In 2000, BMW made a decision to explore using rapid manufacturing technologies for mass manufacturing of cars. The idea, in part, was that these technologies could open up scope for developing altogether new ways of making cars (in much smaller series) that could offer more customer choice and variety. But beyond a sense that the technologies represented a potentially huge opportunity: No one at BMW understood what executing on its vision would involve, which meant that they could not apply any of the established project management approaches.
Moving Beyond Stage-Gate Project Management
Traditional approaches don’t lead to breakthrough innovations.
October 24, 2023
Summary.
This article describes how German automaker BMW and European airline Air France have developed new approaches to managing large projects aimed at creating fundamentally new products or ideas that profoundly alter human behaviors. Traditional approaches, such as the stage-gate process, while effective at incremental improvements, don’t work as well when it comes to breakthrough innovations or attempts to change established behaviors. Some of these new approaches harken back to the Manhattan and Polaris projects, with their reliance on iteration and experimentation, while others rely heavily on the principles of fair process.
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New!
HBR Learning
Project Management Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Project Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
How to get it done right, on time, and on budget.