Piloting the Rocket of Radical Innovation

Abstract

OVERVIEW:The personalities of individuals involved in the early stages (or “fuzzy front end”) of new business development have been found to be as important as the process itself. NBD analysts with Myers Briggs Type Indicator® (MBTI)-based preferences for intuition(“N”) and thinking (“T”) score highest on a Rainmaker-IndexSM (1). Those in the top third of the Index generated 95 times more profit than those in the bottom third ($8,230,000 vs. $87,000 per analyst), when rigorously coached in the same NBD staged-gate process. Further, 32 of the 33 NBD recommendations from the opportunity analysts made money. This represents a success rate of 97 percent vs. 11 percent when moving from Stage 4 to Stage 7 on the “universal success curve.” Fixing the fuzzy front end ofstaged-gate NBD processes in this way has led to increases in NBD speed and effectiveness of more than 900 percent, by achieving near-perfection in commercialization rates.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 97 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.