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Results for: 2.1.2.1 Identify potential improvements to existing products and services 
- Finding the Perfect New Product Portfolio Mix
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What is the right balance of incremental, moderate, and radical new product development projects? Examine this data to compare your portfolio mix to that of organizations that excel in new product development.
Type: Benchmarks and Metrics Topics: New Product Development, Product Development, Product and Service Innovation, Innovation, Portfolio Management, Project Management, Organization and Management Processes: 2.1.1 Evaluate performance of existing products/services against market opportunities, 2.0 Develop and Manage Products and Services, 2.1 Manage product and service portfolio, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.1.3.1 Identify new technologies, 2.1.3 Perform discovery research, 2.1.4.2 Prioritize and select new product/service concepts, 2.1.4 Confirm alignment of product/service concepts with business strategy- Relevance: 71%
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- Embrace Clear and Consistent Accountability for New Product Development
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When it comes to new product development, organizations need to make it clear who the decision makers are. It is vital that accountability is clearly defined at each level.
Type: Best Practices and Business Drivers Topics: New Product Development, Product Development, Product Design, Product Management and Planning Processes: 2.0 Develop and Manage Products and Services, 2.2.1.1 Assign resources to product/service project, 2.2 Develop products and services, 2.2.1 Design, build, and evaluate products and services, 2.2.1.2 Prepare high-level business case and technical assessment, 2.1 Manage product and service portfolio, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.3.1 Identify new technologies, 2.1.3 Perform discovery research, 2.1.4.1 Plan and develop cost and quality targets, 2.1.4 Confirm alignment of product/service concepts with business strategy, 2.1.5 Manage product and service life cycle, 2.1.5.1 Introduce new products/services- Relevance: 64%
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- Identify One Clear Owner for New Product Development
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One of the best practices is to identify a clear process owner for NPD. The uncertainty of the success of new products should be the result of the products themselves, not the process used to develop them.
Type: Best Practices and Business Drivers Topics: New Product Development, Product Development, Product Design, Product Management and Planning Processes: 2.0 Develop and Manage Products and Services, 2.1 Manage product and service portfolio, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.1.3.3 Assess feasibility of integrating new leading technologies into product/service concepts, 2.1.3 Perform discovery research, 2.1.4.4 Plan for product/service offering modifications, 2.1.4 Confirm alignment of product/service concepts with business strategy, 2.1.5.1 Introduce new products/services, 2.1.5 Manage product and service life cycle, 2.1.5.2 Retire outdated products/services, 2.1.5.3 Identify and refine performance indicators, 2.2 Develop products and services, 2.2.1 Design, build, and evaluate products and services- Relevance: 64%
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- Innovation: Putting Ideas into Action - Procter & Gamble Case Study
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This case study from APQC's Innovation: Putting Ideas into Action report examines Procter and Gamble's strategies for bringing innovative ideas to fruition.
Type: Case Studies Topics: Creativity, Innovation, New Product Development, Product Development, Product and Service Innovation, Operational and Process Innovation, Portfolio Management Processes: 1.2 Develop business strategy, 1.0 Develop Vision and Strategy, 2.1 Manage product and service portfolio, 2.0 Develop and Manage Products and Services, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.2 Develop products and services Industry: Chemicals, Consumer Products/Packaged Goods, Cosmetics, Soaps/Detergents/Perfumes- Relevance: 62%
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- Innovation: Putting Ideas into Action - Mayo Clinic Case Study
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This case study from APQC's Innovation: Putting Ideas into Action report examines Mayo Clinic's strategies for bringing innovative ideas to fruition.
Type: Case Studies Topics: Creativity, Innovation, New Product Development, Product Development, Product and Service Innovation, Operational and Process Innovation, Portfolio Management Processes: 1.2 Develop business strategy, 1.0 Develop Vision and Strategy, 2.1 Manage product and service portfolio, 2.0 Develop and Manage Products and Services, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.2 Develop products and services Industry: Healthcare- Relevance: 62%
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- Innovation: Putting Ideas into Action - Kennametal Case Study
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This case study from APQC's Innovation: Putting Ideas into Action report examines Kennametal's strategies for bringing innovative ideas to fruition.
Type: Case Studies Topics: Creativity, Innovation, New Product Development, Product Development, Product and Service Innovation, Operational and Process Innovation, Portfolio Management Processes: 1.2 Develop business strategy, 1.0 Develop Vision and Strategy, 2.1 Manage product and service portfolio, 2.0 Develop and Manage Products and Services, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.2 Develop products and services Industry: Durable Goods, Machinery, Machinery Equipment- Relevance: 62%
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- Innovation: Putting Ideas into Action - IBM Case Study
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This case study from APQC's Innovation: Putting Ideas into Action report examines IBM's strategies for bringing innovative ideas to fruition.
Type: Case Studies Topics: Creativity, Innovation, New Product Development, Product Development, Product and Service Innovation, Operational and Process Innovation, Portfolio Management Processes: 1.2 Develop business strategy, 1.0 Develop Vision and Strategy, 2.1 Manage product and service portfolio, 2.0 Develop and Manage Products and Services, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.2 Develop products and services Industry: Computers, Electronics, Professional Services/Business Services, Software- Relevance: 62%
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- Innovation: Putting Ideas into Action - The Clorox Company Case Study
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This case study from APQC's Innovation: Putting Ideas into Action report examines The Clorox Company's strategies for bringing innovative ideas to fruition.
Type: Case Studies Topics: Creativity, Innovation, New Product Development, Product Development, Product and Service Innovation, Operational and Process Innovation, Portfolio Management Processes: 1.2 Develop business strategy, 1.0 Develop Vision and Strategy, 2.1 Manage product and service portfolio, 2.0 Develop and Manage Products and Services, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.2 Develop products and services Industry: Chemicals, Consumer Products/Packaged Goods, Soaps/Detergents/Perfumes- Relevance: 62%
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- Innovation: Putting Ideas into Action - Bausch and Lomb Case Study
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This case study from APQC's Innovation: Putting Ideas into Action report examines Bausch and Lomb's strategies for bringing innovative ideas to fruition.
Type: Case Studies Topics: Creativity, Innovation, New Product Development, Product Development, Product and Service Innovation, Operational and Process Innovation, Portfolio Management Processes: 1.2 Develop business strategy, 1.0 Develop Vision and Strategy, 2.1 Manage product and service portfolio, 2.0 Develop and Manage Products and Services, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.2 Develop products and services Industry: Consumer Products/Packaged Goods, Medical Equipment, Pharmaceutical- Relevance: 62%
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- Innovation: Putting Ideas into Action - Study Overview
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The most creative idea in the world does an organization little good if processes do not exist to bring those ideas into development.
Type: Best Practices and Business Drivers Topics: Creativity, Innovation, New Product Development, Product Development, Product and Service Innovation, Strategic Planning, Organization and Management, Operational and Process Innovation Processes: 1.1 Define the business concept and long-term vision, 1.0 Develop Vision and Strategy, 2.1 Manage product and service portfolio, 2.0 Develop and Manage Products and Services, 2.1.2.1 Identify potential improvements to existing products and services, 2.1.2 Define product/service development requirements, 2.1.2.2 Identify potential new products and services, 2.1.5.1 Introduce new products/services, 2.1.5 Manage product and service life cycle, 2.2 Develop products and services Industry: Computers, Consumer Products/Packaged Goods, Durable Goods, Healthcare, Machinery Equipment, Medical Equipment, Pharmaceutical, Soaps/Detergents/Perfumes- Relevance: 59%
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