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Before leaping into the new Stage-Gate NPD process, it is important to pause and ask the following questions; ‘How successful was our last significant change initiative and why?’, ‘How will this change impact each of our various stakeholders?’, ‘How will this change affect our existing internal systems?’, ‘Do we have sufficient resources and abilities to help people transition through this change?’ ‘How will the change ultimately impact our culture and is that the result we are looking for?’

Effective Change Management:

Change management done properly can yield extremely impressive results. Yet, many organizations implement Stage-Gate without even a brief consideration for change management. Essentially, an effective change management program can enable people fulfilling the critical roles in Stage-Gate such as the Gatekeepers, Project Leaders and Team Members to transition through the change process much more quickly and effectively. This means achieving greater direct contribution to the NPD process in a much shorter period of time and of course, this means results.

新产品开发的最好实践---Best Practices in New Product Development:

Many of the improvements that organizations have implemented in response to trying to improve their new product development (NPD) process fall into the realm of what are often called best practices. In general, a practice is a tactic or method chosen to perform a particular task, and/or to meet a particular objective. For example, “project team membership” is a practice that defines how resources are organized for projects. A best practice is public knowledge (Matusik and Hill, 1998), and is a tactic or method that has been shown through real-life implementation to be successful; a “cross-functional development team” would be an example of a best practice. Various research studies and management writers have identified a large number of NPD best practices (e.g. Cooper, 1993; Dixon, 1990; Paulk, et al. 1993). A special subcategory of NPD best practices have been normatively identified and categorized within the Software Engineering Institute's (SEI) Capability Maturity Model (CMM) (Paulk, et al. 1993). The emphasis of CMM is on process management of the development process. Best practices diffuse both within an organization, and between organizations. Diffusion within an organization refers to the rate of adoption of a best practice across multiple project teams, multiple design programs, and multiple organizational units. It is not uncommon, especially in large organizations, to see a variety of best practices being implemented with great success, but only within certain pockets of the organization. Diffusion within the organization is closely associated with the organization's learning capabilities (Kodama, 1995). Diffusion
between organizations refers to the rate of adoption across multiple firms, within a particular industry and across all relevant organizational types. Diffusion between organizations is in large part effected by the characteristics of the best practice (Rogers, 1995).

Numerous descriptive, predictive, and prescriptive NPD studies exist. Descriptive studies
typically outline the steps involved in NPD, either as a sequential or concurrent process (e.g. Cooper, 1993). Predictive studies have attempted to identify NPD 'success factors'. Evidence supporting the 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。