Key Benefits

By participating in this conference, you will learn:

• How to avoid metrics overload and paralysis; how to select and implement an effective but manageable set of metrics for your organization's unique needs

• How to determine the right mix and number of projects in your portfolio – and stay focused on those projects that yield the highest return

• How National Semiconductor transformed its R&D metrics from reactionary based to a balance of output (results) and process (predictive) metrics

• The differences in scoring models and selection criteria for technology projects versus product projects

• How to measure hard-to-quantify variables including the value of R&D investments, intellectual property and product concepts

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"The...metrics conference provided the intellectual capitalist in all of us the opportunity to learn, ask, and network with a variety of corporations. This program was well worth it."
Ed Laben, Harley-Davidson

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• How 3M implemented a systematic analysis of new business-to-business offerings to develop metrics for screening and prioritizing opportunities and managing their realization

• How to use metrics to manage dispersed teams, partners and suppliers - what works, what doesn't

• How Medrad simplified its collection and review of metrics data - enabling early problem detection and efficient resource allocation adjustments

• How to measure and boost return on R&D investments

• How CNH Global coupled proactive and predictive metrics with risk management methodology to provide real-time decision making guidance at all organizational levels

• How to use metrics to move your organization along the path to higher levels of PD maturity

• How to make sure your metrics have unambiguous operational definitions that result in either control or strategic improvement

• How to use metrics to make real-time, agile decisions

• How to take corrective action to improve your current metrics program - troubleshooting strategies and organizational change approaches

• About a 9-step process for creating and implementing a strategic scorecard to link organizational strategy to the actions required for successful implementation

• How Eli Lilly transformed its cyclic portfolio review process to a real-time process to ensure efficient and effective resource allocation

• About Rogers Corporation's successful implementation of a toll-gate/concurrent product development process, portfolio review analysis and R&D process metrics to enable rapid new product development

• How to implement practical metrics – to effectively allocate and/or re-deploy resources