Adams-Bigelow, M., Kleinschmidt, E. J., Kuczmarski, T. D., Notargiacomo, R., & Peters, L. S. (2006). Rejoinders to Establishing an NPD Best Practices Framework. Journal of Product Innovation Management, 23(2), 117-127.

Format: Peer-reviewed article

Type: Experience

Experience level of reader: Fundamental

Annotation: This article contains five different perspectives and suggestions to the best practices framework created by Kahn, Barczak, & Moss (2006).

Setting(s) to which the reported activities/findings are relevant: Large business, Small business (less than 500 employees)

Knowledge user(s) to whom the piece of literature may be relevant: Manufacturers, Researchers

Knowledge user level addressed by the literature: Organization

This article uses the Commercial Devices and Services version of the NtK Model

• Best practice companies that know the value of starting with a strategy include a defined financial growth gap that sets up the revenue, margin, or profit parameters new products are to fill over a three-to five-year time frame. This scope of effort becomes informative for also determining the magnitude of resources that will be needed.
  Authors experience
  Occurrence of finding within the model: Tip 1.3

• By setting up clear-cut screens or hurdles, new product cross-functional teams as well as management will know the ground rules during any step of the process.
  Author experience
  Occurrence of finding within the model: Gate 2, Gate 3, Gate 4

• By setting up clear-cut screens or hurdles, new product cross-functional teams as well as management will know the ground rules during any step of the process.
  Author experience
  Occurrence of finding within the model: Gate 1

• Radical innovations require an extended front end to the Stage-Gate process — with extensive exploring and experimenting and probing and learning rather than targeting and developing.
  Conclusions drawn from 10 years of research from the Rensselaer Radical Innovation Research Program.
  Occurrence of finding within the model: Step 1.1

• Ongoing research using LISREL modeling based on data from over 350 companies, or strategic business units (by de Brentani, Kleinschmidt, and Salomo, forthcoming) shows that having a formal NPD process has a strong and positive indirect impact on outcome — via the NPD routines actually carried out.
  Authors own research efforts
  Occurrence of finding within the model: Stage 1

• Screens should focus in with more precision and should address financial hurdles after a concept has been fully tested and a business brief has been developed. If quantitative screens are used too early in the process, few innovations will survive.
  Author experience
  Occurrence of finding within the model: Gate 5, Gate 6, Gate 7