Innovation
Stage gate new product development
A staged governance process for reducing uncertainty, allocating investment and moving product or service ideas from discovery to launch.
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Stage gate new product development vs Stage/gate model for new product development
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Innovation
Stage/gate model for new product development
A corporate new-product process that releases investment in stages and uses management gates to concentrate resources on the most promising ideas.
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Use this when.
Use a stage gate process to manage the development and launch of products, services, technologies or substantial product changes when:
Introduce consistency and transparency into an informal product development process.
Extracted signals
Strengths, limits, and pitfalls.
Stage gate new product development
- At every gate, identify the assumption that could most seriously invalidate the project and require the next stage to test it directly. This keeps the process focused on learning rather than document production.
- Create a small number of pathways for different project types: for example, major innovation, platform extension and minor change. State which stages may be combined, which evidence is mandatory and who owns each gate.
- Two. Set criteria before evaluating projects
Watch for
- Do not measure process quality by the number of forms completed. Excessive governance slows good projects, while weak gates allow politically protected projects to consume resources long after their case has failed.
Stage/gate model for new product development
- Periodically redesign the process before it calcifies. Merge stages, rotate gatekeepers or create an accelerated route for unusually strong evidence while preserving clear accountability.
- The version described here contains five stages and five gates, with discovery before the formal development route:
- Discovery : generate possible product or service ideas through informal exploration. The first gate, the idea screen, makes a light initial judgement about strategic fit and promise.
Watch for
- Do not apply familiar product criteria to genuinely disruptive ideas. Separate exploratory funding vehicles—such as Shell’s GameChanger or Reuters’ former Greenhouse fund—can give high risk concepts enough support to produce evidence before a conventional gate review.
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Related templates.
Benefits Realization ReportBenefits Realization Report Purpose. Use this report to show which programme benefits were realised during a defined period, which expected benefits were delayed or missed, and which new benefits have emerged. Each entry should trace to the business case and benefits-realisation plan so decision-makers can distinguish delivered value from completed activity. Application. Benefits become meaningfulKnowledge Management PlanKnowledge Management Plan Purpose. Use this plan to connect programme participants with useful knowledge, subject-matter expertise and the information created across components. Effective knowledge management reduces reinvention and duplicate work, helps people find proven answers quickly and reserves scarce expert attention for problems that genuinely require new thinking. Application. Prepare thProcurement Management PlanProcurement Management Plan Purpose. Use this plan to decide what the programme should obtain externally and how each acquisition will move from need to an awarded agreement. It covers facilities, goods, materials and external resources, together with the sourcing, solicitation, evaluation and contractual methods appropriate to each requirement. Application. Prepare the plan early because procuremProgram Benefits Transition PlanProgram Benefits Transition Plan Purpose. Use this plan to move benefit-enabling outputs, responsibilities and capabilities from the programme into the environment that will use and sustain them. The receiver may be a customer, an operational unit such as product support, customer support or service management, or another programme that is operating or about to begin. Application. Transition is mo