Emerging technologies associated with Industry 4.0 require such dynamic management methods that solutions based on conventional methods are sometimes not acceptable. Under this premise and with the help of process reengineering, it was determined of interest to carry out a study applying a novel tool to projects in the industrial design environment, obtaining exceptional results. Said tool was the agile Scrum methodology, a priori exclusively used for ICT environments, characterized by the incorporation of the client into the process, flexible planning, teamwork, acceptance of failure and the diffuse profile of the objective in its early stages. stages. These characteristics make it possible to respond to the requirements of industrial creativity such as the need to fail quickly, cheaply and frequently. Developing a new mixed work model arises from the verification of the existence of incompatibilities between predictive and agile methodologies, a model of which its viability has been verified through three years of empirical study. The answer sought has not been to facilitate WHAT update a product requires but HOW the next update should be carried out, favoring the work of industrial design managers to obtain both the success of the project object and the success of the project. For practical development, we have worked in a university environment linked to business projects, with the participation of 150 students and engineers, obtaining 14 prizes in national and international design competitions. The results of the empirical study demonstrate the viability of optimizing industrial innovation through a combination of double gates governed simultaneously by the project manager and the project object manager (product owner). Keywords: Innovation, Industry 4.0, Project management, Agile methodologies, Industrial design.