The Hybrid Model MatrixEnhancing Stage-Gate with Design Thinking, Lean Startup, and Agile

Cocchi, Nicolò; Dosi, Clio; Vignoli, Matteo

doi:10.1080/08956308.2021.1942645

Cited by 20 publications

(40 citation statements)

References 25 publications

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“…Design science has been used in all types of domains, including accounting (Bertolotti el al. 2019), innovation management (Cocchi et al 2021), and organisation development (Romme and Damen 2007). It aims to develop artefacts such as tools (e.g., Balboni et al 2021), methods (e.g., Dosi et al 2021;Kriesi et al 2015) or conceptual principles (e.g., Vignoli et al 2019;de Vasconcelos Gomes et al 2022).…”

Section: Methodsmentioning

confidence: 99%

Implementing reshoring: insights and principles from a longitudinal case study in the e-bike industry

2022

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In spite of the growing body of literature available on the revision of prior production offshoring decisions, how reshoring is actually implemented remains largely unexplored. This paper responds to this gap by analysing the case of FIVE, an Italian electric bike (e-bike) company that has insourced and relocated to the home country the production activities it had originally outsourced to a Chinese manufacturer. The research combines a design science approach with a longitudinal, single case study method to gather both theoretical insights and practical managerial advice on how to conduct the reshoring implementation. The study captures the dynamic nature of the implementation process, showing how its elements evolve over time. Organizational learning emerges as a driving factor of reshoring, and each of the implementation stages seems to be characterized by the development of a specific organizational process, which provides the know-how required for the tasks to be performed at that particular stage. From a practical perspective, the study develops five reshoring implementation principles and a three-stage implementation process that offer valuable guidelines especially to managers of SMEs who wish to undertake the reshoring decision.

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Section: Methodsmentioning

confidence: 99%

Implementing reshoring: insights and principles from a longitudinal case study in the e-bike industry

2022

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“…It should be noted that Figure 1 a-b shows two "extreme" research process architectures, but the model can also support hybrid architectures (e.g., iteration between Prescriptive Study and Descriptive study). The same hybrid models are considered both in agile process simulation (Mitsuyuki et al, 2017) and when studying agile and design thinking processes in practice (Cocchi et al, 2021). It should also be noted that this paper focuses on the impact of research process architectures of time and risk of rework.…”

Section: Research Process Architectures Studiedmentioning

confidence: 99%

Working Agile to Speed Up Research With Industry: Five Independence Principles

2023

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One of the obstacles to the ability of research to make an impact on industry resides on the research process itself. Today, there is a need to accelerate the means for research to support industrial transformation. At the same time, there is the need to maintain scientific rigorousness, which often requires time. To solve this trade-off, this paper evaluates existing research approaches through the lenses of agile development. The analysis is based on a simulation of research process architectures, and on observations made over several research projects with industry. The results of this analysis highlight five light-but-sufficient rules of research project behavior to keep momentum, motivation and trust when doing research with industry. The paper demonstrates the use of these five rules in a “research sprint” conducted iwith two automotive OEMs.

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“…The Stage Gate System (SGS) is the most widely adopted NPD process by companies of all sizes (Cocchi et al, 2021). It is divided into five stages: (1) preliminary assessment, (2) detailed investigation, (3) product development, (4) testing and validation and (5) commercialization (market launch) (Cooper and Kleinschmidt, 1986;Cooper, 1990).…”

Section: New Product Development (Npd) Process and Project Phasesmentioning

confidence: 99%

“…The Stage Gate System (SGS) is the most widely adopted NPD process by companies of all sizes (Cocchi et al. , 2021).…”

Section: Theoretical Background and Prior Literaturementioning

confidence: 99%

An exploratory investigation of performance criteria in managing and controlling new product development projects: Canadian SMEs' perspectives

Blais,

Agbodoh-Falschau

2023

IJMPB

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PurposeThis paper aims to understand and document evaluation criteria used in the new product development (NPD) process of small- and medium-sized enterprises (SMEs) to support the management and control of their NPD projects.Design/methodology/approachThis study combines exploratory and explanatory methodology (case studies) involving five Canadian small and medium enterprises (SMEs) that are successful in NPD. The authors conducted semi-structured interviews with nine selected managers and project managers to explore the process and evaluation criteria used to manage and control NPD projects.FindingsThe results highlight that cost, time and quality are key evaluation criteria used by SMEs to make decisions relative to the NPD project's success. Profitability, return on investment, expected sales and customer satisfaction are additional criteria used to evaluate NPD project's success. It has been also found that the SMEs did not consider sustainability issues in the criteria used as their focus are on the needs of stakeholders, mainly customers.Research limitations/implicationsLimitations: The evaluation criteria are extracted from a limited number of SMEs that have successfully carried out NPD projects and may therefore be influenced by some contextual factors. The results cannot be generalized to all SMEs or to all projects, as their characteristics may differ. Implications: This study offers a novel outlook on NPD process in SMEs, by documenting criteria related to constraints in project management. The integration of theory of constraints contributes to increasing theoretical knowledge about the management and control of NPD projects in SMEs. It provides insight into how project managers (and other decision makers) can increase the chances of project success by managing project constraints and criteria.Practical implicationsThe evaluation criteria identified in this study can therefore be of use to SMEs managers and project leaders seeking to improve the management and control of their NPD projects. These criteria can help them better manage their limited resources and skills and allocate them to the most promising projects. They can also help them conduct their NPD process more efficiently to achieve the intended objectives, including the desired project profitability targets.Originality/valueThis paper offers new insight and practical implications about evaluation criteria within the stages and activities of the NPD process that needed to be considered by SMEs' managers involved in NPD projects.

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The Hybrid Model MatrixEnhancing Stage-Gate with Design Thinking, Lean Startup, and Agile

Abstract: Managers can use the Hybrid Model Matrix to decide when to use design thinking, Lean Startup, or Agile with Stage-Gate to boost new product development.

Cited by 20 publications

References 25 publications

Implementing reshoring: insights and principles from a longitudinal case study in the e-bike industry

Implementing reshoring: insights and principles from a longitudinal case study in the e-bike industry

Working Agile to Speed Up Research With Industry: Five Independence Principles

An exploratory investigation of performance criteria in managing and controlling new product development projects: Canadian SMEs' perspectives

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