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My SagePoint® Stage-Gate Process
In my roles as innovation team leader and innovation consultant created this advanced innovation process through experience and cobbling together best practices at every stage of the innovation effort. This process goes from an organization's need for growth to actual, in-market growth through innovation.
Highly-Strategic, Non-Linear, Stage-Gate Process
Why is this a great process?
Drop-off, Pickup, or Sort Through Boxes from Lockers at BoxSpace Storefront.
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Developed over decades of new product development
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Proven success and battle-tested (explore products invented with this methodology)
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Published in Top Strategic Models (see on Amazon)
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Used extensively by SagePoint® consultants
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Trained for and used at major companies Including:
Pepsico, BP, Post, Quaker, Tropicana, Dominos, Revelynt, Castrol, & Frito-Lay
The Classic Stage-Gate Process . . .
. . . is Flawed
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Non-Iterative
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Not Based on Strategy
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Not Based on Insights
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Flimsy Idea Generation
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Premature Kills
The Classic
Stage-Gate Process . . .
. . . is Flawed
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Non-Iterative
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Not Based on Strategy
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Not Based on Insights
-
Flimsy Idea Generation
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Premature Kills
From Growth Needs to Growth
Slide Over for Process Details
Actions, Skills, Team, and Resources behind the Stages
More Details Lie Behind the Process
Key Paradigms of Each Stage-Gate
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Significant Variation in Skills at Each Step
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Very Loose, Flexible, Responsive, and Self-Correcting Path
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An Iterative Convergent/Divergent Process
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Significant Variation in Human and Financial Resources
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