Learning from Post-project Reviews: A Cross-Case Analysis

Every new product development (NPD) project should not only deliver a successfulnew product but also should generate learning for the organization. Postprojectreviews (PPRs) are recognized by both practitioners and academics as anappropriate mechanism to stimulate and capture learning in NPD teams. However,relatively few companies use PPRs, and those that do use them often fail to doso effectively. Although they are widely perceived to be a useful tool,empirical research on how PPRs are typically organized and the learning thatresults is limited. The present article addresses this gap in the extantknowledge and describes five in-depth case studies, which were conducted atleading companies in Germany. A detailed investigation was made of how PPRs areconducted and of the type of learning that can result. Three main sources ofdata were used for each case: company documentation, in-depth interviews withmanagers responsible for NPD, and observation of an actual PPR. The differentdata sources enabled extensive triangulation of data to be conducted and a highdegree of reliability and validity to be achieved. The analysis enabled a numberof key characteristics of the way PPRs are managed to be identified. Variouscharacteristics of PPRs influence their utility, such as the time at which theytake place and the way discussions are moderated. In addition, the data showthat participants in the discussions at PPRs often use metaphors and stories,which indicates that PPRs have the potential to generate tacit knowledge.Interestingly, the data also show that there are various different ways in whichmetaphors and stories appear to stimulate discussions on NPD projects. Based onthe cross-case analysis, a wide range of implications are identified.Researchers need to investigate PPRs further to identify how they can generatetacit and explicit knowledge and support project-to-project learning. Thegeneration of tacit knowledge in NPD is a topic that particularly needs furtherinvestigation. The research also led to a range of recommendations forpractitioners. Companies need to strongly communicate the purpose and value ofPPRs, to run them effectively to stimulate the maximum possible learning, and todisseminate the findings widely. PPRs have the potential to create and transferknowledge amongst NPD professionals, but, as they are seldom currently used,many companies are missing an important opportunity.