Hear Unilever, Nestle and Duane Morris talk candidly about their Open Innovation experiences

• George Wells, Director of Technology Transfer, Nestle Purina Petcare
• Roger Leech, Open Innovation Portfolio & Scouting Director, Unilever
• John Neclerio, Partner, Duane Morris LLP

For more  information on the content of the webinar and a link to hear this session for free, visit the codev website - click here.

Top 12 Tech Scouting Practices of Industry Leaders

Check out our FREE series “Top 12 Tech Scouting Practices of Industry Leaders” to see how leading companies are using effective technology scouting practices to accelerate growth.

Product & Technology Roadmapping

Does your organization have a clear innovation strategy that is understood and supported at all levels? Do you know where to focus R&D resources -- both short and long term? How emerging technologies and changing customer needs might affect future products? Management Roundtable's highly practical workshop, Product & Technology Roadmapping for Future Growth: Linking Markets, Products and Technology, offers answers to these questions and more. Led by Dr. Jay Paap, previous sessions received testimonials such as "One of the best courses I have ever taken..tools you can start using immediately, most definitely made an impact on our team." Next session will be held May 1-2, 2012 in Chicago, IL.

Voice of the Customer Research Technique that Works (Free Download)

Visiting customers can be a very effective way to gain insights that can help differentiate your product in the marketplace by discovering unmet customer needs that your next release can help address. However, it is important to conduct customer visits properly. Dr. Ed McQuarrie author of Customer Visits offers 16 tips to make your customer visits as effective as possible in this free download.

User Generated Metrics for Technology Scouting

An April 2009 Technology Scouting (TS) workshop, including representatives from such companies as Procter & Gamble, Unilever, Frito-Lay, Eastman Chemical, Ethicon Endo-Surgery, Inc., brainstormed a list of metrics for Technology Scouting. The exercise supported the observation that metrics are emerging as an increasingly important part of corporate venturing (or open innovation) programs in general and scouting programs in particular. In addition to listing input, output and throughput measures for corporate venturing, the article also compares these metrics to an approach to metrics presented by Nokia at another conference. To read more click here. [requires brief site registration or FastTrack Membership]

Are You Actively Monitoring More than 5 Metrics?

Nokia's Approach to Technology Scouting

Nokia's "venture capital-like approach" to scouting innovations for new business opportunities includes scanning for opportunities, screening and consolidating the best possibilities, and then validating each of them on both the technology and business sides. Read more here. [requires FastTrack Membership].

Top Ten Observations on Technology Sourcing and Open Innovation

Despite the current economic climate, the push for open innovation and growth shows no sign of letting up. In fact, if anything, it is becoming more important than ever. Companies such as P&G, IBM, Nokia, Kraft Foods, Corning and others are expanding their technology and opportunity scouting efforts. To read more click here. [requires brief site registration or FastTrack Membership]

Right-Timing Product Design Decisions....

In the best of times, developing new products is far from an exact science.  Small decisions can make a big difference in the success of a new product, but often important decisions are made on instinct because there is not enough information available at the time that the decision is made. Introducing "planned" flexibility into the process can help organizations make better decisions when more information is available. Read more here. [requires brief site registration or FastTrack Membership]

Lean Product Development, Spreading Like Wildfire

Pfizer has chosen to chart a path to lean implementation that is neither top-down nor bottom-up. Instead, it looks for ways to start small “fires” in the organization, observe the results, and then use internal networks to fan the flames. These internal networks also secure senior leadership buy-in in order to develop an integrated strategy. To learn more click here. [requires brief site registration or FastTrack Membership]