Stefan H. Thomke
William Barclay Harding Professor of Business Administration
Stefan Thomke, an authority on the management of innovation, is the William Barclay Harding Professor of Business Administration at Harvard Business School. He has worked with US, European and Asian firms on product, process, and technology development, organizational design and change, and strategy. Since joining the Harvard faculty in 1995, Professor Thomke has taught and chaired numerous MBA and executive courses on innovation management, R&D strategy, product & service development, and operations, both at Harvard Business School and in individual company programs in the United States and abroad. He is chair of the Executive Education Program Leading Product Innovation, which helps business leaders in revamping their product development processes for greater competitive advantage, and is faculty chair of HBS executive education in India. Professor Thomke is currently on the core faculty of the General Management Program (GMP) and has previously taught in the Advanced Management Program (AMP). Previously, he was faculty chair of the MBA Required Curriculum and faculty co-chair of the doctoral program in Science, Technology and Management (S,T&M). Professor Thomke's research and writings have focused primarily on the process, economics, and management of business experimentation in innovation. He is a widely published author with more than three dozen articles, cases and notes published in books and leading journals such as California Management Review, Harvard Business Review, Journal of Product Innovation Management, Management Science, Organization Science, Research Policy, Sloan Management Review, Strategic Management Journal and Scientific American. He is also author of the books Experimentation Matters: Unlocking the Potential of New Technologies for Innovation (Harvard Business School Press, 2003) and Managing Product and Service Development (McGraw-Hill/Irwin, 2006). Professor Thomke was born and grew up in Calw, Germany. He holds B.S. and M.S. degrees in Electrical Engineering, a S.M. degree in Operations Research, a S.M. degree in Management from the MIT Sloan School of Management, and a Ph.D. degree in Electrical Engineering and Management from the Massachusetts Institute of Technology (MIT) where he was awarded a Lemelson-MIT doctoral fellowship for invention and innovation research. Prior to joining the Harvard University faculty, he worked in electronics and semiconductor manufacturing and later was with McKinsey & Company in Germany where he served clients in the automotive and energy industries. Contact information: Harvard Business School, Soldiers Field, Morgan Hall 489, Boston, MA 02163 (U.S.A.); Telephone: +1 (617) 495-6569; Fax: +1 (617) 496-4072, E-mail: sthomke@hbs.edu
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Article
| European Business Review
|
Unlocking Innovation Through Business Experimentation
Stefan Thomke
There is a downside to businesses that focus heavily on standardization, optimization, and driving out variability: Such organizations leave themselves vulnerable to underinvesting in experimentation and variation, which are the lifeblood of innovation. Good experimentation helps firms better manage myriad sources of uncertainty (such as, does the product work as intended and does it address actual customer needs?) when past experience can be limiting. And it is only through such experimentation, which might include structured cause-and-effect tests, informal trial-and-error experiments, and rigorous randomized field trials, that companies can unlock their true capacity for innovation.
Keywords: experimentation;
innovation management;
learning and development;
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Article
| Harvard Business Review
|
Mumbai's Models of Service Excellence
Stefan Thomke
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Journal Article
| Harvard Business Review
|
Six Myths of Product Development
Stefan Thomke and Donald Reinersten
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Article
| MIT Sloan Management Review
|
Capturing the Real Value of Innovation Tools
S. Thomke
Keywords: Value;
Innovation and Invention;
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Article
| Organization Science
|
The Mixed Effects of Inconsistency on Experimentation in Organizations
Fiona Lee, Amy C. Edmondson, Stefan Thomke and Monica Worline
Keywords: Organizations;
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Article
| Harvard Business Review
|
R&D Comes to Services: Bank of America's Pathbreaking Experiments
S. Thomke
Keywords: Research and Development;
Banking Industry;
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Article
| Strategic Management Journal
|
Asset Accumulation, Interdependence and Technological Change: Evidence from Pharmaceutical Drug Discovery
Stefan Thomke and Walter Kuemmerle
Keywords: Assets;
Technology;
Change;
Health;
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Article
| Harvard Business Review
|
Customers As Innovators: A New Way to Create Value
S. Thomke and E. von Hippel
Keywords: Innovation and Invention;
Value;
Customers;
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Article
| Management Science
|
Parallel and Sequential Testing of Design Alternatives
C. Loch, C. Terwiesch and S. Thomke
Keywords: Design;
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Article
| Design Management Journal
|
Managing Digital Design at BMW
S. Thomke
Keywords: Technology;
Design;
Transportation;
Auto Industry;
Citation: Thomke, S. " Managing Digital Design at BMW." The Human Dimensions of Managing Digital Design. Design Management Journal 12, no. 2 (spring 2001).
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Article
| Harvard Business Review
|
Enlightened Experimentation: The New Imperative for Innovation
S. Thomke
Keywords: Innovation and Invention;
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Article
| Management Science
|
Sequential Testing in Product Development
S. Thomke and David E. Bell
Keywords: Research and Development;
Product;
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Article
| Academy of Management Proceedings and Membership Directory
|
Strategic Assets, Interdependence and Technological Change: An Empirical Investigation of Complementarity in Pharmaceutical Drug Discovery
S. Thomke and W. Kuemmerle
Keywords: Strategy;
Assets;
Technology;
Change;
Information;
Health;
Pharmaceutical Industry;
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Article
| Journal of Product Innovation Management
|
The Effect of 'Front-Loading' Problem-Solving on Product Development Performance
S. Thomke and T. Fujimoto
Keywords: Product;
Research and Development;
Performance;
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Article
| Harvard Business Review
|
Creating Breakthroughs at 3M
E. Von Hippel, S. Thomke and M. Sonnack
Keywords: Business Conglomerates;
Consumer Products Industry;
Citation: Von Hippel, E., S. Thomke, and M. Sonnack. " Creating Breakthroughs at 3M." Harvard Business Review 77, no. 5 (September–October 1999). (Reprinted in Health Forum Journal (July/August 2000). Also reprinted in Harvard Business Review on Innovation. Boston, MA: Harvard Business School Press, 2001.)
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Journal Article
| Harvard Business Manager
|
Agile Produktentwickler brauchen keine Marktprognosen
S. Thomke and D. Reinertsen
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Journal Article
| Scientific American
|
The Crash in the Machine
S. Thomke, M. Holzner and T. Gholami
Citation: Thomke, S., M. Holzner, and T. Gholami. " The Crash in the Machine." Scientific American (March 1999): 92–97. (Translated and reprinted in: Investigación y Ciencia (Spain, May 1999), Ke Xue (China, June 1999), Le Scienze (Italy, May 1999), Nikkei Science (Japan, June 1999), Scientific American Hellas SA (Greece, April 1999), Spektrum der Wissenschaft (Germany, September 1999), and Swiat Nauki (Poland, May 1999))
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Article
| California Management Review
|
Agile Product Development: Managing Development Flexibility in Uncertain Environments
S. Thomke and D. Reinersten
Keywords: Research and Development;
Product;
Management;
Risk and Uncertainty;
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Article
| Research Policy
|
Modes of Experimentation: An Innovation Process - and Competitive - Variable
S. Thomke, E. von Hippel and R. Franke
Keywords: Innovation and Invention;
Competition;
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Article
| Management Science
|
Managing Experimentation in the Design of New Products
S. Thomke
Keywords: Design;
Product;
Management;
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Article
| Research Policy
|
Simulation, Learning and R&D Performance: Evidence from Automotive Development
S. Thomke
Keywords: Learning;
Research and Development;
Performance;
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Article
| Research Policy
|
The Role of Flexibility in the Development of New Products: An Empirical Study
S. Thomke
Keywords: Research and Development;
Product;
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Journal Article
| QZ: Qualität und Zuverlässigkeit
|
SPC bei mehreren Ausgangsgrössen
S. Thomke and B. Mittmann
Citation: Thomke, S., and B. Mittmann. "SPC bei mehreren Ausgangsgrössen." QZ: Qualität und Zuverlässigkeit 37 (September 1992): 546–550.
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Chapter
| Handbook of New Product Development Management
| 2007
Learning by Experimentation: Prototyping and Testing
Stefan H. Thomke
Keywords: Research;
Citation: Thomke, Stefan H. "Learning by Experimentation: Prototyping and Testing." In Handbook of New Product Development Management, edited by Christoph Loch, and Stylianos Kavadias. Oxford: Butterworth-Heinemann, 2007.
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Chapter
| Handbuch Technologie- und Innovationsmanagement
| 2005
Experimentation Strategies and Technological Change
S. Thomke
Keywords: Technological Innovation;
Strategy;
Citation: Thomke, S. "Experimentation Strategies and Technological Change." In Handbuch Technologie- und Innovationsmanagement, edited by S. Albers, and O. Gassmann. Wiesbaden: Gabler Verlag, 2005, German ed.
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Chapter
| Innovationen - Verspechen an die Zukunft
| 2004
Die Kunst des Experimentierens - vom Fehler zur Innovation
S. Thomke
Keywords: Innovation and Invention;
Research and Development;
Citation: Thomke, S. "Die Kunst des Experimentierens - vom Fehler zur Innovation." In Innovationen - Verspechen an die Zukunft, edited by Thomas Ganswindt. Hamburg: Hoffmann und Campe, 2004, German ed.
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Chapter
| Positive Organizational Scholarship
| 2003
New Knowledge Creation: A Study in Positive Organizing
F Lee, A Caza, A. Edmondson and S. Thomke
Keywords: Organizational Design;
Knowledge;
Creativity;
Citation: Lee, F., A Caza, A. Edmondson, and S. Thomke. "New Knowledge Creation: A Study in Positive Organizing." In Positive Organizational Scholarship, edited by K. S. Cameron, J. E. Dutton, and R. E. Quinn. Berrett-Koehler Publishers, 2003.
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Chapter
| Harvard Business Review on Innovation
| 2001
Enlightened Experimentation: The New Innovation Imperative
S. Thomke
Keywords: Innovation and Invention;
Citation: Thomke, S. "Enlightened Experimentation: The New Innovation Imperative." In Harvard Business Review on Innovation. Boston, MA: Harvard Business School Press, 2001.
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Chapter
| Harvard Business Review on Innovation
| 2001
Creating Breakthroughs at 3M
E. von Hippel, S. Thomke and M. Sonnack
Keywords: Innovation and Invention;
Innovation and Management;
Citation: von Hippel, E., S. Thomke, and M. Sonnack. "Creating Breakthroughs at 3M." In Harvard Business Review on Innovation. Boston, MA: Harvard Business School Press, 2001.
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Chapter
| Knowledge Emergence: Social, Technical, and Evolutionary Dimensions of Knowledge Creation
| 2001
The Impact of Technology on Knowledge Creation: A Study of Experimentation in Integrated Circuit Design
S. Thomke
Keywords: Technological Innovation;
Creativity;
Knowledge Acquisition;
Machinery and Machining;
Technology Industry;
Electronics Industry;
Citation: Thomke, S. "The Impact of Technology on Knowledge Creation: A Study of Experimentation in Integrated Circuit Design." In Knowledge Emergence: Social, Technical, and Evolutionary Dimensions of Knowledge Creation, edited by Ikujiro Nonaka, and Toshihiro Nishiguchi. New York: Oxford University Press, 2001.
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Chapter
| Inside Biotechnology and Pharmaceuticals
| 2000
Millennium Pharmaceuticals, Inc.
S. Thomke and A. Nimgade
Keywords: Pharmaceutical Industry;
Citation: Thomke, S., and A. Nimgade. "Millennium Pharmaceuticals, Inc." In Inside Biotechnology and Pharmaceuticals.Harvard Business School From the Field Series. Boston, MA: Harvard Business School Publishing, 2000.
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Chapter
| Strategic Management of Technology and Innovation
| 1996
BMW AG: The Digital Auto Project
S. Thomke and A. Nimgade
Keywords: Information Technology;
Auto Industry;
Information Technology Industry;
Germany;
Citation: Thomke, S., and A. Nimgade. "BMW AG: The Digital Auto Project." In Strategic Management of Technology and Innovation. 2nd ed. by R. Burgelman, M. A. Maidique, and S. C. Wheelwright. Burr Ridge, IL: Irwin/McGraw-Hill, 1996.
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Chapter
| Strategic Management of Technology and Innovation
| 1996
Innovation at 3M Corporation
S. Thomke and A. Nimgade
Keywords: Innovation and Invention;
Organizational Change and Adaptation;
Citation: Thomke, S., and A. Nimgade. "Innovation at 3M Corporation." In Strategic Management of Technology and Innovation. 2nd ed. by R. Burgelman, M. A. Maidique, and S. C. Wheelwright. Burr Ridge, IL: Irwin/McGraw-Hill, 1996.
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Chapter
| Strategic Management of Technology and Innovation
| 1996
Note on Lead User Research
Stefan H. Thomke and A. Nimgade
Keywords: Research;
Citation: Thomke, Stefan H., and A. Nimgade. "Note on Lead User Research." In Strategic Management of Technology and Innovation. 2nd ed. by R. Burgelman, M. A. Maidique, and S. C. Wheelwright. Burr Ridge, IL: Irwin/McGraw-Hill, 1996.
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Chapter
| Strategic Management of Technology and Innovation
| 1996
Note on New Drug Development in the United States
S. Thomke and A. Nimgade
Keywords: Product Development;
Pharmaceutical Industry;
United States;
Citation: Thomke, S., and A. Nimgade. "Note on New Drug Development in the United States." In Strategic Management of Technology and Innovation. 2nd ed. by R. Burgelman, M. A. Maidique, and S. C. Wheelwright. Burr Ridge, IL: Irwin/McGraw-Hill, 1996.
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Chapter
| Strategic Management of Technology and Innovation
| 1996
Product Development at Dell Computer Corporation
S. Thomke, V. Krishnan and A. Nimgade
Keywords: Product Development;
Technology;
Computer Industry;
Citation: Thomke, S., V. Krishnan, and A. Nimgade. "Product Development at Dell Computer Corporation." In Strategic Management of Technology and Innovation. 2nd ed. by R. Burgelman, M. A. Maidique, and S. C. Wheelwright. Burr Ridge, IL: Irwin/McGraw-Hill, 1996.
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Chapter
| Strategic Management of Technology and Innovation
| 1996
Eli Lilly and Company: Drug Development Strategy
S. Thomke, A. Nimgade and P. Pospisil
Keywords: Product Development;
Corporate Strategy;
Pharmaceutical Industry;
Citation: Thomke, S., A. Nimgade, and P. Pospisil. "Eli Lilly and Company: Drug Development Strategy." In Strategic Management of Technology and Innovation. 2nd ed. by R. Burgelman, M. A. Maidique, and S. C. Wheelwright. Burr Ridge, IL: Irwin/McGraw-Hill, 1996.
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Chapter
| Technology Management Handbook CRCnetBASE
| 1999
Flexible Product Development
S. Thomke and Don Reinertsen
Keywords: Product Development;
Citation: Thomke, S., and Don Reinertsen. "Flexible Product Development." In Technology Management Handbook CRCnetBASE, edited by R. Dorf. Boca Raton: CRC Press, 1999.
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Chapter
| Innovationsforschung und Technologiemanagement
| 1998
The Changing Economics of Problem-Solving: Some Implications for Innovation and Competitiveness
S. Thomke
Keywords: Problems and Challenges;
Economics;
Innovation and Invention;
Competition;
Citation: Thomke, S. "The Changing Economics of Problem-Solving: Some Implications for Innovation and Competitiveness." In Innovationsforschung und Technologiemanagement, edited by N. Franke, and C. F. von Braun. Berlin: Springer-Verlag, 1998.
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Teaching Note
| HBS Case Collection
|
2013
(Revised from original 2012 version)
The Dabbawala System: On-Time Delivery, Every Time (TN)
Stefan H. Thomke
The Mumbai-based dabbawalas are a 5,000 or so person organization that achieves exceptional service performance with a semi-literate workforce. Every working day, they deliver and return about 130,000 lunchboxes to offices throughout Mumbai. This entails more than 260,000 transactions within six hours each day, six days a week, 52 weeks a year (minus holidays) and mistakes are extremely rare. The case explores all aspects of their system (mission, information management, material flows, human resource system, processes, etc.) and the challenges that the dabbawala organization faces in a rapidly changing environment.
Keywords: systems design;
organization design;
service;
Mumbai;
India;
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Case
| HBS Case Collection
|
2012
LEGO
Jan W. Rivkin, Stefan Thomke and Daniela Beyersdorfer
LEGO has emerged as one of the most successful companies in the toy industry. The case describes LEGO's gradual rise, rapid decline, and recent revitalization as it is keeping up with a changing market place. Central to LEGO's management model is the ability to find the right balance among growing through innovation, staying true to its core, and controlling operational complexity.
Keywords: competitive strategy;
innovation management;
innovation;
operations management;
organizational change and transformation;
Operations;
Competitive Strategy;
Innovation and Management;
Innovation Strategy;
Organizational Change and Adaptation;
Entertainment and Recreation Industry;
Citation: Rivkin, Jan W., Stefan Thomke, and Daniela Beyersdorfer. " LEGO." Harvard Business School Case 613-004, July 2012.
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Background Note
| HBS Case Collection
|
2012
Innovation Magic
Stefan Thomke and Jason Randal
Why do certain product and service experiences seem like magic, making them all but destined for success, while other items languish on store shelves? For a better understanding of that, perhaps there's no better place to turn to than the world of magic. Consider that some professional magicians are constantly under pressure to come up with new "effects" that will wow the audience and ultimately result in a transformational customer experience. As such, these magicians can't just be innovative on a whim; they must have a systematic way of doing so on a regular basis. The note provides some practical insights into a process of creation that is common to both the "tricks" that awe a spellbound audience and what companies need to do to give customers unforgettable product and service experiences.
Keywords: innovation;
creativity;
product differentiation;
experimentation;
Personal strategy ＆ style;
Innovation and Invention;
Creativity;
Service Operations;
Product;
Customer Satisfaction;
Citation: Thomke, Stefan, and Jason Randal. " Innovation Magic." Harvard Business School Background Note 612-099, May 2012.
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Case
| HBS Case Collection
|
2012
(Revised from original 2009 version)
Design Thinking and Innovation at Apple
Stefan H. Thomke and Barbara Feinberg
Describes Apple's approach to innovation, management, and design thinking. For several years, Apple has been ranked as the most innovative company in the world, but how it has achieved such success remains mysterious because of the company's obsession with secrecy. This note considers the ingredients of Apple's success and its quest to develop, in the words of CEO Steve Jobs, insanely great products. Focuses on 1) design thinking, 2) product development strategy and execution, 3) CEO as chief innovator, and 4) bold business experimentation.
Keywords: Design;
Corporate Entrepreneurship;
Innovation and Management;
Product Design;
Product Development;
Research and Development;
Creativity;
Technology Industry;
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Case
| HBS Case Collection
|
2013
(Revised from original 2010 version)
The Dabbawala System: On-Time Delivery, Every Time
Stefan H. Thomke and Mona Sinha
Describes the Mumbai-based Dabbawala organization, which achieves very high service performance (6 Sigma equivalent or better) with a low-cost and very simple operating system. The case explores all aspects of their system (mission, information management, material flows, human resource system, processes, etc.) and the challenges that the Dabbawala organization faces in a rapidly changing environment. An outside consultant proposes the introduction of new technologies and management systems, while the leading logistics companies (e.g., FedEx) come to Mumbai to learn about the Dabbawala system.
Keywords: Technology;
Service Delivery;
Service Operations;
Logistics;
Alignment;
Management Systems;
Human Resources;
Innovation and Invention;
Mumbai;
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Case
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Dassault Systemes
Stefan H. Thomke and Daniela Beyersdorfer
Dassault Systèmes, a leader in product lifecycle management software, has enjoyed a very profitable business model in 3D engineering design. In the past, it has successfully managed market disruptions and opportunities through acquisition and organic innovations. Its latest brands, 3DVIA, offers 3D models and lifelike experiences to a new non-professional client category, the consumer. In November 2009, President and CEO Bernard Charlès has to decide how to best address this new market segment, characterized by rapidly expanding open communities and new pricing models. What is the right business model for the new brand, and how will it affect the future of Dassault Systèmes?
Keywords: Business Model;
Innovation and Invention;
Product Development;
Product Marketing;
Technology Industry;
Citation: Thomke, Stefan H., and Daniela Beyersdorfer. " Dassault Systemes." Harvard Business School Case 610-080, June 2010. (Revised from original March 2010 version.)
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Teaching Note
| HBS Case Collection
|
2010
Design Thinking and Innovation at Apple (TN)
Stefan H. Thomke
Teaching Note for 609066.
Keywords: Product Development;
Strategy;
Product Design;
Innovation and Management;
Computer Industry;
Electronics Industry;
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Case
| HBS Case Collection
|
2010
(Revised from original 2000 version)
Bush Boake Allen
Stefan H. Thomke and Ashok Nimgade
Bush Boake Allen, a flavor and fragrance firm, is considering strategic options that would integrate customers into its innovation process via a potentially disruptive Internet-based technology. As this approach could result in dramatic changes to the firm's business model and relationship with customers worldwide, Julian Boyden, president, CEO, and chairman, faces serious opposition from senior managers.
Keywords: Customer Focus and Relationships;
Disruptive Innovation;
Technological Innovation;
Management Teams;
Product Design;
Organizational Change and Adaptation;
Conflict Management;
Internet;
Chemical Industry;
Citation: Thomke, Stefan H., and Ashok Nimgade. " Bush Boake Allen." Harvard Business School Case 601-061, June 2010. (Revised from original November 2000 version.)
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Case
| HBS Case Collection
|
2009
(Revised from original 2009 version)
Innovation at Mahindra & Mahindra (A)
Stefan H. Thomke and Briana Doerr Luthra
Describes the Mahindra & Mahindra Group's approach to innovation. The Group is among the top industrial houses in India and its managing director Anand Mahindra has put innovation at the core of its growth strategy. Emphasis is placed on managing the balance between structured processes and the creation of an environment in which radical innovations can succeed. The Farm Equipment Sector, one of the Group's largest and most successful sectors, is developing a revolutionary tractor outside its conventional development process with the help of a "Maverick" innovator. Not surprisingly, the project encounters numerous obstacles and setbacks. Focuses on: 1) the role of creative innovators in breakthrough innovations; 2) the need for process, structure and early feedback from markets; 3) the sources of radical product concepts; and 4) the marketing of innovations.
Keywords: Innovation and Management;
Growth and Development Strategy;
Problems and Challenges;
Marketing;
Business Processes;
Product;
Innovation Strategy;
Organizational Design;
Demand and Consumers;
Auto Industry;
Agriculture and Agribusiness Industry;
India;
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Supplement
| HBS Case Collection
|
2009
(Revised from original 2009 version)
Innovation at Mahindra & Mahindra (B)
Stefan H. Thomke and Briana Doerr Luthra
Supplement to 609-065
Keywords: Innovation and Invention;
Citation: Thomke, Stefan H., and Briana Doerr Luthra. " Innovation at Mahindra & Mahindra (B)." Harvard Business School Supplement 609-067, May 2009. (Revised from original January 2009 version.)
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Supplement
| HBS Case Collection
|
2009
(Revised from original 2009 version)
Innovation at Mahindra & Mahindra (C)
Stefan H. Thomke and Briana Doerr Luthra
Supplement to 609065
Keywords: Innovation and Invention;
Citation: Thomke, Stefan H., and Briana Doerr Luthra. " Innovation at Mahindra & Mahindra (C)." Harvard Business School Supplement 609-068, May 2009. (Revised from original January 2009 version.)
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Case
| HBS Case Collection
|
2008
Pfizer Inc: Building an Innovation Center
Stefan H. Thomke and Ashok Nimgade
The case describes Pfizer's efforts to build and run an innovation center in Cambridge, Massachusetts. As the center goes through different periods of leadership and strategic models, its relationship with the corporation and other research sites is explored. The case study describes in detail the challenges of building an innovation center within a large corporation, including organization, incentives, and scientific issues.
Keywords: Innovation and Management;
Innovation Strategy;
Leadership;
Organizational Culture;
Research and Development;
Pharmaceutical Industry;
Cambridge;
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Case
| HBS Case Collection
|
2007
(Revised from original 2000 version)
IDEO Product Development
Stefan H. Thomke and Ashok Nimgade
Describes IDEO, the world's leading product design firm, and its innovation culture and process. Emphasis is placed on the important role of prototyping and experimentation in general, and in the design of the very successful Palm V handheld computer in particular. A studio leader is asked by a business start-up (Handspring) to develop a novel hand-held computer (Visor) in less than half the time it took to develop the Palm V, requiring several shortcuts to IDEO's legendary innovation process. Focuses on: 1) prototyping and experimentation practices at a leading product developer; 2) the role of playfulness, discipline, and structure in innovation processes; and 3) the managerial challenges of creating and managing an unusually creative and innovative company culture. Includes color exhibits.
Keywords: Business Startups;
Innovation Strategy;
Business or Company Management;
Time Management;
Product Design;
Product Development;
Business Processes;
Organizational Culture;
Practice;
Problems and Challenges;
Creativity;
Hardware;
Citation: Thomke, Stefan H., and Ashok Nimgade. " IDEO Product Development." Harvard Business School Case 600-143, April 2007. (Revised from original June 2000 version.)
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Class Lecture
| 2006
Experimentation Matters: New Opportunities for Innovation
Stefan Thomke
Keywords: Innovation and Invention;
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Case
| HBS Case Collection
|
2003
(Revised from original 1997 version)
Eli Lilly and Company: Drug Development Strategy (A)
Stefan H. Thomke, Ashok Nimgade and Paul Pospisil
Describes how Eli Lilly and Co. tries to accelerate its new drug development process with the aid of "combinatorial chemistry"--a rapidly emerging and revolutionary approach to preclinical drug discovery. The product manager of a potential blockbuster migraine drug faces the decision of "racing" the drug to market or spending additional time to refine an already promising drug candidate. Focuses on: (1) the new drug development process with an emphasis on pre-clinical drug discovery; (2) radical innovations ("combinatorial chemistry") in the drug discovery process; (3) the managerial challenges of introducing such innovations into a large organization with multiple stakeholders; (4) the financial value of time-to-market; and (5) the changing competitive environment in the pharmaceutical industry.
Keywords: Chemicals;
Finance;
Innovation and Invention;
Time Management;
Markets;
Product Development;
Organizations;
Business Processes;
Problems and Challenges;
Business and Stakeholder Relations;
Competition;
Pharmaceutical Industry;
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Module Note
|
2003
Managing Product Development
Stefan H. Thomke
Introduces students to the managerial aspects critical to conceiving, designing, and developing innovative products and services. Considers the full range of activities required: learning about customer needs, understanding and managing experimentation and problem solving, product development process design and improvement, and development strategy and project management. The issues cut across functional boundaries, examining problems in areas ranging from design to marketing and from manufacturing to strategy. The focus is on the managerial skills and capabilities needed for effective practice; it does not require training or experience in a technical field. Integral is a realistic product or service development project in which students, in teams, learn by doing. The course is divided into three modules: the first two are closely linked to research and the third addresses the increasing importance of networks in the development of new products and services. The curriculum design and pedagogy emphasize integration.
Keywords: Product Design;
Product Development;
Service Operations;
Business or Company Management;
Projects;
Management Practices and Processes;
Experience and Expertise;
Customers;
Research;
Management Skills;
Integration;
Citation: Thomke, Stefan H. "Managing Product Development." Harvard Business School Module Note 603-088, May 2003.
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Module Note
|
2003
Building Capabilities for Experimentation, Learning, and Prototyping
Stefan H. Thomke
Describes the conceptual foundations and pedagogy for a module on managing experimentation, learning, and prototyping in the development of products and services. Can also be used as part of a more general course on Managing Technology and Innovation. Shows how development activities should be structured, organized, and led such that they fully leverage the power of experimentation. Addresses many issues that students need to understand to manage experimentation activities successfully, ranging from structured experimentation to managing experimentation processes under technological change. No prior technical training is needed. involved. Students with technical backgrounds will find the material enriching.
Keywords: Service Delivery;
Product Development;
Learning;
Technological Innovation;
Technology;
Management;
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Module Note
|
2003
Product Development Process Design and Improvement
Stefan H. Thomke
Describes the conceptual foundations and pedagogy for a module on the design and improvement of processes for the development of products and services. Can also be used as part of a more general course on Managing Technology and Innovation. Central to Managing Product Development and emphasized particularly is the premise that every company's ability to develop new products and services depends on a process of experimentation and learning. Investigates the core aspects of such development processes and presents the new technologies dedicated to improving experimentation. Simply knowing what users will want--which is not simple in itself--is not enough. The product development process, including its ability to carry out experimentation successfully, must be designed (and improved) to accommodate customer information. A pivotal component, introduced in the first module, is how experimentation is being transformed by new technologies that can enhance its potential for innovation.
Keywords: Product Development;
Design;
Performance Improvement;
Innovation and Management;
Technology;
Customers;
Information Management;
Business Processes;
Learning;
Transformation;
Service Operations;
Citation: Thomke, Stefan H. "Product Development Process Design and Improvement." Harvard Business School Module Note 603-090, May 2003.
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Module Note
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2003
Managing Development Networks
Stefan H. Thomke
Describes the concepts and pedagogy for a module on understanding and managing product development networks between firms and within firms and among products themselves. Introduces students to the increasingly important role of networks in the development of new products and services. R&D teams rarely work in isolation; their success in great part depends on how they manage interdependencies with other teams, departments, or companies among which development work is distributed. Addresses important issues in the design and management of such networks.
Keywords: Product Development;
Resource Allocation;
Research and Development;
Networks;
Design;
Groups and Teams;
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Teaching Note
| HBS Case Collection
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2003
Project Dreamcast: Serious Play at Sega Enterprises Ltd. (A) and (B) (TN)
Stefan H. Thomke
Teaching Note for (9-600-028) and (9-600-029).
Keywords: Entertainment and Recreation Industry;
Computer Industry;
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Teaching Note
| HBS Case Collection
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2003
Developing Products on Internet Time: A Process Design Exercise (TN)
Stefan H. Thomke
Teaching Note for (9-600-121).
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Teaching Note
| HBS Case Collection
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2003
Bank of America (A) and (B) TN
Stefan H. Thomke
Teaching Note for (9-603-022) and (9-603-023).
Keywords: Service Operations;
Banking Industry;
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Teaching Note
| HBS Case Collection
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2003
(Revised from original 1998 version)
Eli Lilly and Company: Drug Development Strategy (A) and (B) TN
Stefan H. Thomke and Ashok Nimgade
Teaching Note for (9-698-010) and (9-698-026).
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Teaching Note
| HBS Case Collection
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2003
BMW AG: The Digital Car Project (A) and (B) (TN)
Stefan H. Thomke
Teaching Note for (9-699-044) and (9-699-045).
Keywords: Auto Industry;
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Teaching Note
| HBS Case Collection
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2003
(Revised from original 1999 version)
Innovation at 3M Corporation (A)&(B) TN
Stefan H. Thomke and Ashok Nimgade
Teaching Note for (9-699-012) and (9-699-013).
Keywords: Medical Devices and Supplies Industry;
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Teaching Note
| HBS Case Collection
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2003
(Revised from original 1999 version)
Microsoft Office: Finding the Suite Spot TN
Stefan H. Thomke and Ashok Nimgade
Teaching Note for (9-699-046).
Keywords: Computer Industry;
Information Technology Industry;
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Teaching Note
| HBS Case Collection
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2003
(Revised from original 2001 version)
IDEO Product Development TN
Stefan H. Thomke
Teaching Note for (9-600-143).
Citation: Thomke, Stefan H. " IDEO Product Development TN." Harvard Business School Teaching Note 602-060, February 2003. (Revised from original August 2001 version.)
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Teaching Note
| HBS Case Collection
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2003
Bush Boake Allen (TN)
Stefan H. Thomke
Teaching Note for (9-601-061).
Keywords: Integration;
Marketing Reference Programs;
Disruptive Innovation;
Management Teams;
Internet;
Business Model;
Customer Relationship Management;
Management Practices and Processes;
Consumer Products Industry;
Citation: Thomke, Stefan H. " Bush Boake Allen (TN)." Harvard Business School Teaching Note 603-115, February 2003.
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Teaching Note
| HBS Case Collection
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2003
(Revised from original 1999 version)
Product Development at Dell Computer Corporation TN
Stefan H. Thomke and Ashok Nimgade
Teaching Note for (9-699-010).
Keywords: Computer Industry;
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Teaching Note
| HBS Case Collection
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2003
Siemens AG: Global Development Strategy (A) and (B) TN
Stefan H. Thomke
Teaching Note for (9-602-061) and (9-602-062).
Keywords: Technology Industry;
Telecommunications Industry;
Bangalore;
Germany;
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Teaching Note
| HBS Case Collection
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2003
Milennium Pharmaceuticals, Inc. (A) & (B) TN
Stefan H. Thomke
Teaching Note for (9-600-038) and (602-063).
Keywords: Pharmaceutical Industry;
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Case
| HBS Case Collection
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2002
(Revised from original 2002 version)
Bank of America (A)
Stefan H. Thomke and Ashok Nimgade
Describes how Bank of America is creating a system for product and service innovation in its retail banking business. Emphasis is placed on the role of experimentation in some two-dozen real-life "laboratories" that serve as fully operating banking branches and as sites for testing new ideas and concepts. Focuses on: 1) how learning from experimentation can be maximized; 2) incentive and reward systems that motivate employees to experiment in "life" environments; and 3) the challenges of managing innovation in an industry that eschews risks, failure, and change.
Keywords: Motivation and Incentives;
Problems and Challenges;
Innovation and Management;
Risk and Uncertainty;
Change;
Failure;
Banks and Banking;
Learning;
Banking Industry;
Citation: Thomke, Stefan H., and Ashok Nimgade. " Bank of America (A)." Harvard Business School Case 603-022, October 2002. (Revised from original September 2002 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 2002 version)
Bank of America (B)
Stefan H. Thomke and Ashok Nimgade
Supplements the (A) case.
Keywords: Service Operations;
Technology;
Banking Industry;
Citation: Thomke, Stefan H., and Ashok Nimgade. " Bank of America (B)." Harvard Business School Case 603-023, October 2002. (Revised from original September 2002 version.)
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Supplement
| HBS Case Collection
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2002
(Revised from original 1997 version)
Eli Lilly and Company: Drug Development Strategy (B)
Stefan H. Thomke and Ashok Nimgade
Supplements the (A) case.
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Case
| HBS Case Collection
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2002
(Revised from original 1998 version)
Innovation at 3M Corporation (A)
Stefan H. Thomke and Ashok Nimgade
Describes how 3M Corp. introduces and learns a new and innovative methodology called Lead User research to understand future customer and market needs. A team from 3M's Medical-Surgical Markets Division applies the Lead User methodology to the field of surgical infection control and discovers not only new product concepts but also a very promising new business strategy. Focuses on: (1) 3M's approach to the management of innovation and understanding market needs, (2) an in-depth description of the Lead User method and its potential as applied to the medical business, and (3) the managerial challenges of introducing novel methods into a successful organization.
Keywords: Innovation and Management;
Innovation Strategy;
Managerial Roles;
Marketing Strategy;
Demand and Consumers;
Market Timing;
Product Development;
Problems and Challenges;
Business Strategy;
Medical Devices and Supplies Industry;
Citation: Thomke, Stefan H., and Ashok Nimgade. " Innovation at 3M Corporation (A)." Harvard Business School Case 699-012, July 2002. (Revised from original August 1998 version.)
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Supplement
| HBS Case Collection
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2002
(Revised from original 1998 version)
Innovation at 3M Corporation (B)
Stefan H. Thomke and Ashok Nimgade
Supplements the (A) case.
Keywords: Manufacturing Industry;
Citation: Thomke, Stefan H., and Ashok Nimgade. " Innovation at 3M Corporation (B)." Harvard Business School Supplement 699-013, July 2002. (Revised from original August 1998 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 2001 version)
Siemens AG: Global Development Strategy (A)
Stefan H. Thomke and Ashok Nimgade
Describes how Siemens, the German electrical engineering giant, has developed and manages global R&D in its large Information and Communications Networks (ICN) division. In 1994, Siemens opened its Bangalore (India) center, which has now grown into one of its largest regional development centers outside Germany. With Bangalore asking for increased resource independence and managerial autonomy, senior management has to decide how the activities in India fit into its global development strategy. This tension is played out in a large software project led by Bangalore developers in which an increase in project autonomy also results in serious technical problems for Siemens in the quality-driven telecommunications equipment industry.
Keywords: Global Strategy;
Research and Development;
Cross-Cultural and Cross-Border Issues;
Product Development;
Telecommunications Industry;
Germany;
Bangalore;
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Case
| HBS Case Collection
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2002
(Revised from original 2001 version)
Siemens AG: Global Development Strategy (B)
Stefan H. Thomke and Ashok Nimgade
Supplements the (A) case.
Keywords: Global Strategy;
Research and Development;
Cross-Cultural and Cross-Border Issues;
Product Development;
Telecommunications Industry;
Germany;
Bangalore;
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Case
| HBS Case Collection
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2001
(Revised from original 1998 version)
BMW AG: The Digital Auto Project (B)
Stefan H. Thomke and Ashok Nimgade
Supplements the (A) case.
Keywords: Auto Industry;
Citation: Thomke, Stefan H., and Ashok Nimgade. " BMW AG: The Digital Auto Project (B)." Harvard Business School Case 699-045, November 2001. (Revised from original November 1998 version.)
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Case
| HBS Case Collection
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2001
(Revised from original 1998 version)
BMW AG: The Digital Car Project (A)
Stefan H. Thomke and Ashok Nimgade
Describes how the German automotive firm BMW is trying to reduce its development time by half with the aid of computer-aided technologies. To leverage these technologies fully in the very competitive automotive industry, BMW is faced with the challenge of changing its processes and organization, gradually building new development capabilities. This tension between the old and the new is played out in BMW's design area, which has historically been responsible for much of BMW's strategic product positioning. Focuses on: 1) managing automotive development, with an emphasis on exterior styling; 2) new computer-aided technologies and their potential impact on development performance; and 3) the organizational and process changes required to gradually build a firm's development capability.
Keywords: Change;
Competency and Skills;
Management;
Time Management;
Product Positioning;
Product Development;
Business Processes;
Performance;
Problems and Challenges;
Technology;
Auto Industry;
Citation: Thomke, Stefan H., and Ashok Nimgade. " BMW AG: The Digital Car Project (A)." Harvard Business School Case 699-044, November 2001. (Revised from original November 1998 version.)
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Supplement
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2001
BMW AG: The Digital Auto Project-An Interview With Chris Bangle, Head of Global Design
Stefan H. Thomke
Chris Bangle describes how BMW is trying to reduce its development time by half with the aid of computer-aided technologies. To leverage these technologies in the very competitive automotive industry, he talks about how BMW is faced with the challenges of changing its processes and organization and to gradually building new development capabilities.
Keywords: Interpersonal Communication;
Management Practices and Processes;
Time Management;
Product Development;
Organizational Change and Adaptation;
Problems and Challenges;
Competition;
Information Technology;
Auto Industry;
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Supplement
| HBS Case Collection
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2001
Millennium Pharmaceuticals, Inc. (B)
Stefan H. Thomke and Ashok Nimgade
Supplements the (A) case.
Keywords: Pharmaceutical Industry;
Biotechnology Industry;
Cambridge;
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Case
| HBS Case Collection
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2001
(Revised from original 1999 version)
Millennium Pharmaceuticals, Inc. (A)
Stefan H. Thomke and Ashok Nimgade
Focuses on Millennium's strategy to grow and revolutionize drug development through the use of new technologies such as genomics. Describes how Millennium Pharmaceuticals--a fast-growing biotechnology firm in Cambridge, MA--has used strategic alliances to finance the development of technology platforms based on the latest breakthroughs in genomics. As the firm considers developing pharmaceutical drugs itself, they face a number of challenges: 1) Can they revolutionize drug development by making it more predictable, faster, and less costly? 2) How should they select their alliances such that they move closer to becoming a pharmaceutical firm and still attract the funding needed for their strategy? 3) How can they continue to grow rapidly and attract and retain some of the best minds in the pharmaceutical industry?
Keywords: Cost Management;
Financing and Loans;
Medical Specialties;
Retention;
Growth and Development Strategy;
Time Management;
Product Development;
Problems and Challenges;
Alliances;
Technology;
Biotechnology Industry;
Pharmaceutical Industry;
Cambridge;
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Exercise
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2000
Developing Products on Internet Time: A Process Design Exercise
Stefan H. Thomke
This team exercise allows students to experience some of the dynamics of developing products in the fast-paced Internet environment and was inspired by the browser war between Netscape and Microsoft. Designed to be taught in a single class session, the exercise introduces various sources of uncertainty (e.g., various press releases, different team sizes) that make the task of designing a development process particularly challenging. Student teams have to make decisions on organization, features, milestones, testing, and integration in a period of about 30 minutes and present their results to the rest of the class.
Keywords: Product Development;
Internet;
Problems and Challenges;
Risk and Uncertainty;
Design;
Decisions;
Management Practices and Processes;
Integration;
Organizations;
Competition;
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Case
| HBS Case Collection
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1999
Project Dreamcast: Serious Play at Sega Enterprises Ltd. (B)
Stefan H. Thomke and Andrew Robertson
Supplements the (A) case.
Keywords: Entertainment and Recreation Industry;
Computer Industry;
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Case
| HBS Case Collection
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1999
Project Dreamcast: Serious Play at Sega Enterprises Ltd. (A)
Stefan H. Thomke and Andrew Robertson
Focuses on the ongoing competitive battles in the global home video game market that is estimated to exceed $15 billion by 1999 in the United States and Japan alone. Describes how Sega Enterprises has redesigned its development processes to create a revolutionary 128-bit video game console (named Dreamcast). Having lost its leading position in an accelerating market to Sony's Playstation console, Sega is trying to reclaim its former position through an aggressive entry strategy in the Japanese market. Integral to this strategy is the ability to bring its Dreamcast console to market rapidly and to manage its relationships with independent game developers. Focuses on: 1) hardware and game software development, 2) the role of market share in an environment of increasing economic returns, and 3) the dynamics of market entry strategies as a function of development capabilities and competitive responses.
Keywords: Games, Gaming, and Gambling;
Competitive Strategy;
Technological Innovation;
Growth and Development Strategy;
Partners and Partnerships;
Product Development;
Business Growth and Maturation;
Market Entry and Exit;
Sales;
Entertainment and Recreation Industry;
Computer Industry;
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Background Note
| HBS Case Collection
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1999
Learning from Projects: Note on Conducting a Postmortem Analysis
Stefan H. Thomke and Steven Sinofsky
Describes how firms can learn from projects through postmortem analysis. Focuses on the step-by-step process of preparing and running a postmortem meeting as it is done at Microsoft and other software developers.
Keywords: Conferences;
Management Analysis, Tools, and Techniques;
Projects;
Software;
Information Technology Industry;
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Teaching Note
| HBS Case Collection
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1999
Managing Experimentation: Module Overview Note for Managing Product Development(Note for Instructor)
Stefan H. Thomke
Describes the conceptual foundations and pedagogy for a module on managing experimentation in the development of products and services. The module has been taught in the second-year elective MBA course Managing Product Development. The purpose of the module is to help students learn how development activities should be structured, organized, and led such that they fully leverage the potential of new and evolving technologies that are changing the economics of experimentation. The material addresses many issues that need to be understood to manage experimentation activities successfully, ranging from structured experimentation to managing experimentation processes under technological change. Although the material is designed for a general management audience and requires no prior technical training, these new technologies have been thoroughly explained at a level that is sufficient for understanding and appreciating the managerial complexities involved. At the same time, students with technical backgrounds will find the material not only enriching but also relevant to their own career ambitions.
Keywords: Transition;
Business or Company Management;
Product Development;
Personal Development and Career;
Science;
Technology Adoption;
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Case
| HBS Case Collection
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1999
(Revised from original 1998 version)
Product Development at Dell Computer Corporation
Stefan H. Thomke, Vish V. Krishnan and Ashok Nimgade
Describes how Dell redesigned its new product development process after experiencing a major product setback and a significant decline in firm profits in 1993. Dell's new process is challenged during the development of a new line of portable computers when the incoming head of portables has to manage the risk of using a new technology. This case focuses on: (1) product development process design, (2) the costs and benefits of flexibility and structure in uncertain environments, and, (3) managing development risk during and after a financial and market setback.
Keywords: Cost vs Benefits;
Profit;
Managerial Roles;
Risk Management;
Product Development;
Business Processes;
Problems and Challenges;
Risk and Uncertainty;
Hardware;
Computer Industry;
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Case
| HBS Case Collection
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1999
(Revised from original 1998 version)
Microsoft Office: Finding the Suite Spot
Stefan H. Thomke and Steven Sinofsky
Describes a key decision-making process within Microsoft's Office products division. At a time when the PC software business has a great deal of uncertainty, Microsoft's management has to make a key decision regarding the future of software suites. A strengthening of suite development as a common platform would require significant organizational, process, and strategic alignments that may weaken the individual software divisions. Focuses on: 1) software development, with an emphasis on multi-applications suites; 2) different models of product innovation (common platform versus individual elements); 3) managerial challenges in aligning processes and the organization of several independent development units.
Keywords: Decisions;
Software;
Strategic Planning;
Organizational Design;
Organizational Change and Adaptation;
Product Development;
Managerial Roles;
Growth and Development Strategy;
Risk and Uncertainty;
Goals and Objectives;
Multi-Sided Platforms;
Innovation and Management;
Computer Industry;
Information Technology Industry;
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Background Note
| HBS Case Collection
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1998
(Revised from original 1998 version)
Note on Lead User Research
Stefan H. Thomke and Ashok Nimgade
Describes the Lead User concept and method (step-by-step) with brief examples from industrial practice.
Keywords: Customers;
Management Practices and Processes;
Industry Growth;
Citation: Thomke, Stefan H., and Ashok Nimgade. " Note on Lead User Research." Harvard Business School Background Note 699-014, October 1998. (Revised from original August 1998 version.)
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Background Note
| HBS Case Collection
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1998
(Revised from original 1998 version)
Note on New Drug Development in the United States
Stefan H. Thomke and Ashok Nimgade
An overview of the new drug development process in the United States, using the migraine drug Imitrex as an illustrative example.
Keywords: Product Development;
Research and Development;
Health;
Pharmaceutical Industry;
United States;
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Case
| HBS Case Collection
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1997
STOCKO Singapore Pte Ltd.
Stefan H. Thomke and Paul Pospisil
Keywords: Singapore;
Citation: Thomke, Stefan H., and Paul Pospisil. " STOCKO Singapore Pte Ltd." Harvard Business School Case 697-059, January 1997.
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Teaching Note
| HBS Case Collection
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1996
Design for Manufacturing: An Exercise TN
Stefan H. Thomke
Citation: Thomke, Stefan H. "Design for Manufacturing: An Exercise TN." Harvard Business School Teaching Note 696-072, June 1996.
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