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40% of new products that make it to market deliver disappointing results and fail to meet customer promises.

These are only including the products that launched — not the products that don't make it out of the development stages.

Two out of every five products deliver disappointing results. But why does this happen?

Keep reading and discover the solution to these product development challenges...

1. Wrong Product: Poor Product-Market Fit

Poor Perfomance

Missing Features

Poor User Experience

Low Reliability

You can reduce this risk dramatically by focusing on collecting good customer and market research early on. Using the right innovation project accelerant uncovers the early Knowledge Gaps about a product or market before a large investment is made. It exposes not only the technical challenges of physical product development, but also the customer research that needs to be done in order to ensure a good product-market fit.

2. Wrong Time: Project Delays & Overloaded Resources

Missed Launch Dates

Faster Competitors

Lack of Resources

Over half (55%) of project managers cite budget overrun as a reason for project failure. When resources are still tied up on previous programs, new teams cannot move forward as fast as they need, and they are tempted to take shortcuts that cause problems later. When you have the ability to launch products on time, you hit market windows, beat your competitors to market, and set up future programs for success.

3. Wrong Price: Late Design Changes That Add Cost & Quality Risk

High Development Costs

High Production Costs

High Warranty Costs

Only 11% of organizations reported that all of their products met 100% of defined internal launch targets. Using a robust project management framework that's specifically designed for the challenges of physical product development can help ensure teams maintain cost targets all the way through commercialization.


The Link Between Disappointment and Decision Making

Your Key Decisions are the things that are high impact and hard to change.

These are the decisions that have to be right if you want to deliver the right product, at the right time, with the right price.

If you have to change them late in development, they will trigger costly rework loops that cause project delays, cost overruns and disappointing results.

Poor Decisions Are the Root Causes of Disappointing Results


Do any of these things sound familiar?

These are problems that many physical product development teams face.


  • Your product launch is delayed far past your plan, putting you at risk of missing a market opportunity.
  • Your teams are going over budget with cost overruns because they're fixing problems that weren't discovered until late development cycles.
  • Your last product had lower sales than expected, and company executives are unhappy with the results.
  • Your warranty costs are much higher than anticipated — customers are experiencing problems after your product has been shipped.
  • Your last product completely failed to launch due to late found defects — wasting resources and putting you on the hook for a failed product.
  • Your company's reputation is damaged from a low quality product, and there's disappointment across your organization.

How did Gallagher Group rebuild their team's confidence and their ability to get the right products to market faster?

Gallaghers' teams gained a new level of confidence across their organization, and so can you.

When your engineering teams deliver the right product, your sales teams have an easier time selling it.

When your teams are more sure of their decisions, they're more engaged and do higher quality work.

When your leaders are given the information they need to make good decisions, they demonstrate the value of product development and innovative R&D to the whole organization.

Your teams can get the speed and agility that accelerates high-performing organizations past the rest.

Talk to an Expert in Accelerated Physical Product Development for Free

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Why do companies like yours choose to work with us?


Every company can't use the same project management method. Physical product innovation is inherently high uncertainty and high cost of change. This is why you need to work with someone who understands the challenges of physical product development.

Should your project managers memorize the PMBOK and become PMPs? Should they study Scrum and become Certified Scrum Masters? What better alternatives are there?

Here are 7 reasons why people choose Rapid Learning Cycles over alternative ways to accelerate development:


A system designed by a recognized leader in physical product development that has led teams to successful product launches for more than a decade.


A framework that addressed the challenges from proof of concept all the way to industrialization.


Real world results of 100's of products successfully launched in a wide array of industries.


Real-time knowledge capture, platform architecture and knowledge capitalization that leverages knowledge across programs and eliminates the waste of reinvention.


A solution that proactively eliminates risk so that leaders can make more confident decisions about the products in their portfolio.


The ability to be more agile — faster, flexible and more responsive — without being bound to Agile Software methods that didn't fit for the work they do.


A proven solution that would integrate into their current PDP without changing what worked or rebuilding their entire product development system.

The Rapid Learning Cycles Framework
An Accelerant for Your Programs, from Idea to Launch

The Right Fit

Traditional and digital-focused PM methods do not work out of the box like a solution tailored specifically for advanced physical product development teams.

A Proven Pathway

You'll use a proven framework that's been successfully implemented by companies whose products you probably have in your home right now.

Past Experience

We have over a decade of experience in physical product development, project management, and R&D consulting. We've seen the problems before, and helped teams who've been stuck, or just want an optimized PDP.

A Small or Large Scale Solution

We've helped teams from startup and mature companies in industries from medical technology devices and consumer appliances to a nuclear power plant project that secured a $300 million grant.

Easily Integratable

You'll find a place for the framework within your existing processes, and remove the things that aren't working for your teams. You won't have to change what is working for you, or experience switching costs of using a new method.

Books by Katherine Radeka, CEO & Founder of Rapid Learning Cycles Institute, to explore the framework.

”When you can get your best ideas to market faster,
you and your teams win, your company wins,
and your customers win.”

About Katherine Radeka


Katherine Radeka is the Founder and Chief Executive Officer of the Rapid Learning Cycles Institute, and supports a growing global community of Rapid Learning Cycles Certified® Professionals who are actively using the framework to get their best ideas to market faster.

She has worked with companies on every continent except Antarctica, and in industries from aerospace to medical devices, pharmaceuticals to consumer electronics and alternative energy.

In 2015, Katherine published the first edition of The Shortest Distance Between You and Your New Product. Her book High Velocity Innovation was published in Fall 2019 by Career Press. Her most recent book, When Agile Gets Physical, was published on April 6th 2022 and was co-authored with long time colleague Kathy Iberle.

Katherine has climbed seven of the tallest peaks in the Cascade Mountains and spent ten days alone on the Pacific Crest Trail until an encounter with a bear convinced her that she needed a change in strategic direction.

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Hear From Other Organizations About Their Experiences
Using Rapid Learning Cycles:

In this short video, Justin White of Gallagher Group shares his experience with a high velocity decision made at the right time, with the right person and the best available knowledge.

"The Rapid Learning Cycle plans itself are fantastic. But the outcome of that is that you build this knowledge. We recently started a project that was a continuation or an advancement of a previous project.

Straight away, they could review a lot of previous rationale of why we actually got to where we are at the moment, and were able to basically take it up and run with it without having to do a lot of rework or potentially covering old ground. It was just, we knew exactly why we had got to where we were."


Kieran O'Mahony, Trimax


Celia Cheng, SunPower / Maxeon


"I think we were expecting to get products out faster. The Rapid Learning Cycles framework has actually done a lot more than that. I think it has gotten the right product out faster, because with every decision there's discussion and thought, and it's a very thoughtful decision that happened."

"For me, the most interesting thing in this concept was that you are documenting the knowledge life as you are building it. oe don't need to invest some extra time later on documenting the knowledge that you build. That was what we expected to get from it, and we actually got it."



Michał Witkowicz, Sonion

Victor Sluiter, Saxion University

"I've been in industry, in academic research and in applied research. All this time I've been searching for development methods that fit the kind of job I'm working on. I've always been attracted to some kind of agility, but most software-based approaches aren't a nice fit with hardware. In my time at Universiteit Twente I worked together with Cor Meijneke on a planning where he did the "agility" and I tried to keep track of long term planning.

I still look back positively to what we did back then, but it had quite some drawbacks. I tried EVO (by Kai Gilb), which helped me greatly by using Planguage for requirements, and Impact Estimation Tables for mapping solutions, but in a very rapidly changing research environment, I missed a way to actually find what was important and still do some planning.

In 2019 I found a method "Rapid Learning Cycles" by Katherine Radeka, and in the past few years I've heard more companies we work with that use it. I think it fits the low-TRL-with-hardware-work we do as a research group really well.

Last December I took a course led by Ingvar Hendriks, and after doing my homework and taking an exam I managed to pass the exam, so now I'm officially "Rapid Learning Cycles Certified® Global Project Leader"! We're now doing our first pilot in the CHARISMA project."

Join our Rapid Learning Cycles community to get articles and videos tailored for those new to the framework.

Or, sign up for our Agile for Hardware Development email series that puts the principles of Agile Software Development in context for people who work with physical products.


Talk to Katherine

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