Abstract
Many companies recognize the benefits of developing new products through a Stage-Gate work-flow process. Yet implementing such a process is a significant challenge, made complex by the dynamics of time, changing organizational structures, and the transition of key personnel. In this article, Paul O'Connor reports the experiences of several large organizations currently implementing their versions of a Stage-Gate process. His analysis points out critical impediments to implementation and suggests the recourse to each. He concludes with guidelines for implementing a Stage-Gate process that offer a practical approach to realizing the desired benefits of the process sooner.
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