|Tipo di tesi||Tesi di laurea magistrale|
|Titolo||Integrazione Stage and Gate e Design Thinking: un modello ibrido per il processo di sviluppo prodotti|
|Titolo in inglese||Integrating Stage and Gate and Design thinking: a hybrid product development process|
|Struttura||Dipartimento di Scienze e Metodi dell'Ingegneria|
|Corso di studi||INGEGNERIA GESTIONALE (D.M.270/04)|
|Data inizio appello||2017-02-07|
|Disponibilità||Accesso limitato: si può decidere quali file della tesi rendere accessibili. Disponibilità mixed (scegli questa opzione se vuoi rendere inaccessibili tutti i file della tesi o parte di essi)|
|Data di rilascio||2057-02-07|
Lo scenario di sviluppo prodotti è diventato molto complesso. Le principali conseguenze della globalizzazione si riscontrano nell’aumento della concorrenza tra le imprese a livello globale e nella diminuzione del ciclo di vita dei prodotti. Le aziende, per rimanere competitive, si trovano a dover consegnare un nuovo prodotto ai loro clienti con un valore maggiore e più velocemente rispetto ai loro concorrenti.
Product development scenario has become very complex. The main consequences of the globalization are to be found in an increased level of competition among worldwide companies and a decreased product life cycles. Companies, to stay competitive, need to deliver new product with a higher value for their customer and faster than their competitors. In this scenario, companies should ask themselves if the linear product development process, The Stage and Gate process, that they have always used, is still competitive. Some progressive companies are trying to adapt to the aforementioned changes with new generation of idea-to-launch processes. In some cases, the models of product development processes adopted are just an evolution of the Stage and Gate model to a more flexible, adaptive and faster model, the Agile-Stage-Gate Hybrid model is an example. In other companies, instead, there is a switch to a very different system for product development process: The Design thinking approach. While scholars identified in separate studies pros and cons of the two methods, it seems that no research has investigated the coexistence of the two methods inside the same organizational context and whether there is the necessity of an integrated model. In order to do so, a study has been conducted in a company with a high product development rate. The company is mainly using the Stage and Gate process as a product development process and has recently made an attempt in implementing and integrating the Design Thinking into the organization. The aim of the study is to understand whether the pros and cons of the literature, identified for each method, correspond to the benefits and limits perceived by the company’s interviewees and to investigate in which relationship are the two methods to understand if they can be compared, integrated or are mutually exclusive. The results of the research show that the perceptions of the employees match the characteristics identified by the literature. Moreover, employees expressed confusion and frustration related to the recognition of overlapping of some activities among the two methods, and similar results obtained among parallel projects with a perception of wasted resources. In addition, from the data analysis an interesting balance emerged among the pros and cons of the two methods, where items have been identified as complementary. Results highlight a need for integration among the two methods.