The Product Development and Management Association(PDMA)comparative performance assessment studies(CPAS)teach us that the new product development(NPD)and innovation management practices continue to evolve.However,adva...The Product Development and Management Association(PDMA)comparative performance assessment studies(CPAS)teach us that the new product development(NPD)and innovation management practices continue to evolve.However,advances in the practice of NPD and innovation did not yield significant increases in new product success rates.However,the PDMA 2003 CPAS reported a significant difference in the success rates for top performing businesses versus the"rest".This paper summarizes innovation practices of top performing businesses from CPAS and compares them with the practices of PDMA Outstanding Corporate Innovator(OCI)Award winning companies.The paper verifies that what the top performers say they do in research surveys is actually what the outstanding corporate innovators do in practice.The paper then raises the question of how underperforming companies can implement key learnings from the best to improve their own innovation performance.The development of Thota framework for innovation as a systematic framework to help underperformers implement the best practices is discussed.As a case study,the implementation of the Thota framework for innovation is illustrated with BMW,an OCI award winning company.The Thota Framework for Innovation is based on three organizing principles and eight actions.Underperforming businesses can improve their innovation performance by internalizing the three organizing principles and rigorously implementing eight actions specified in the Thota framework for innovation.展开更多
Product innovation practices are documented in the historic 1968and 1982Booze,Allen&Hamilton(BAH)studies followed by the Product Development and Management Association’s(PDMA)four longitudinal best practices/comp...Product innovation practices are documented in the historic 1968and 1982Booze,Allen&Hamilton(BAH)studies followed by the Product Development and Management Association’s(PDMA)four longitudinal best practices/comparative performance assessment studies(CPAS)conducted since the 1990s.These significant NPD best practices benchmarking studies are reviewed within the context of evolution of product innovation practices during 1968-2012.The widening gap in share of profits from new products between the best NPD firms and the rest in 2012informs us that the Schumpeter’s theory of innovation is still relevant in current markets.The PDMA 2012CPAS found that in Asia,small enterprises were not very proficient in NPD.Where as large Asian enterprises needed 7ideas for one commercial success in line with the proficiency of North American enterprises,small Asian enterprises needed 18ideas for one commercial success.A key insight for small Asian enterprises from 2012PDMA CPAS is that it is more important to strive to become the"best"than endeavoring to introduce a large number of new products each year.Insights to improve NPD performance in SMEs are offered along with a systematic framework to achieve successful product innovation.SMEs can begin their improvement effort with self-assessment utilizing the three organizing principles for NPD and eight action categories outlined in the Thota framework for innovation.展开更多
文摘The Product Development and Management Association(PDMA)comparative performance assessment studies(CPAS)teach us that the new product development(NPD)and innovation management practices continue to evolve.However,advances in the practice of NPD and innovation did not yield significant increases in new product success rates.However,the PDMA 2003 CPAS reported a significant difference in the success rates for top performing businesses versus the"rest".This paper summarizes innovation practices of top performing businesses from CPAS and compares them with the practices of PDMA Outstanding Corporate Innovator(OCI)Award winning companies.The paper verifies that what the top performers say they do in research surveys is actually what the outstanding corporate innovators do in practice.The paper then raises the question of how underperforming companies can implement key learnings from the best to improve their own innovation performance.The development of Thota framework for innovation as a systematic framework to help underperformers implement the best practices is discussed.As a case study,the implementation of the Thota framework for innovation is illustrated with BMW,an OCI award winning company.The Thota Framework for Innovation is based on three organizing principles and eight actions.Underperforming businesses can improve their innovation performance by internalizing the three organizing principles and rigorously implementing eight actions specified in the Thota framework for innovation.
文摘Product innovation practices are documented in the historic 1968and 1982Booze,Allen&Hamilton(BAH)studies followed by the Product Development and Management Association’s(PDMA)four longitudinal best practices/comparative performance assessment studies(CPAS)conducted since the 1990s.These significant NPD best practices benchmarking studies are reviewed within the context of evolution of product innovation practices during 1968-2012.The widening gap in share of profits from new products between the best NPD firms and the rest in 2012informs us that the Schumpeter’s theory of innovation is still relevant in current markets.The PDMA 2012CPAS found that in Asia,small enterprises were not very proficient in NPD.Where as large Asian enterprises needed 7ideas for one commercial success in line with the proficiency of North American enterprises,small Asian enterprises needed 18ideas for one commercial success.A key insight for small Asian enterprises from 2012PDMA CPAS is that it is more important to strive to become the"best"than endeavoring to introduce a large number of new products each year.Insights to improve NPD performance in SMEs are offered along with a systematic framework to achieve successful product innovation.SMEs can begin their improvement effort with self-assessment utilizing the three organizing principles for NPD and eight action categories outlined in the Thota framework for innovation.
