolíneas las sillas de los aviones todas están organizadas de la misma forma. En la industria de las aerolíneas no existe el autoservicio como una forma proveer al pasajero.
Santiago Hoyos S.
Herramientas de Creatividad
18
Instrucciones para Eliminar Supuestos
Elimine supuestos: Para ello, utilice la pregunta: ¿ Y quién dijo que no…? ¿Y quién dijo que no podemos eliminar
la asignación de sillas ?
¿Y quién dijo que no podemos eliminar vuelos
multitrayectos y enfocarnos únicamente en los
monotrayectos ? R/ El hecho de haber eliminado la asignación de sillas redujo el
tiempo de chequeo de cada pasajero de tres minutos a treinta
segundos, en promedio, dejando atrás las ineficiencias y
reduciendo considerablemente el costo por pasajero.
Santiago Hoyos S.
Herramientas de Creatividad
19
Ejercicio para Simplificar Procesos
Las áreas de muchas empresas con el tiempo tienden a complicar sus tareas y asignaturas. Esto por lo general aumenta los niveles de ineficiencia y redunda en menores resultados. Es importante detectar y eliminar estas complejidades.
Haga una lista de las actividades que debería desarrollar su área de
trabajo para acercarse a su
―ideal‖.
Haga una lista de las actividades que desarrolla su área de trabajo
actualmente.
Defina cuáles de las actividades de la segunda lista pueden
eliminarse para acercarse al ―ideal
¿ Y quién dijo que no… ?
Santiago Hoyos S.
Otras Herramientas para trabajo con Ideas – lluvia y 365º
20
Santiago Hoyos S.
Análisis Morfológico
21
bien.
Santiago Hoyos S.
Innovación
22
La innovación es ―la implementación de un producto
(bien o servicio), o proceso, nuevo o
significativamente mejorado, un nuevo método de
comercialización, o un nuevo método organizacional en
las prácticas de negocio, la organización del lugar de
trabajo o las relaciones externas‖ (Manual de Oslo,
2005)
La innovación se da cuando el conocimiento
generado se logra incorporar al proceso productivo
y se adiciona valor para la organización o para la
sociedad, cuando las ideas evolucionan hasta
convertirse en realidades apropiadas por la sociedad o
el mercado.
Definición Innovación
Santiago Hoyos S.
Continuación…
23
La innovación impulsa transformaciones productivas y
sociales dado que es el pilar de la competitividad y la
productividad de las empresas, regiones y países, y la fuente
de soluciones prácticas y efectivas a dinámicas sociales
complejas.
La innovación es el producto de una red de agentes
sociales, desde los proveedores hasta los usuarios y clientes,
desde las empresas hasta los centros de investigación y
universidades, y desde el Estado hasta la actitud
emprendedora de cada ciudadano.
Santiago Hoyos S.
Que se respalda con el liderazgo de la alta gerencia y la creación de una estructura
24
Santiago Hoyos S.
Un modelo de aproximación
26
Estrategia de Innovación
Visión Rol Estratégico Brecha Crecimiento
Financiero Criterio Filtro
Paso 1
Definir
Paso 2
Explorar
Paso 3
Solucionar
Paso 4
Analizar
Paso 5
Desarrollar
Paso 6
Preparar
Paso 7
Ejecutar
Proceso de Innovación
Proceso de Gobierno
Cultura
Estructura
Organizacional Recursos Indicadores Reconocimiento
Mentalidad de Alta Dirección
Santiago Hoyos S.
La Estrategia de Innovación: Ejemplo
27
Visión
Nuevos
Productos
Ser el productor y comercializador líder de productos de
construcción de interiores y techos de alta calidad que
brindan soluciones de necesidades de construcción
interior a sus clientes
Metas y
Brechas
Financieras $500 millones USD en 7 años.
Roles
Estratégicos
Rol Obligatorio
• Ser lider en desempeño técnico.
• Diferenciarse en estética de
producto.
• Mejorar instalacion y accesibilidad
Rol Expansivo:
• Ofrecer beneficios funcionales no
tradicionales.
• Proveer servicios de instalación y
mantenimiento.
Filtros
• Ingresos > 20 millones.
• Inversión Máxima $5 millones
• NPV positivo de 12%, 3 años.
• Ingresos > 50 millones.
• Inversión Máxima $10 millones
• NPV positivo de 15%, 7 años.
Santiago Hoyos S.
la cual se le incorporan unos Procesos y Herramientas para lograr un proceso sistemático
29
Santiago Hoyos S.
Con el contexto adecuado, las Personas se involucran y desarrollan las Habilidades necesarias para innovar
31
Santiago Hoyos S.
Convirtiendo la innovación en parte integral de la Cultura de la compañía e incorporando sus Valores asociados
33
Si el sistema funciona de manera visible y consistente, la
innovación comienza a hacer parte del ADN de la organización
Santiago Hoyos S.
La cultura es la consecuencia pero es también un «lubricante esencial» desde el principio del proceos…como crearla?
35
Estrategia de Innovación e
Indicadores
Actitud de
Riesgo…
…y
Actitud
Compromiso Visible y
verbalizado de la Alta Dirección
Asignación de
Recursos
Reconocimiento
y Motivación
Investigación
Oportuna con
Clientes y
Consumidores
Lenguaje y
Refuerzo de
Valores
Santiago Hoyos S.
Valores forman parte esencial de la cultura – Cambiar la aversión al riesgo por el apetito al riesgo medido
36
In looking back at some of
the company's ―greatest
hits,‖ it's striking how
serendipity played a big
role in the birth of the
breakthrough ideas.
For a long while, it was a
matter of 3M corporate
policy to encourage risk
taking and to tolerate
failure.
Santiago Hoyos S.
10 mejores practicas para la implementación según Kellogg University
37
1. Fijar expectativas
2. Crear un Portafolio Innovador
3. Descubrir Problemas y Necesidades de los Consumidores y Clientes
4. Enfocarse en Soluciones
5. Usar un Proceso sistemático y disciplinado.
6. Jugar en Equipos Multidisciplinarios
7. Medir Resultados
8. Recompensar generosamente.
9. Fomente el atreverse a.
10. Liderar diferente
Estrategia
Proceso
Cultura 3R’s : Recursos,
Reconocimiento y
Riesgo
Santiago Hoyos S.
Los activos Intangibles… son mas superiores a los activos tangibles (Maquinaria)….las ideas se convierten en activos!
38
Informe ―Las mejores Marcas Globales‖ realizado por Interbrand,
correspondiente al año 2011
Santiago Hoyos S.
Ejemplos de empresas internacionales y locales que entienden el juego de la PI
39
Google ha dicho basta y piensa
comprar Motorola junto con su
fabulosa colección de 17.000
patentes para dispositivos
móviles
14 Secretos
Industriales
Patentes
PCT 4
Fases
nacionales
130
Marcas 19 Col
1 USA 5 Peru
5 Ecuador
5 C Rica
1 Europa
Santiago Hoyos S.
Que se comercializa hoy….productos, servicios y PI La PI es un facilitador para hacer transacciones de valor
40
Santiago Hoyos S.
Territorio de la PI
41
Santiago Hoyos S.
Mítico manual de Oslo
42
Santiago Hoyos S.
Vida legal de la patente…luego es de dominio público…marca puede ser protegida a perpetuidad…mientras la renueve
43
Santiago Hoyos S. 44
Santiago Hoyos S.
Cadena de creación de la PI y valor
45
INVESTIGADORES EMPRESARIOS
INVESTIGACIÓN DESARROLLO COMERCIALIZACIÓN
Equipos de
trabajo de
investigadores
Equipos de
trabajo
empresas
• Estrategias y políticas de
PI
• Portafolio de P.I.
susceptibles de ser
protegidas
• Estrategia de PI por proyecto
• Mercados Potenciales
• Planes de Negocio
• Capital de Riesgo para
Patente
• Activos Intangibles
• Capital de riesgo para P.N.
• Explotación de la
exclusividad que da la P.I.
Santiago Hoyos S.
Como vincular consumidores con conversaciones que impacten e importen.
47
http://www.youtube.com/watch?v=LsXRj89cWa0
La campaña más recordada de los olímpicos de un patrocinador no oficial.
Santiago Hoyos S.
Mr. Pzza una compañía de Korea, sin tradición que quiere un pedazo de pizza!
48
http://www.youtube.com/watch?v=KiLA6Bk_ivs
RETO: Generar reconocimiento y publicidad
PROVOCAR: Decir algo arriesgado inventando una historia del origen de la pizza
CONECTAR: Generar un video con mensajes que emociona y divierte
DISPUESTO A COMPARTIR: Dejar que todos rompan el código de una broma y la
envíen viralmente a sus amigos.
Modelo tradicional, invertir mucho, tener fuerzas de ventas robusta y pautar en medios masivos. $$$$
Como puede Mr. Pizza entrar a una mercado gobernado por los «incumbents» como Domino`s y Pizza Hut
Santiago Hoyos S.
Éxito de primer campaña Obama apalancado en las redes sociales
49
EL RETO: Movilizar a los jóvenes indecisos
PROVOCAR: Decir algo de impacto. «fin de la
guerra Iraq» o «combustibles más baratos»
CONECTAR: Con esos sentimientos y necesidades,
con el «Insight» del pueblo de US.
DISPUESTO A COMPARTIR: Darles elementos a los
jóvenes para que jueguen según sus reglas, se
apropien de la publicidad y la campaña.
RECOMPENSAR: Darles visibilidad a sus
comentarios, dejar que los videos se vuelvan
virales, darle puntos como Niekfuel.
Reflexión: En LATAM la gente gasta 7,6 horas por mes
a las redes que además crecen a un 37% anual.
Santiago Hoyos S. 50
Santiago Hoyos S. 51
Santiago Hoyos S. 53
Santiago Hoyos S. 54
Santiago Hoyos S.
Diagnostico general del ecosistema Colombiano 2011 (Ruta n)
58
Santiago Hoyos S.
Diagnostico general del ecosistema Colombiano 2011 (Ruta n)
59
Santiago Hoyos S.
Necesidad en PI
60
Santiago Hoyos S.
Interés de PI
61
Santiago Hoyos S.
Resultados
62
Santiago Hoyos S.
Innovación Abierta – Open Innovation
67
Larry Huston
• Tiene que ver en integrar recursos internos
o externos alrededor de oportunidades. Y
estar dispuestos en compartir con terceros la
PI
• La innovación abierta requiere ser
canalizada dentro de un proceso interno
desde principio hasta fin.
• Para usar el poder de la apertura, hay que
crear ecosistemas que lo diagrame según
su categoría para poder administrado y
aprovecharlo.
Dadas estas implicaciones, tener innovación abierta no es equivalente a tener participación activa en facebook, youtube, twiter y otros canales para hacer para hacer «crowdsourcing», User-driven innovation…. hay que definir una estrategia, proceso y sistema que mejor se ajusta a sus capacidades y necesidades.
CISCO – I-prize con1200 ideas/ 104 países
Dell – Ideastorm 12,432 ideas promedio ??
Santiago Hoyos S.
Open Innovation de P&G
68
Procter & Gamble Co. (PG ) has done just that
intransforming its traditional inhouse research and
development process into an open-source
innovation strategy it calls
"connect and develop‖
Embrace the collective brains of the world.
Make it a goal that 50% of the company's
new products come from outside P&G's labs.
Santiago Hoyos S.
Unidades de emprendimiento corporativo….nueva forma de crecer
69
Unidades de
emprendimiento
fuera de la escala
y métricas de
negocio
En un cultura
flexible y con
procesos de toma
de decisión ágiles
Con un apetito por
oportunidades de
menor escala y
competencias
adecuadas
Por fuera del core
business
Que catalicen la
demanda del core
o generen la
posibilidad de un
nuevo core
Santiago Hoyos S.
Un zoom al emprendimiento corporativo…4 enfoques
70
Santiago Hoyos S.
Enfoques hibridos
71
Santiago Hoyos S.
En foque de IBM: el ciclo de vida de ONE / EBO
72
Santiago Hoyos S. 74
ESTADOS ACADEMIA COMUNIDAD
CIENTIFICA
BROKER TECNOLOGICO INVERSIONSTA
SOCIEDAD SOCIOS
DEL NEGOCIO
•Consumidores •Comunidades virtuales •Emprendedores
•Proveedores •Clientes •Aplicadores •Diseñadores •Alianzas estratégicas
•Oficina de transferencia •Inversionista •Encubadoras
•Promotor del sistema CTI
IDEAS DE BASE TECNOLOGICA
SPIN-OFF
START-UP
P.I. A PATENTAR
P.I. A LICENCIAR
•Universidades •Laboratorios •Grupos de Investigación •Capital humano
•Centros de Investigación •Investigadores
• Balancear Portafolio Proyectos:
en riesgo maximizando valor (segmentar portafolios)
• Un ecosistema abierto que
alimenta con ideas, start-up y fuentes de financiación (capital semilla e inversionistas intelIgentes)
• Redes : Rápidas, efectivas, sinérgicas
comunidades de excelencia
Un ecosistema de selección natural…es de más valor…la especie que más rápido se adapta a los cambios
Santiago Hoyos S.
Stage Gate - Basic Eight Framework for Developing an Integrated Product Definition (IPD)
77
What will it
not solve?
What will it
not be?
Who will it not
serve and why?
What value
will it not
deliver?
Integrated
Product
Definition
Step 8
Step 7
Step 6
Step 5 Step 4
Step 3
Step 1
Step 2
Problems The problems the
customer is trying to
solve.
Needs Performance goals that are
important to the customer.
Uses What the product will do (from
the customer perspective).
Technical Solution What the product will be:
features, attributes,
performance requirements
and specifications.
Positioning How the product will be
perceived and at what
price.
Target Market At whom the product is
aimed.
Benefits/Value Why the customer will buy
it. What is the winning
value proposition? How is
it superior?
Solution Concept High-level statement of what
the product is.
This framework
incorporates the
essential
elements
required to
develop a
differentiated
product that
delivers unique
benefits and
superior value
to the customer
Santiago Hoyos S.
Stage Gate – Stage 1
78
Developing the Preliminary Integrated Product Definition
A. What might the concept(s) solve?
WHAT IT MIGHT SOLVE Problem(s)
What customer and/or consumer
problem(s) could the concept(s)
possibly solve?
Needs
What are the possible customer and/or
consumer needs for this concept(s)?
[Click here to insert information]
[Click here to insert information]
WHAT IT MIGHT NOT SOLVE Problem(s)
What problem(s) should not be solved?
Needs
What possible needs should not be
addressed?
[Click here to insert information]
[Click here to insert information]
A. What might the concept(s) be?
WHAT IT MIGHT BE Product Concept
Provide a brief description of what the
concept(s) will entail.
Uses
How might customers and/or
consumers use the concept(s)?
[Click here to insert information]
[Click here to insert information]
WHAT IT MIGHT NOT BE Product Concept
Describe what the concept(s) will not
likely entail.
Uses
Articulate how customers and/or
consumers will not use the concept(s).
[Click here to insert information]
[Click here to insert information]
A. Who might the concept(s) serve and why?
WHO IT MIGHT SERVE AND WHY Benefits/Value
What benefits may be delivered by this
concept(s)?
Why might customers and/or
consumers buy this concept(s) over
others?
Target Market
To which markets or segments might
the concept(s) appeal?
Which potential customers and/or
consumers might buy the concept(s)?
[Click here to insert information]
[Click here to insert information]
WHO IT MIGHT NOT SERVE AND WHY Benefits/Value
What benefits may not be delivered?
Why might customers and/or
consumers not buy a product resulting
from the concept(s) over others?
Target Market
Which markets or segments might not
find the concept(s) appealing?
Which customers and/or consumers
might not buy a product resulting from
the concept(s)?
[Click here to insert information]
[Click here to insert information]
A. How might the concept(s) deliver value?
HOW IT MIGHT DELIVER VALUE Positioning
How might the concept(s) be positioned
within the market in relation to
competitive offerings and current
product offerings?
Technical Solution
What functionality might the
concept(s) offer?
What would potential customers
and/or consumers like the concept(s)
to do?
How might this set of functionality
compare to customer and/or consumer
wants and needs?
[Click here to insert information]
[Click here to insert information]
HOW IT MIGHT NOT DELIVER VALUE Positioning
How might the concept(s) not be
positioned?
Technical Solution
What functionality might not be
included?
[Click here to insert information]
[Click here to insert information]
Santiago Hoyos S.
Stage Gate – Gate 1
79
CRITERIA Low (0) Medium (1) High (2) SCORE
Strategic Fit and Importance
Degree to which the idea aligns with business and/or innovation strategy
Not aligned with business nor innovation strategy
Somewhat aligned with business and/or innovation strategy
Aligns very well with business and/or innovation strategy
Product and Competitive Advantage
The degree to which the idea offers unique benefits in the marketplace
Similar to current offerings, with no or limited unique benefits
Somewhat better than current offerings, with some unique benefits
Significantly better than current offerings, with many unique benefits
Market Attractiveness
The degree of:
Newness of the market to the company
Competition within the marketplace
Completely new and unfamiliar market
Somewhat familiar with market
Very familiar with market
Strong competition within marketplace
Modest competition within marketplace
Weak competition within marketplace
Synergies
Degree of fit with core competencies and strengths in marketing, production/operations, sales, and/or distribution
No or limited fit with core competencies and strengths
Reasonable fit with core competencies and strengths
Strong fit with core competencies and strengths
Technical Feasibility
Degree of familiarity of technology to the company
Technology is completely new to company
Technology is familiar to company
Technology exists within company and can be leveraged
Financial Reward vs. Risk
The size of the financial opportunity
Poor, limited financial opportunity
Moderate financial opportunity
Excellent financial opportunity
Recommendation: Go Kill Hold Re-route SCORE TOTAL
Remember, the spirit of Gate 1 is
to apply a gentle screen to new
ideas, opening the door to a
preliminary investigation of new
opportunities for the company.
Lack of information is not a
reason to kill an idea. Score
these six criteria
Low/Medium/High (0, 1, or 2).
This scorecard should only be
completed if there are no killer
variables.
CRITERIA
Strategic Fit and Importance
Degree to which the idea
aligns with business and/or
innovation strategy
Product and Competitive
Advantage
The degree to which the
idea offers unique benefits
in the marketplace
Market Attractiveness
The degree of:
Newness of the market to
the company
Competition within the
marketplace
Synergies
Degree of fit with core
competencies and
strengths in marketing,
production/operations,
sales, and/or distribution
Technical Feasibility
Degree of familiarity of
technology to the company
Financial Reward vs. Risk
The size of the financial
opportunity
Santiago Hoyos S.
Stage Gate – Stage 2
80
A. What will the protocept solve?
WHAT IT WILL SOLVE Problems
What are the customer and/or consumer
problems?
How does the customer and/or
consumer solve the problem today?
What does the customer and/or
consumer like or dislike about the
solution?
What problems will be addressed by
this protocept?
Needs
What are the customer’s and/or
consumer’s unmet or unarticulated
needs?
What needs have been identified by
understanding the gaps and dislikes
within the current solution?
What would the customer and/or
consumer like the protocept to do?
What needs will be addressed by this
protocept?
[Click here to insert information]
[Click here to insert information]
WHAT IT WILL NOT SOLVE Problems
What problems will not be solved?
Needs
What needs will not be addressed?
[Click here to insert information]
[Click here to insert information]
A. What will the protocept be?
WHAT IT WILL BE Product Concept
Provide a high-level statement (50
words or less), explaining what the
protocept will entail.
Will the protocept be a single new
product or a series of releases? Provide
a high-level vision for the protocept.
Uses
Explain what customers and/or
consumers will use the protocept for
and if it will be used in multiple
applications.
How will customers and/or consumers
use the protocept?
Will the protocept be used in
conjunction with other products and if
so, how?
[Click here to insert information]
[Click here to insert information]
WHAT IT WILL NOT BE Product Concept
Describe what the product concept for
the protocept will not entail.
Uses
Describe the uses that will not be
fulfilled through this protocept.
[Click here to insert information]
[Click here to insert information]
A. Who will the protocept serve and why?
WHO IT WILL SERVE AND WHY Benefits/Value
Explain the protocept’s unique value to
customers and/or consumers.
What are the protocept’s unique
benefits to customers and/or
consumers?
Why will the customer and/or
consumer buy the protocept over
competing products?
Why will the customer and/or
consumer pay more for these unique
benefits?
Are there any negative impacts that
product adoption will have on the
customer and/or consumer?
Target Market
Describe the types of customers and/or
consumers within the market who will
buy the protocept.
Describe the types of customers and/or
consumers within the market who will
use the protocept.
Will different products be required for
different market segments?
[Click here to insert information]
[Click here to insert information]
WHO IT WILL NOT SERVE AND WHY Benefits/Value
What benefits will not be delivered?
What benefits remain outstanding for
the customers and/or consumers within
the market?
Target Market
What markets and customers and/or
consumers within these markets will
not be served?
A. How will the protocept deliver value?
HOW IT WILL DELIVER VALUE Positioning
How will the protocept be positioned
within the market and within current
product offerings?
Is the positioning distinctive?
How will customers and/or consumers
perceive the protocept relative to
competitive products?
What is the price point?
Technical Solution
What are the protocept’s essential
(according to customers and/or
consumers) features, attributes,
performance requirements and
specifications that will deliver the
unique and real value to customers
and/or consumers?
How will the protocept’s technical
solution deliver the unique and real
value to customers and/or consumers?
How will the protocept be optimized?
What are the goals?
[Click here to insert information]
[Click here to insert information]
HOW IT WILL NOT DELIVER VALUE Positioning
How will the protocept not be
positioned?
Technical Solution
What features, attributes, performance
requirements and specifications will
not be a part of the technical solution?
What will not be optimized?
Santiago Hoyos S.
Stage Gate – Gate 2
81
CRITERIA 0 4 7 10 SCORE
Strategic Fit and Importance
The degree of:
alignment with business and/or innovation strategies
importance of the project to the company
Lack of alignment with business and/or innovation strategies
Somewhat aligned with business and/or innovation strategies
Supports business and/or innovation strategies
Considerable alignment with business and/or innovation strategies
Project does not seem to be important
Project appears to be somewhat important
Project seems to be important
Project looks very important
Product and Competitive Advantage
The degree to which the potential product:
offers greater benefits to the customer
impacts competitive advantage
Provides the same benefits as competing products
Provides modestly differentiated benefits relative to competing products
Provides reasonably differentiated benefits relative to competing products
Provides highly differentiated benefits relative to competing products
Has little or no impact on our ability to compete
Modestly improves our ability to compete
Strengthens our ability to compete
Greatly enhances our ability to compete
Market Attractiveness
Size of the market
Rate of growth for the market
Degree of competition in the marketplace
Small or niche market
Modest market Large market Very significant
market
No or limited
market growth Modest market
growth Reasonable
market growth High market
growth
Highly competitive market
Competitive market
Modestly competitive market
Weak competitive market
Synergies
Opportunity to leverage core competencies in marketing, sales, production/operations, and/or distribution
Availability of required resources (skills, capability and experience)
No or limited opportunity to leverage core competencies
Modest opportunity to leverage core competencies
Good opportunity to leverage core competencies
Excellent opportunity to leverage core competencies
Required
resources are not available and cannot be acquired
Required resources are not available but some can be acquired
Required resources are available but all are not fully accessible
Required resources are available and accessible
Technical Feasibility
The degree of technical complexity
The size of the technical gap
Highly complex technical solution
Fairly complex technical solution
Somewhat complex technical solution
Straightforward technical solution
Very large technical gap
Large technical gap
Modest technical gap
No or limited technical gap
Financial Reward vs. Financial Risk
Length of payback period
Level of financial risk
Long payback period
Modest payback period
Reasonable payback period
Good payback period
Very high financial
risk High financial risk
Moderate financial risk
Limited financial risk that is acceptable
Recommendation: Go Kill Recycle Hold SCORE TOTAL
Remember, the spirit of Gate 2 is to
re-evaluate the proposed project in
light of the additional information
gained from Stage 1 – Scoping.
There may still be many questions,
as the preliminary scoping does not
provide all the answers. The six
numbered criteria below are scored
on 0-10 scales. Be sure to consider
the sub-items in scoring each factor.
Add these to create the Project
Attractiveness Score (out of 60).
Must exceed 30/60. This scorecard
should only be completed if the
project has met the readiness
check and there are no killer
variables
CRITERIA
Strategic Fit and Importance
The degree of:
alignment with business
and/or innovation strategies
importance of the project to
the company
Product and Competitive
Advantage
The degree to which the
potential product:
offers greater benefits to
the customer
impacts competitive
advantage
Market Attractiveness
Size of the market
Rate of growth for the
market
Degree of competition in
the marketplace
Synergies
Opportunity to leverage
core competencies in
marketing, sales,
production/operations,
and/or distribution
Availability of required
resources (skills, capability
and experience)
Technical Feasibility
The degree of technical
complexity
The size of the technical
gap
Financial Reward vs.
Financial Risk
Length of payback period
Level of financial risk
Santiago Hoyos S.
Stage Gate – Stage 3
82
A. Confirm: What will the prototype solve?
WHAT IT WILL SOLVE Problems
Confirm how the prototype still solves
the customer and/or consumer
problem(s) better than the current
solution(s).
Needs
Outline how the prototype still meets
the needs identified in the Stage 2
IPD.
A. Confirm: What will the prototype be?
WHAT IT WILL BE Product Concept
Confirm exactly what the prototype
will entail.
Uses
Confirm the degree to which this
prototype fulfills the uses outlined in
the Stage 2 IPD.
A. Confirm: Precisely who will the prototype serve and why?
WHO IT WILL SERVE AND WHY Benefits/Value
Confirm that the prototype still delivers
unique benefits and value.
Has the value proposition changed? If
so, how? What is the impact?
Outline why the customer and/or
consumer will still buy the prototype
over competing products in light of the
Stage 3 prototype in comparison to the
Stage 2 IPD.
Target Market
Verify that the prototype still satisfies
the customers and/or consumers
described as the target market in the
Stage 2 IPD.
Outline why different prototype
versions will still be required for
different market segments.
A. Confirm: How will the prototype deliver value?
HOW IT WILL DELIVER VALUE Positioning
Ensure that the lab-tested prototype
aligns with the positioning strategy
proposed in the Market Launch Plan.
Technical Solution
Confirm that the essential (according
to customers and/or consumers)
features, attributes, performance
requirements and specifications have
been delivered by the prototype
through optimization.
Confirm the acceptable standards the
prototype must meet through
optimization.
Outline whether any of these
specifications can change due to the
production/operations process and
specify the acceptable variance range.
Santiago Hoyos S.
CRITERIA 0 4 7 10
Strategic Fit and Importance The degree of:
fit with company’s innovation strategy
importance of project to the company
impact on business growth targets
Is not aligned with innovation strategy
Somewhat aligns with innovation strategy
Supports innovation strategy
Aligns very well with innovation strategy
Not important to providing a market solution
Somewhat important to providing a market solution
Important to providing a market solution
Very important to providing a market solution
Limited or no impact on
growth targets
Modest impact on growth
targets
Good impact on growth
targets
Significant impact on
growth targets
Product and Competitive Advantage
Unique customer benefits
Perceived value for money
Competitive advantage
Customer feedback on product concept
Provides the same benefits as competing products
Provides modestly differentiated benefits relative to competing products
Provides reasonably differentiated benefits relative to competing products
Provides highly differentiated benefits relative to competing products
Customer perceives limited or no value
Customer perceives modest value
Customer perceives good value
Customer perceives superior value
Maintains current competitive position
Modestly improves current competitive position
Provides good advantage to current competitive position
Provides excellent advantage to current competitive position
Negative feedback Neutral feedback Positive feedback Very positive feedback
Market Attractiveness
Size of the market
Ability to penetrate market
Rate of growth for the market
Industry margins
Degree of competition in the marketplace
Small or niche market Modest market Large market Very significant market
Limited or no ability to penetrate market
Modest ability to penetrate market
Good ability to penetrate market
Strong ability to penetrate market
No or limited market growth
Modest market growth Reasonable market
growth High market growth
Low margins Modest margins Good margins Very good margins
Highly competitive market Competitive market Modestly competitive
market Weak competitive market
Synergies
Ability to leverage core competencies
Plans in place to address resource (skills, competencies, and experience) gaps
Limited or no ability to leverage core competencies
Modest ability to leverage core competencies
Good ability to leverage core competencies
Strong ability to leverage core competencies
Plans are not in place to address serious resource gaps
Plans do not adequately address significant resource gaps
Plans will likely address most resource gaps
Plans are in place to ensure resources are available
Technical Feasibility Size of technical gap
Degree of new technology required for the company
Degree to which technical complexity is attainable
Very large technical gap Large technical gap Modest technical gap No or limited technical
gap
Completely new technology required
Significant new technology required
Some new technology required that will leverage current technology
No new technology required; available in-house
Very complex; major hurdles and probably not achievable
Complex with significant hurdles but should be achievable
Complex with hurdles but
is achievable
Straightforward and attainable technical solution
Financial Reward vs. Financial Risk
Degree of financial return based on financial indicator
Level of financial risk
Negative returns Modest returns Good returns Very positive returns
Very high financial risk High financial risk Moderate financial risk Acceptable financial risk
Recommendation: Go Kill Recycle Hold SCORE TOTAL
Stage Gate – Gate 3
83
Remember, Gate 3 is the
pivotal ―money gate” that
opens the door to
expensive product
development. Cross-
functional agreement on
the definition of the
intended project and
business justification for
proceeding to Development
must be achieved. Add
these to create the Project
Attractiveness Score (out
of 60). Must exceed 30/60.
CRITERIA
Strategic Fit and Importance The degree of:
fit with company’s innovation
strategy
importance of project to the
company
impact on business growth
targets
Product and Competitive
Advantage Unique customer benefits
Perceived value for money
Competitive advantage
Customer feedback on
product concept
Market Attractiveness Size of the market
Ability to penetrate market
Rate of growth for the
market
Industry margins
Degree of competition in the
marketplace
Synergies
Ability to leverage core competencies
Plans in place to address
resource (skills,
competencies, and
experience) gaps
Technical Feasibility Size of technical gap
Degree of new technology
required for the company
Degree to which technical
complexity is attainable
Financial Reward vs. Financial
Risk Degree of financial return
based on financial indicator
Level of financial risk
Santiago Hoyos S.
Stage Gate – Stage 4
84
Stage 4 validates the product prior
to commercialization. Here the
commercial product is produced
and checked under field conditions,
market acceptance is verified, the
production/operations process is
validated, and the financial
attractiveness of the project is
reconfirmed. Production/operations
equipment may be acquired and
tested during this stage. Also in
Stage 4, the finalization of the plans
for the launch occurs.
Update Market Assessment
Purpose of Activity: This assessment involves monitoring the competitive
marketplace, domestic and international markets, and potential new opportunities in
response to Stage 4 commercial product testing activities
Execute Testing and Validation Plan
Purpose of Activity: Implementation of the Testing Plan for commercial product,
market launch, and production/operations testing is critical
Finalize Technical Plans
Purpose of Activity: The technical plans should be executed as applicable, as well as
updated and finalized in order to adequately prepare for product launch and full-scale
production/operations
Validate Integrated Product Definition
Purpose of Activity: The goal of this activity is to ensure that the Stage 3 Integrated
Product Definition still holds, in light of the commercial product
Finalize Market Launch Plan
Purpose of Activity: To ensure seamless market launch, all vital details within the
market launch plan must be finalized
Finalize Financial Analysis
Purpose of Activity: The objective of this activity is to update the Stage 3 financial
analysis based on the commercial product, the production testing, and the commercial
product testing, to ensure that the analysis has not dramatically changed.
Create Detailed Product Life Cycle Plan
Purpose of Activity: The goal of this activity is to create a long-term view of the
commercial product in the marketplace, reflecting new or emerging market trends,
customer and/or consumer issues, and technological advancements. Update Integrated Risk Assessment
Purpose of Activity: Here, the Project Team needs to reassess the risks and their
potential impact in light of Stage 4 activities.
Santiago Hoyos S.
Stage Gate – Gate 4
85
CRITERIA 0 4 7 10 SCORE
Strategic Fit and Importance Reconfirm the degree of:
importance of lab-tested product to the company
Not important to providing a market solution
Somewhat important to providing a market solution
Important to providing a market solution
Very important to providing a market solution
Product and Competitive Advantage Impact of lab-tested product on:
understanding the value proposition
competitive advantage
customer feedback
No or limited understanding of value proposition
Some understanding of value proposition
Good understanding of value proposition
Clear understanding of value proposition
Maintains current competitive position
Modestly improves current competitive position
Provides good advantage to current competitive position
Provides excellent advantage to current competitive position
Negative feedback Neutral feedback Positive feedback Very positive
feedback
Market Attractiveness Ability to penetrate market
Degree of change in marketplace
Limited or no ability to penetrate market
Modest ability to penetrate market
Good ability to penetrate market
Strong ability to penetrate market
Significant changes in marketplace; market is no longer attractive
Many changes in marketplace
Modest changes in marketplace but market still appears attractive
No or limited changes in marketplace; market is still attractive
Synergies Plans in place to address
resource (skills, capabilities, and experience) gaps
Plans are not in place to address serious resource gaps
Plans do not adequately address significant resource gaps
Plans will likely address most resource gaps
Plans are in place to ensure resources are available
Technical Feasibility Lab-tested product
performance
Demonstrated technical feasibility
Proposed degree to which: product can be produced at
quality levels cost estimates can be
achieved
Lab-tested product does not meet requirements
Lab-tested product meets some requirements
Lab-tested product meets most requirements
Lab-tested product meets all requirements
Feasibility not demonstrated
Limited demonstration of feasibility
Feasibility demonstrated, with some issues
Feasibility clearly demonstrated
Limited or no demonstration of production/ operations capability
Modest demonstration of production/ operations capability
Good demonstration of production/ operations capability
Very high demonstration of production/ operations capability
Low or no likelihood of achieving cost estimates
Modest likelihood of achieving cost estimates
Good likelihood of achieving cost estimates
Very high likelihood of achieving cost estimates
Financial Reward vs. Financial Risk Degree of financial return
based on financial indicator
Level of financial risk
Negative returns Modest returns Good returns Very positive
returns
Very high financial
risk High financial risk
Moderate financial risk
Limited financial risk that is acceptable
Recommendation: Go Kill Recycle Hold SCORE TOTAL
CRITERIA
Strategic Fit and Importance Reconfirm the degree of:
importance of lab-tested product to
the company
Product and Competitive
Advantage Impact of lab-tested product on:
understanding the value proposition
competitive advantage
customer feedback
Market Attractiveness Ability to penetrate market
Degree of change in marketplace
Synergies Plans in place to address resource
(skills, capabilities, and experience)
gaps
Technical Feasibility Lab-tested product performance
Demonstrated technical feasibility
Proposed degree to which:
product can be produced at quality
levels
cost estimates can be achieved
Financial Reward vs. Financial
Risk Degree of financial return
based on financial indicator
Level of financial risk
Remember, Gate 4 marks the
beginning of the
commercialization of the product.
It is critical at Gate 4 to check
that the lab-tested (alpha)
product achieves the Integrated
Product Definition agreed to at
Gate 3. The six numbered
criteria below are scored on 0-10
scales. Be sure to consider the
sub-items in scoring each factor.
Add these to create the Project
Attractiveness Score (out of 60).
Must exceed 40/60. This
scorecard should only be
completed if the project has met
the readiness check and there
are no killer variables
Santiago Hoyos S.
Stage Gate – Stage 5
86
Execute the Launch Plans
Purpose of Activity: The goal of this activity is ensure that all elements of the
Technical Plans and Market Launch Plan have been implemented, as the product is
being introduced to the marketplace.
Finalize Post Launch Review Plan
Purpose of Activity: The goal of this activity is to establish whether performance
targets have been achieved and to highlight the areas for improvement.
Purpose of Activity: The goal of this activity is to update the longer-term view of the
product.
Update Product Life Cycle Plan
Create Deliverables for Post Launch Review
Post Launch Review Cover Sheet
Finalized Post Launch Review Plan
Post Launch Review Presentation
Celebrate a job well done!
In Stage 5 - Launch, production
is increased to full scale and
the product is launched via the
execution of the launch plans.
In this stage, Product
Management is engaged
through execution of elements
of the Product Life Cycle Plan,
and the Project Team prepares
to review the success of the
project at the Post Launch
Review.
Santiago Hoyos S.
Stage Gate – Gate 5
87
CRITERIA Low (0) High (10) SCORE
Strategic Fit and Importance Strategic importance to the
company demonstrated by commercial product
Strategic contingency plans are in place if launch does not achieve targets
Strategic importance has not been demonstrated by commercial product
Strategic importance has been clearly demonstrated by commercial product
No strategic contingency plans
are in place if launch does not achieve targets
Adequate strategic contingency plans are in place if launch does not achieve targets
Product and Competitive Advantage Customer feedback on product
and competitive advantage
Ability of launch plans to: leverage strengths of product articulate competitive
advantage
Customer feedback does not support superior product and competitive advantage
Customer feedback strongly supports superior product and competitive advantage
Launch plans do not leverage strengths of product and do not articulate competitive advantage
Launch plans truly leverage strengths of the product and adequately articulates competitive advantage
Market Attractiveness Ability of launch plan to:
reflect current market attractiveness
clearly articulate how to penetrate the market
The launch plan does not reflect current market attractiveness
The launch plan effectively reflects current market attractiveness
The launch plan does not
adequately articulate how the market will be penetrated
The launch plan clearly articulates how the market will be penetrated
Synergies Required resources (skills,
capabilities, and experience) are in place for launch
Only some of the required resources are in place for launch
All the required resources and skills are in place for launch
Technical Feasibility Demonstrated ability to produce
the commercial product on repeatable basis
Q&A, EH&S, regulatory and legal requirements met
The product cannot be produced commercially on a repeatable basis
The product can be produced commercially on a repeatable basis
Q&A, EH&S, regulatory and
legal requirements have not been met
All Q&A, EH&S, regulatory and legal requirements have been met
Financial Reward vs. Financial Risk Financial viability according to
updated projections and development costs
The project is not financially viable according to updated projections and development costs
The project is financially viable according to updated projections and development costs
Recommendation: Go Kill Recycle SCORE TOTAL
CRITERIA
Strategic Fit and Importance Strategic importance to the
company demonstrated by
commercial product
Strategic contingency plans are
in place if launch does not
achieve targets
Product and Competitive
Advantage Customer feedback on product
and competitive advantage
Ability of launch plans to:
leverage strengths of product
articulate competitive advantage
Market Attractiveness Ability of launch plan to:
reflect current market
attractiveness
clearly articulate how to
penetrate the market
Synergies Required resources (skills,
capabilities, and experience) are
in place for launch
Technical Feasibility Demonstrated ability to produce
the commercial product on
repeatable basis
Q&A, EH&S, regulatory and legal
requirements met
Financial Reward vs. Financial
Risk Financial viability according to
updated projections and
development costs
Remember, Gate 5 opens the
door to full-scale production and
market launch. It is the final
opportunity to ensure company
alignment for a successful
launch. To ensure successful
launch, each criteria must
achieve a score of 10.
Otherwise, the team will need to
recycle the project and address
the areas that did not achieve a
score of 10. This scorecard
should only be completed if the
project has met the readiness
check and there are no killer
variables
Santiago Hoyos S.
Reflexiones
96
“Sólo si desarrollamos nuevos
conocimientos seremos capaces
de hablarle con dignidad a los
países más avanzados”
Kofi Annan
“La idea de que la ciencia sólo concierne a los
científicos es tan anticientífica como es
antipoético asumir que la poesía sólo
concierne a los poetas.”
Gabriel García Márquez.
