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Learning Based
Project
Management
Stage-Gate New Product Development Process
Initial
Screen
Second
Screen
Decision
on
Business
Case
Post-
Development
Review
Pre-
Commercialization
Business
Analysis
Ideation Preliminary
Investigation
Detailed
Investigation
(Build Business
Case)
Development Testing &
Validation
Full Production
& Market Launch
Post
Implementation
Review
Idea Gate
1
Stage
1
Gate
2
Stage
2
Gate
3
Stage
3
Gat
e
4
Stage
4
Stage
5
Gate
5
PIR
Source: Robert G. Cooper, Winning at New Products, Addison-Wesley 1993
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999
D1
D2
D3 D4 D5
Diaper tapes Shell material for
disposable diapers
Technology in search
of market applications
D6
Project in limbo. Develop-
ment work suspended.
New flurry of develop-
ment activity for agri-
cultural applications.
D7
D8
New applications sought
through major corporate
PR campaign.
D9
Project transferred
to business unit.
Multiple applica-
tions are pursued.
RI Lifecycle: Dupont Biomax® Detail
Project Discontinuities (T, M, R, O)
Category Discontinuity Cases in which the
discontinuity occurred
Technical 1. Major setback in technology development,
application development, or manufacturing
process development
All projects except NN
2. Technical breakthrough: major leap forward All projects
Market 3. Assumption about attractiveness of a
particular application space turns out to be false
AD, DPbio, IBMSiGe,
NN, TI
4. Market test of prototype fails or has
disappointing results
DPbio, IBMbook,
5. Successful close of key customer AD, DPbio, IBMSiGe, TI
6. Major potential customer provides positive
testimonial that grabs senior management
attention
DPbio, IBMSiGe, NN,
Project Discontinuities (T, M, R, O)
Category Discontinuity Cases in which the
discontinuity occurred
Organizat
ional
7. Loss of champion (permanently or
temporarily)
GM, NN, TI, UTC
8. Change of attitude in business unit AD, DPbio, GE,
IBMbook, IBMSiGe,
9. Change of project manager AP, AD, DPbio, GM,
IBMbook, TI
10. Change in senior management AP, NN, P, TI, UTC
11. Change in SBU management GE, IBMbook
12. Transition in project phase / home All except GM,
IBMbook, and P.
13. Change in corporate level priority re:
innovation
AP, Dpemit, Dpbio, NN,
P, UTC
Project Discontinuities (T, M, R, O)
Category Discontinuity Cases in which the
discontinuity occurred
Resource 14. Major loss of funding DPbio, GE, GM, TI
15. Major gain of funding AP, AD, DPemit, DPbio,
GE, GM, IBM SIGe,
NN, P,
16. Failure to close alliance deal DPemit, DPbio, NN, P
17. Failure of partner in technical
development or manufacturing
GE, GM
18. Successful close of key partnership
deal or acquisition
AP, AD, DPemit, GE,
IBMSiGe, NN
19. Addition of key team member, e.g. a
research fellow
AP, AD, DPbio,
IBMSiGe, NN, TI
20. Loss of a key team member who was
difficult to replace
AP, AD, DPbio, GM,
IBMSiGe, NN, P, TI
Three Dimensions of Project Uncertainty
Categories of
Uncertainty
Technical
Market
Resource
Organization
Late
ncy
Un
anti
cipat
edA
nti
cip
ated
Routine -Showstopper
Criticality
Dimension 1
Dimension 2
Dimension 3
Categories of Uncertainty (T, M, R, O)
Issues Cases in Which the Uncertainty
Arose over the Course of the
LifeCycle.
What technical features does this
breakthrough innovation enable?
What should the technical specifications
be?
What additional technical developments
are required to implement technical
objectives?
What approach will we adopt to achieve
those objectives?
In what form will the product or process
be presented to the customer?
How will the product or process be
produced?
AP, Dpemit, Dpbio, GE, GM,
IBMSiGe, NN, TI
All cases except UTC
All except NN
AP, Dpemit, Dpbio, GE, GM,
IBMbook, IBMSiGe, P, TI
AP, GE, GM, IBMbook, P, TI
All cases except UTC
Te
ch
nic
al U
nce
rta
inty
Categories of Uncertainty (T, M, R, O)
Issues Cases in Which the Uncertainty
Arose over the Course of the
LifeCycle.
How do we know this pursuit is worth
the effort?
How can the project team learn about
potential new markets that may not yet
exist?
What is the value proposition?
What will be our initial application(s)?
What is the economic model for the
venture? How will we make money?
What sales and distribution
infrastructure must be developed to
support the business model?
AP, Dpbio, IBMbook,
IBMSiGe, NN, P
AP, AD, Dpbio, IBMbook, NN,
P, TI, UTC
All cases
All except DPEmit, GE, GM
All except GM
AP, Dpemit, Dpbio, GM,
IBMSiGe, NN, P, TI
Ma
rke
t U
nce
rta
inty
Issues Cases
What capabilities must the project team
embody?
Who should lead the project team? How do we
recruit these individuals?
How do we deal with unanticipated changes in
the team and changes required by the maturation
of the project?
How do we define the relationships with the rest
of the organization – the business development
entity, if it exists; one or more business units;
central R&D; senior corporate management?
How do we stay on the radar screen of corporate
management?
How do we manage the expectations of senior
management? Of the receiving operating unit?
If the project does not have a natural home in an
existing operating unit, what organizational
structure should be formed to run this business?
What will be the oversight process for the
project? Who will implement it? How will it
change over time?
How do we manage the interfaces with internal
and external partners?
AP, AD, DPEmit, Dpbio, GM,
IBMSiGe, NN, P, TI
AP, AD, Dpemit, Dpbio, GM,
NN, P, TI
AP, AD, DPEmit, Dpbio, GM,
IBMSiGe, NN, P, TI
AP, AD, Dpbio, GE, Gm,
IBMBook, IBMSiGe, P, UTC
GE, GM, IBMbook, NN, P, UTC
All cases
AD, Dpbio,GM, IBMBook,
IBMSiGe, NN, P, TI, UTC
AP, DPBio, GE, GM, IBMSiGe,
NN, P, UTC
AP, AD, Dpbio, Dpemit, GE,
GM, IBMbook, IBMSiGe, NN, P,
TI
Org
an
iza
tio
na
l U
nce
rta
inty
Categories of Uncertainty (T, M, R, O)
Issues Cases in Which the
Uncertainty Arose over the
Course of the LifeCycle.
What resources and competencies are
required to complete the project tasks?
Which of these are currently available to us?
How should we acquire missing resources
and competencies – through internal
development or partnering?
What amount of funding do we need for
next steps and how do we access it?
Who are potential partners and how do we
form partnerships?
What is the smartest method to use for
managing those relationships?
All Cases
All Cases
All Cases
All Cases
AP, Dpemit, Dpbio, GE,
GM, IBMbook, IBMSiGe,
NN, P, TI
AP, Dpemit, GE, GM, NN,
P
Re
so
urc
e U
nce
rta
inty
Latency and Criticality Dimensions of Uncertainty
Cell 2:
Unanticipated but
Routine
Cell 4:
Unanticipated
Showstopper
Cell 1:
Anticipated and
Routine
Cell 3:
Anticipated
Showstopper
Criticality
Low High
Low
High
Late
ncy
13
Cell 1: Anticipated and Routine
• Can be converted into assumptions at the outset
• Incorporate into an assumptions testing plan that guides the project team’s ongoing activity:– From the outset of IBM’s electronic book project, it was
understood that dramatic advances in display resolution would be required before consumers would convert from traditional paper books to e-book counterparts. So part of the project effort aimed at implementing a display technology development plan.
– GM’s hybrid vehicle team understood that significant advances in battery technology were critical to their success.
– Nortel’s Channelware project team realized that they would have to determine which software customers would be willing to rent rather than buy.
– Air Products knew that it would need a partnership with a ceramics R&D firm to gain access to materials expertise.
14
Cell 2: Unanticipated but routine
• These uncertainties can be converted into assumptions as they occur and can be incorporated into the periodic revisions to the assumptions testing plan that guides ongoing activity.
– In one initial field application of DuPont’s Biomax®, the material degraded too quickly. This flaw was not known in advance but was addressed through routine procedures for modifying the material’s characteristics.
– In Nortel’s Channelware project, one of the project team members had to take a leave of absence for health reasons. His departure created an uncertainty, but could be resolved in routine fashion by recruiting a new team member with similar expertise.
15
Cell 3: Anticipated Showstopper
• A critical discontinuity or transition that can be anticipated and is amenable to
planning and preparation. Requires the development or acquisition of people,
resources, competencies and relationships.
– Most of the projects utilized government R&D funding for technology
development, and these contracts had clear end dates. Project teams knew
in advance that new sources of funding had to be developed if they hoped
to carry their projects forward.
– Some projects, if successful, were clearly destined to become part of an
existing business unit. In these cases, the project teams knew that they
would have to accomplish the hand off to the business unit or the project
would languish.
– In some projects, the retirement date for the project champion was
announced and another champion would need to be recruited if the project
were to continue.
• These kinds of discontinuities can be anticipated. Project teams can make
preparations to deal with them.
16
Cell 4: Unanticipated Showstopper
• Discontinuities that inflict major shocks to the project. Project level life or death crises: require rapid, aggressive responses to prevent loss of organizational support.
– In one case, project continuation was dependent on enlisting a manufacturing partner. After a thorough search, the best candidate partner was identified and a “courtship” ensued. After a year of negotiation, however, the potential partner abruptly pulled out. The project team headed into its annual evaluation uncertain of continuation of its funding.
Latent and Derivative Assumptions: Example Fact Pattern
• DT Corp specializes in communications hardware technologies for the home market. They need a new business platform.
• A corporate venture team has been tasked to identify and develop a new platform for release Q1 2009.
• Challenge: Leverage our current technologies into the small-medium business market.
• The CV team considers an adapted version of the intercom used in large homes, with added features:– Digital Displays
– Records communications exchanges
– Communications can be blasted or targeted
– Can be integrated with video for use on screens in meeting rooms
– Limited to within building communications for now, but platform strategy is to develop cross building communications mechanisms
• CV team is asking for money to test the idea out and move forward with incubation.
Elevator Pitch
The Interactive Intercom system leverages DT Corp’s technology into a whole new platform for growth: the Business customer. Enabling two way communication and broadcast communications, in sync with data or video on screens across the building’s meeting rooms simultaneously may be beneficial for companies needing to disseminate information broadly or get decisions made based on a broad constituency in the company. The recording feature enables documentation that communications were effectively transmitted and that decisions were, in fact, made.
The market potential for these systems is DKK 2.1 billion ($US 350 million), and annual technology upgrades add more promise. If DT Corp were to realize 5% market share, we would enjoy DKK 105 million ($US17.5 million) from this venture in the first year, which would account for a 20% growth spike in our revenue. Given that the technology already exists, costs would be minimized, and our ROI is estimated to be approximately 18% for the first year.
Latent Assumptions????
Latent Assumptions????
• Can make this happen by Q1 2009.
• Can use same sales force???
• We understand the buying cycle in small-medium businesses.
• Technology that’s useful in the home market is readily adaptable to the business environment.
• Can divert engineering resources to get this developed.
• Derivative Assumptions??
• Accompanying Primary Assumptions???
Derivative Assumptions
• Market Potential is $350 million
• 5% market share
• $17.5million in revenue
• Costs will be minimized, so can achieve 18% ROI.
Accompanying Primary Assumptions
• # of potential users? Price?
• What value does the market see in this? Why would even 5% adopt it? What will be the advertising that supports us getting 5%?
• Based on what price?
• Howso? Engineering development? Mktg costs?
Learning Approach: T M R O
As of (Date)
Status: What is Known?
Uncertainties: What is Unknown? Code re: latency and criticality and need to
attend in this period.
Assumptions Being Made. Primary (expressed in terms of market, value,
customer benefit terms), not derivative (expressed in financial terms), per Sykes
and Dunham 1985.
Detail Several Approaches to Test Each Assumption, and associated cost and
people required of each approach. Select the most effective test, where
effectiveness is a function of learning per dollar and unit of time invested.
To Do List: Delegate tasks and timetables for conducting test.
Objectives/Evaluative Criteria for the Test. How do you know if the test was
successful or not?
Learning Outcomes:
What have we learned? Have we converted assumptions into knowledge?
How does this learning impact the other categories (T, M, R, O)?
How does this learning impact overall project progress/risks?
How does learning influence next steps?
Learning Plan Template
Clarify Uncertainties –Management Checklist (I)
Categories Technical
Uncertainty
Market
Uncertainty
Resource
Uncertainty
Organization
Uncertainty
Uncertainty
Focus
Understanding
technology drivers,
value and economic
feasibility
Learning about
market drivers,
value creation and
business viability
Accessing money,
people and
organizational
competencies
Gaining and
maintaining
organizational
legitimacy
Areas to
Consider
-Completeness and
Correctness of
Underlying
Scientific Knowledge
-Articulation of New
Benefits that are
Enabled
-Potential for Multiple
Market Applications
-Potential Cost Saving
Advantages
-Approaches to Solving
Identified Technical
Problems
-Manufacturing and
Software Development
Requirements
-Scalability at
Acceptable
Economics
-Clarity of Value
Proposition
-Size of Business
Potential
-Initial Market Entry
Application and
Follow-on
Applications
-Initial Customer
Partners
-Other Required
Value
Chain Agents
-Existence of Other
Technical/Potential
Competitive
Solutions
-Business Model
Appropriateness
-Availability of Internal
and External Funding
-Project Requirements
For Money, Team
and Partnerships
-Project Lead Choice
-Team Competencies
Aligned with Project
Requirements
-Talent Attraction and
Development
-Competency Acquisition
In-House or External
Partnerships
-Partnership Identification,
Formation and
Management
-Ongoing Assessment of
Current Partnerships as
Project Matures
-Strategic Context for
Innovation
-Commitment of Senior
Management
-Relationships with
Internal Stakeholders
-Potential Organizational
Resistors
-Influence with Corporate
Strategy/ Management
-Expectations of Senior
Management and
Transitioning Units
-Organizational Design
-Project Home and
Reporting Structure
-Nature of Project
Guidance Process
2.1 Clarify Uncertainties –Management Checklist (II)
Categories Technical
Uncertainty
Market
Uncertainty
Resource
Uncertainty
Organization
Uncertainty
Uncertainty
Focus
Understanding
technology drivers,
value and economic
feasibility
Learning about
market drivers, value
creation and
business viability
Accessing money,
people and
organizational
competencies
Gaining and
maintaining
organizational
legitimacy
Potential
Flaws and
Fatal Flaws or
Showstoppers
-Technology Proof of
Concept Setback
-Prototype Limitations
-Cost Disadvantages
-Technology and/or
Application
Development Issues
-Development Process
Major Issues
-Market
Attractiveness Turns
Out to be False
-Market Test of
Prototype Fails or
Disappointing
-Inability to Secure
Appropriate Customer
Partner
-Lack of robustness,
depth, scope and/or
number of new
capabilities offered
resulting in limited or
constrained market
applications
-Inappropriate time
horizon for new
Market Creation
-Major Funding Loss due
to Reversal of Overall
Corporate Performance
-Project Team Limitations
-Inability to Attract
Required Talent
-Lack of Partnership
Strategy
-Failure of Alliance Deal or
Technical Partner
-Undefined Partnership
Exit Conditions
-Loss of Champion
-Change in Senior
Management and/or
Strategic Intent
-Change in Senior
Champion/Sponsor
-Transfer of
Responsibilities at
Project
Transition
-Lack of Strategic
Marketing
Communications
-Inappropriate Portfolio
and Project Metrics
-Insufficient Runway to
Demonstrate Business
Results
A Hypothetical Example……
Galactic Travel Corporation
Business Concept
We believe we have a way to transport living beings nearly instantaneously from one specific location to any other specific location in the galaxy. This would alleviate traffic congestion, waiting, and the costs associated with other forms of transportation infrastructure. We believe we have the capability to temporarily decompose an individual into his/her unique molecular structure, transport the molecules through space (and perhaps time) using electro-chemical and magnetic fields as our energy source, and recompose them upon their arrival at their destination.
We believe this could revolutionize transportation as well as societal infrastructure, enabling gatherings of members from across the globe and, indeed, the galaxy, as well as individuals to go wherever they want instantaneously.
We face a number of technical challenges, chief among which is the reassembly upon arrival, but believe this can be overcome. We are asking for a go ahead to take the next steps in exploring this opportunity.
Learning Loop 1
• For each category
– List knowns (provide source)
– List unknowns/assumptions
– Work on latency
• Identify Criticality
– Devise tests for most critical ACROSS the
four categories
– Develop time/budget requirements
Technical Issues?
• Knowns (+ Evidence)
– Our composition is knowable (DNA sequencing is
now available)
– Living beings can be decomposed using cryogenics
technology, like freeze drying. (this has been done
with mice..it’s in the literature).
– Physical things can be built atom by atom, because of
the existence of atomic force microscopes and
demonstration of atomic precision manufacturing at
the nano-scale level.
– Experiments in plasma physics have indicated that
techniques exist for directed movement of molecules.
Technical Unknowns
1. What will the quantum effects of this be? 1. Assume: Chaotic movement of the decomposed molecules.
2. How do we transport the molecules while maintaining a blueprint for reformation?
1. Assume: We can find a way to send information along with the molecules.
3. How do we keep the molecules together during transport?
1. Assume: We can develop a boundary.
4. How fast can we get the molecules to travel?1. Assume: At least the speed of light (allows for instantaneous
travel).
5. How far a distance can molecules be transported in a directed manner?
1. Assume: Infinitely far.
Red = Critical Assumptions
Market
Knowns:1. The cost of individual transportation is escalating (gasoline
prices).
2. There is a strong lobby against applying cryogenic technologies to humans (recent news)
Unknowns/assumptions:1. Potential application markets that may value this:
1. CIA, FBI
2. Major corporations (helps global corporate communications).
3. NASA (for space exploration)
4. Who else??
2. People will value the time savings.
3. How manage potential fear of mistakes?
4. They will be willing to invest in necessary transportation equipment.
5. They will be willing to pay both a fixed investment component and a usage fee component. Note….this one is way too early. Not necessary for LL1. We have no idea yet.
Resource
Known1. We have a core team with expertise in
transportation methodologies.
2. We have no capabilities in decomposition or recomposition of living matter.
3. We have no capabilities in developing blueprints of individuals’ composition.
Unknown1. Who might be potential partners for #2 and #3
above?
2. What will be required to engage them in this project?
Organizational Issues
Knowns:
1. We are a transportation company. (Annual report).
2. Senior leadership is committed to white space opportunities. (Recent podcast)
3. Sr VP of largest division (personal transport) has resisted previous innovations that will cannibalize his current businesses (trains, plane rental)
4. We are committed to service based business models. (per recent strategy statements)
5. We have never successfully co-developed anything with a partner. (Experience review).
Unknowns:
1. How do we manage the issue of cannibalization?1. Assume that recent commitment from the top (#2 above) means actions will
be taken to protect this project from #3 problem above.
2. Do we want to sell equipment? Or service? Or both?1. Assume service only.
3. Are we prepared to partner? Or are we going to try to vertically integrate into decomposition, re-composition and blueprinting?
1. Prepared to partner.
4. Is senior leadership prepared to move into this particular strategic domain of transportation?
1. Assume yes.
Technical Issues
Knowns Evidence
1. …
n
Unknowns Assumptions Test/Action Accountability Status Learning
1….
n
Market Issues
Knowns Evidence
1…
n
Unknowns Assumptions Test/Action Accountability Status Learning
1…
n
Resource Issues
Knowns Evidence
Unknowns Assumptions Test/Action Accountability Status Learning
1…
n
Organizational Issues….
LL1 Milestone Review and LL2 setup….
Technical Tests and Learning
1. How do we transport the molecules while maintaining a blueprint for reformation?
1. Assume: We can find a way to send information along with the molecules.
As of 5/29/08: Got 2 partners. One developed a blueprint based on DNA sequencing (biology), and the other from a fingerprint scan. DNA sequencing more accurate….Fingerprint scan more cost effective.
Next steps: What is the potential for cost reduction with partner #1 and what is the potential for increasing accuracy with partner #2? (Are these the most Critical on the list of technical uncertainties? Do these impact the other dimensions of uncertainty?)
• How do we keep the molecules together during transport?• Assume: We can develop a boundary.
As of 5/29/08: Ran two tests:
a. Control existing forces in a manner that would allow cohesive transport (Vanderwall’s forces, Electron density forces)
b. Apply something physical to the decomposed cryogenized matter, e.g. a nano-coating sealant.
Both test failed.
Next steps: Rather than taking a cryogenic approach to decomposition, convert the matter to energy using plasma physics. Explore properties of Debye Spheres.
Emergent Uncertainty: Can we do this while maintaining the blueprint to enable re-composition?
Market Tests and Learning
1. Potential application markets that may value this:1. CIA, FBI
2. Major corporations (helps global corporate communications).
3. NASA (for space exploration)
4. Who else??
As of 5/29/08:
A presentation at a technical conference by one of our scientists regarding the potential for plasma physics to play a role in transportation, along with presentation of initial data demonstrating plasma as a medium for carrying cryogenic material drew attention from an Air Purification company. They believe this can have major applications in moving specific types of particles that occur naturally in some geographies to other, locations that need such particles.
New Uncertainty (Organizational)…Is this a business we want to get into?
Two major corporations (Pepsico and Google) have expressed interest in a demonstration device.
New Uncertainties…• When will we have a demo device? (T).
• How structure the arrangments with these two companies? (R)?
Resource Tests and Learning
1. Who might be potential partners for #2 and #3
above? (re-composition and blueprints?)
2. What will be required to engage them in this
project?
As of 5/29/08: Have identified a potential partner for #2
above, but cannot convince them to engage with us.
Continuing to look for others.
Have found university center working on #3. Have
joined that center.
New Uncertainty: What will be our IP position given our
work with the university? Assume we will want
exclusive ownership (R, O)
Organizational Tests and Learning
• Are we prepared to partner? Or are we going to try to vertically integrate into decomposition, re-composition and blueprinting?
Assume we’re prepared to partner.
As of 5/29/08.. Yes, permission to partner on decomposition and re-composition, but not on blueprinting. Keep that as a new domain and build competency. (Note interaction with IP issue raised above).
Emergent Uncertainty: How get access to necessary talent for blueprinting: Assume: Hire from the university whose center we just joined.
2. Is senior leadership prepared to move into this particular strategic domain of transportation?
Assume yes.
As of 5/29/08.. Discussion with senior leadership indicates enthusiasm about the military applications for now. (Impacts M).
Project:______________________________ Disagree
(0)
Neutral
(1)
Agree
(2)
Part I – Elevator Speech
1. Value proposition was clear.
2. Speech was delivered in two minutes or less.
Sub-Total
Part II – Learning Plan Process
1. The business opportunity is clearly described.
2. The technology benefits are listed.
3. Application spaces are identified.
4. The team has interacted directly with the market.
5. The team conducted adequate secondary research.
5. Strategic linkages are considered.
6. The four uncertainties are covered.
7. A realistic milestone plan has been developed.
8. Resource requirements are identified.
9. Next learning steps are prioritized.
Sub-Total
Learning Loop Review Board Coaching & Evaluation Template
Disagree
(0)
Neutral
(1)
Agree
(2)
Part III—Project Progress
1. The business opportunity is an exciting one.
2. The technology benefits are multitudinous.
3. The technology benefits are an order of magnitude
beyond what is currently available.
4. The project is gaining traction in the market at the
level that is needed.
5. The linkages to the organization’s strategic intent
continue to strengthen.
6. The next technical hurdles have been clarified and
the tasks needed to address them are doable.
7. The next market hurdles….
8. The next resource hurdles …..
9. The next organizational hurdles…
Sub-Total
Learning Loop Review Board Coaching & Evaluation Template
Disagree
(0)
Neutral
(1)
Agree
(2)
Part IV—Presentation Style
1. The level of content was appropriate for a review
board.
2. The presentation delivery was well paced.
3. The presentation was professional.
4. The contributions of the team were acknowledged.
Sub-Total
Total
Part V– Additional Feedback and notes
Learning Loop Review Board Coaching & Evaluation Template
Process
• Team works from a business concept.
• With coaching, initiates first learning loop.– Flipcharts, markers, and concentrated time.
• End of session: critical uncertainties and tests. Timeline and budget request to complete tests.
• At test completion…project review/work session.– Update on learning
– News on redirection.
– New uncertainties that emerged.
– Next critical uncertainties, tests and budget requirements.
– The team drives the project direction. No pre-determined Gates.
• Three to four learning loops…can tell if you’re gaining traction and should continue.
• Conduct a learning plan for each application and Discovery Driven plan for each one that appears interesting.
• Outcome: Business Proposal.
Learning Plan Outcome: Business Proposal
Areas To Consider Breakthrough and Radical Innovation Projects
Product/Service
Overview
Brief History, Champions, Potential Market Applications;
Tested & Pursued, Technical Feasibility
Value Proposition Strategic Fit or Stretch, Potential Value of Technology,
Potential Customers & Value
Market Opportunity Industry and Market Trends, First Market Application, Plans
for Follow on Applications, Potential Financial Value -Order
of Magnitude
Competitive Landscape Potential Competitors, Possible Competitive Offerings,
Potential Competitive Advantage
Potential Business
Models
Value Chain Analysis, Competency Assessment,
Partnership Opportunities, Potential Revenue Flows and
operating model economics
Learning Plan
Outcomes, and Risk
Assessment
Identify Assumptions, SWOT across Technical, Market,
Organizational and Resource Categories (all likely to be
higher to high risk)
Recommendations and
Next Steps
Recommend Deployment Path, Identify Funding
Requirements, Critical Milestones, Risk Mitigation Plan and
Transition Issues
Project Management Tools Throughout DIA
Learning Plan Business Proposal
Business Plan
Discovery Driven
Plan Tested Business Proposal
Implement Biz
Proposal
Opportunity
Articulation (Opp
Rec Framework) Business Concept
Stage GateDiscovery
IncubationAcceleration
Operations