Please help me respond to this post, ask relevant questions and…

ElderVulture3168 Please help me respond to this post, ask relevant questions and…Please help me respond to this post, ask relevant questions and make positive/ constructive comments on this post.   The idea-to-launch system Cooper describes in What’s Next After Stage-Gate incorporates three elements: Adaptive and Flexible, Agile, and Accelerated. With this model, customers provide feedback at the beginning of the development process before building and testing the product. The final stage of the project involves revisiting the first iteration, considering customer feedback, and opening the project for enhancement. As soon as the newest design iteration has been completed, the loop continues. It follows the Agile process, where projects are broken into “sprints” and limits the time before getting in front of the customer for feedback. Through the work done at Future Lab and its customer interface, Lego adopted some aspects of this model.Throughout the year (each quarter), Lego schedules four gates for its development process. Within each gate, there are three phases that include exploring outside input from customers and partners and developing prototypes for testing and validation of the prototypes. Visitors and potential customers enjoyed the Brick Event, which showcased Lego’s latest products and allowed them to provide feedback. This feedback helped drive the Future Lab, Lego’s innovation team that meets one week to brainstorm and research. The Future Lab created a system where customers could suggest sets, other customers could vote on their favorites, and Lego would then create limited editions based on the most popular design. Following the release of the idea, Lego received feedback from customers and the project took off. Lego’s successes have been ideas put in front of customers and tested. Lego has created a loop from the Future Lab research on customer wants, to events like The Brick Event. Like Cooper’s idea-to-launch model, this is where ideas come to life and customers can provide feedback.The following article highlights Lego’s innovation in an interesting manner. Lego’s Senior Innovation Director, David Gram, states “Failure is not a word in the vocabulary. It is iteration, learning, and empathy. This is something Lego pioneered over many years, which is also the root of its design thinking” (Lopez, 2020). As a result, I think Lego’s innovation model is similar to Cooper’s idea-to-launch method, within which feedback can serve as the “learning” aspect.At Dynisco, we do follow the Stage-Gate process. However, historically, the process was very much siloed to our engineering and leadership team with minimal cross-functional involvement. In many cases, marketing would be brought into the discussion just weeks before the intended launch. The process was very much treated as a box to check off the to-do list instead of being used as a process to set ourselves up for long-term success. Ultimately, our recent product launches have rather epically failed as they did not involve marketing to support the launch, operations/supply chain to ensure scalability, and finance to establish sound forecasts and accurate NPVs. As a result, our product vitality score is dismal with a lot of opportunity for future improvements. While there are other factors to consider that impede innovation at Dynisco, such as centralized decision-making, top-down communication, and rigid hierarchical relationships, the largest has been our culture. Historically, we have failed to unleash our most valuable resources: human creativity, imagination, and original thinking. We have lacked a systematic approach to building a culture of innovation, and in many cases wonder why we keep getting beaten to the punch. With a new president now at the helm, steps are being taken to implement a cultural shift and truly drive the Stage-Gate process as intended. BusinessBusiness – Other