Harvard Business Review

JULY 27, 2011

I had just begun to get to know the company, and it seemed to me to be brimming with innovation energy, particularly among young employees who would regularly throw out creative "What if's" during casual conversations. A month later, it was clear that the problem — as is almost always the case — wasn't a lack of raw ideas.

Stage-Gate 15

Stage-Gate Venture Capitalist Idea Generation Document 15

Harvard Business Review

MAY 6, 2015

If this new crop of Chief Innovation Officers, company-bred venture capitalists, and creative catalysts can’t prove that they’re moving the needle on things that actually matter to their employer, their jobs will almost certainly evaporate. The five most commonly used metrics were: Revenue generated by new products.

Metrics 8

Metrics Innovation Company Stage-Gate 8

Harvard Business Review

NOVEMBER 7, 2012

R&D investments have been made, stage/gate processes have been built, creativity training courses have been run, and yet the outputs — exciting new products and services — don't seem to be falling into place. Consider, for example, the UK software company, Red Gate. So what to do?

Company 8

Company Stage-Gate Innovation Bureaucracy 8

Harvard Business Review

SEPTEMBER 5, 2018

Rational-experimental problem solving was built around a series of stages, each leading up to the identification of a solution. Likewise, design thinking is generally described as being made up of modes, stepping stones in the design process, with each mode reflecting a different aspect of design thinking. Preserving the Status Quo.

Real Estate 8

Real Estate Proposal Politics Policies 8