Most new product development and Stage-Gate® processes do not manage value and pricing with intention. Most firms rely on legacy pricing levels, competitive pricing levels or their internal cost information to price their innovation opportunities in the Stage-Gate® process. That might explain why a vast majority of new product and service launches are failures.

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Over the past few years, the nature and intensity of changes in the business landscape have created organizational disruption and a realistic need to redesign organizational structure and leadership approaches. As a result, the nature and structure of the C-suite has also been changing to respond to these exogenous trends.

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Our experience with organizational transformations in the area of innovation reveals that organizational skeptics typically are the ones resisting change the most and spreading their views on the rest of the organization. It is common to hear comments like these…

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The First 90 Days written by Michael Watkins offers some excellent tips on how to start in a new role and how to analyze the challenge ahead for any leader taking over an organization. I have been able to apply them quickly at every company I worked for as most of them needed an “innovation turn-around” to “wake up” the organization, to remove all organizational roadblocks, and to face tough economic market

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The words disrupt and disruption are used more and more in the areas of business strategy and innovation. For me the word disruption in business, innovation and pricing conveys a sense of dynamism, pro-activeness and counter-intuitiveness that can generate excitement in markets.

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