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.

Every new product involves some degree of risk, but some require larger leaps of faith than others.

Best-practice organizations look beyond geographic boundaries when forming product development teams.

Although every product may be different, standardizing the new product development process (and the tools used within it) streamlines the movement of products from ideation to market.

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.

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.

An effective new product (NPD) process is a basic requirement to compete in today’s market. But how do global organizations adapt and modernize their NPD stage gates with rigor and still remain fast and nimble?

To swiftly and effectively develop new products, organizations must rely on sound processes and learn how to create process structures that will support a variety of different projects and goals.

Well-defined roles, training systems, gatekeeping processes, and documentation procedures bolster product development in any organization.

For innovative products to make it to production in time to satisfy the market, organizations must define their processes, stage-gate procedures, roles/responsibilities, and evaluation criteria.