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For more than two decades, Winning at New Productshas served as the bible for product developers everywhere. In this fully updated and expanded edition, Robert G. Cooper demonstrates why consistent product development is so vital to corporate growth and how to maximize your chances of success. Winning at New Productscites the author's most recent research and showcases innovative practices by industry leaders to present a field-tested game plan for achieving product leadership. Cooper outlines specific strategies for making sound business decisions at every step--from idea generation to launch.

Dr. Robert G. Cooper is one of the most influential innovation thought leaders in the business world today. He pioneered the research that led to his many ground-breaking discoveries including the Stage-Gate idea-to-launch system. He has spent more than thirty-five years studying the practices and pitfalls of over 3,000 new-product projects in hundreds of companies. A noted lecturer and consultant to industry, he has written thirteen books and more than one hundred academic articles on the management of innovation. Dr. Cooper is Professor Emeritus at the Michael G. DeGroote School of Business at McMaster University and ISBM Distinguished Research Fellow at the Smeal College of Business Administration, Pennsylvania State University. He is co-founder of the Product Development Institute Inc. and Stage-Gate International, and he lives in Oakville, Ontario.

Preface	p. xiii
The Innovation Challenge	p. 1
The Challenge: How to Really Innovate	p. 1
The Solution	p. 4
The Four Innovation Vectors-the Innovation Diamond	p. 6
New Products: The Key to Corporate Prosperity	p. 9
Huge Amounts at Stake	p. 14
Why So Much Innovation Today?	p. 15
High Odds of Failure	p. 17
Defining Newness and a ôNew Productö	p. 20
The Path Forward	p. 23
Why New Products Win	p. 26
The Invisible Success Factors	p. 26
Why New Products Fail to Yield the Profits They Should	p. 27
Seven Critical Success Drivers	p. 31
Building the Success Drivers into Your Playbook	p. 55
Drivers of Success-Why the Best Innovators Excel	p. 56
Seven Critical Success Drivers for the Business	p. 56
Toward a Stage-Gate New-Product System	p. 81
The Stage-Gate® Idea-To-Launch System	p. 83
What Is Stage-Gate?	p. 83
Seven Goals of a New-Product Idea-to-Launch System	p. 86
How to Manage Risk	p. 94
A Best-Practice New-Product System	p. 98
An Overview of the Stage-Gate System	p. 102
Debunking the Myths About Stage-Gate-What Stage-Gate Is Not!	p. 112
Built-in Success Drivers	p. 116
Next-Generation Stage-Gate®-How Companies Have Evolved and Accelerated the System	p. 120
Global Inputs to Reinvent Stage-Gate	p. 120
Scaled to Suit Different Risk Levels and Types of Projects	p. 121
An Adaptable, Flexible, and Agile Process	p. 127
Efficient, Lean, and No Waste	p. 133
Metrics, Team Accountability, and Continuous Improvement	p. 138
Stage-Gate for ôOpen Innovationö	p. 142
Life Cycle Management and Stage-Gate	p. 146
Automated Stage-Gate Systems	p. 150
Common Errors in Designing a Next-Generation Stage-Gate System	p. 152
Making It Work	p. 154
Discovery-The Quest for Breakthrough Ideas	p. 156
A Shortage of Blockbuster New-Product Ideas	p. 156
Where to Start? A Product Innovation and Technology Strategy	p. 158
Set Up an Idea Capture and Handling System	p. 159
The Sources of the Best Ideas	p. 160
Voice-of-Customer Methods	p. 161
Strategic Methods for Generating Ideas	p. 172
Open Innovation as a Major Source of Ideas	p. 181
Technology Development and Fundamental Research-Changing the Basis of Competition	p. 186
Patent Mapping	p. 187
Getting Great Ideas from Your Own Employees	p. 187
The Front-End Work-From Discovery to Development	p. 192
The First Few Plays of the Game	p. 192
On to Stage 1: Scoping	p. 193
On to Stage 2: Build the Business Case	p. 200
Undertake VoC Research: A User Needs-and-Wants Study	p. 205
Do a Competitive Analysis	p. 212
Revisit the Market Analysis-This Time in More Depth	p. 215
Time for a Detailed Technical Investigation	p. 215
Test the Concept with the Customer-Start the Spirals	p. 217
Build In the Spirals	p. 225
Business and Financial Analysis	p. 226
Action Plans	p. 228
On to Stage 3: Development	p. 228
Picking the Winners-Investing in the Right Projects	p. 229
It's Tough to Make the Right Investment Decisions	p. 229
Project Selection Is But One Component of Portfolio Management	p. 232
The Tools to Use for Effective Gates and Portfolio Reviews	p. 235
Maximizing the Value of Your Portfolio	p. 235
Strategic Portfolio Management	p. 250
Integrating the Governance Elements: Gating, Portfolio Reviews, and Road Maps	p. 261
Data Integrity	p. 262
Popularity and Effectiveness of Portfolio Methods	p. 264
Recommendations for Portfolio Management	p. 266
Making the Gates Work-Gates with Teeth	p. 268
Challenges at the Gates	p. 268
Gates with Teeth-Learn to Drown Some Puppies	p. 272
How Effective Gates Work	p. 279
Tips and Hints in Gate Governance	p. 286
Who Are the Gatekeepers?	p. 289
How to Run Gates	p. 291
Ways to Accelerate the Gates	p. 296
Make the Gates Work!	p. 297
Development, Testing, and Launch	p. 298
Parallel Actions During Stage 3: Development	p. 298
Seek Customer Input Throughout the Development Stage	p. 301
Shortening Development Times	p. 304
On to Stage 4: Testing and Validation	p. 308
Go for Launch	p. 316
The Final Play-Stage 5: Into the Market	p. 316
Implementing Stage-Gate® In Your Business	p. 330
Let's Go Do It	p. 330
Designing and Implementing Stage-Gate	p. 330
Laying the Foundation, an Innovation Performance Assessment	p. 331
Designing (or Redesigning) Your Stage-Gate System	p. 336
Implementing Stage-Gate-Change Management	p. 340
Sustaining the Implementation Effort-Making It Stick	p. 352
Ten Ways to Fail!	p. 354
Moving Forward	p. 355
The Benchmarker™ Audit Tool	p. 357
The Navigator™ Stage-Gate System	p. 359
Notes	p. 361
Index	p. 375
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Winning at New Products

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