Dr. Robert Cooper teilt mit uns weitere Einblicke in Innovationprozesse und die Zukunft der Stage-Gate-Theorie

Well first of all Michel, I guess the word “renovation” is a play on words: the word 0:10 “innovation”, which we're all familiar with, and renovation being not innovation, 0:15 in other words the opposite. First of all let's be clear: we're talking 0:20 about product and service innovation. Things a company or organization takes to its marketplace 0:27 to its customers or users. Some companies use the word innovation to mean anything new 0:32 the company does internally or externally. I'm not talking about that. This is product 0:36 and service innovation to the outside marketplace. I guess the word innovation to me, and to 0:43 most people, means something that is new to the external market place, to the world, or 0:49 to the marketplace that my company serves. It could be based on new technology, but not 0:56 necessarily. The iPod for example, one of the most successful 1:01 products in history was an innovative system. Now mp3 players had been around for a while 1:08 and so had various types of downloadable music such as Napster. But it was Steve Jobs that 1:14 took all these pieces together and built an innovative, totally new system that delivered 1:19 the most successful product and system in the world. That's a true innovation. 1:24 At the other extreme we have renovations. This is where companies take their existing 1:28 products and make small little changes. A little fix here, a little modification. Change 1:33 the color, change the label. Add a little bit, subtract a little bit. Not very exciting. 1:38 Many of these projects are sales force driven. The sales guys come and say: “Hey, I can 1:42 get the sale. I can get the order if we can just change it a little bit. 1:46 And unfortunately Michel the majority of product developments tend to be renovation-types: 1:51 improvements: modifications, fixes, tweaks: not very exciting, not gonna make you a lot 1:58 of money. And so, the other question I guess was: why 2:01 is it important to do the bolder innovations? Simply because the evidence strongly argues 2:08 that as companies have shifted away from innovation, to more and more renovation-type, smaller 2:16 projects the productivity on R&D money spent has gone down steadily. 2:24 And our studies of highly successful firms show that their portfolio of projects is much 2:29 more towards the innovation end of the scale, and much less towards the renovation. Whereas 2:34 the least successful companies when it comes to product development (making money, and 2:39 measured on many different metrics); the least successful companies tend to emphasize renovation-type 2:44 projects so the evidence is very clear on this: innovators win.