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Study Suggests That Knowing Your Market (and Strategy) Is A Key to Successful Open Innovation Locked

Quick Insight | Posted: 2009-01-23

A 2008 study examining open innovation in the food industry suggests how external partnering may be employed in a way that creates the greatest amount of strategic leverage. The research shows that it is possible for product developers to gain technological capabilities through partnering with external parties, but that this alone does not guarantee a pay-off from open innovation. The research suggests that outcomes from open innovation are highly dependent on market type; the key is to know your market and to discern the method of open innovation that best suits it.

New Research Finds That Suppliers and Customers Are Most Common Open Innovation Partners; Licensing Limited to a Few Industries Only Locked

Quick Insight | Posted: 2009-01-16

A December 2008 working paper of the Organization for Economic Cooperation and Development identifies some key characteristics of open innovation across countries and across industries. The paper by authors Koen De Backer, Vladimir Lopez-Bassols, and Catalina Martinez (“Open Innovation in a Global Perspective – What Do Existing Data Tell Us?” Directorate of Science, Technology and Industry) notes the lack of empirical, systematic research into open innovation, observing that most of the existing research is based on case studies. The paper also discusses open innovation in light of the increasingly international scope of R&D and innovation, leading to the appearance of global innovation networks.

"Are We Working on the Right Projects?" Value Stream Mapping at Altec Industries, Inc. Locked

Quick Insight | Posted: 2009-01-09

By 2007, Altec, a provider of equipment for the electric utility, telecommunications and contracting industries found that its product engineering teams were struggling with heavy backlogs of projects. Teams had little way of knowing either the full extent of the backlog or whether they were “working on the right things.” Requests for work continually poured in, often displacing earlier requests; workflow might be dictated by the perceived urgency of a particular problem, without regard for what was waiting further back in the queue. At a recent conference, Judd Clark, a principal engineer with St. Joseph, MO-based Altec Industries, Inc., described how his firm used value stream mapping to help to manage its pipeline of engineering projects.

Goldense Group Inc. Survey Finds Product Development Managers Focused More on Execution than Innovation: Part Three of a Five Part Series - Innovation Identity

Quick Insight | Posted: 2008-12-30

Goldense Group Inc. [Needham, MA] published its fifth biennial research study on leading practices in R&D/Product Development in May of 2008. The latest survey focused on innovation: its strategies, tactics and operations. This article continues a monthly series presenting select findings from the GGI Survey. In the innovation identity portion of the survey, GGI examined the branding of product development processes and whether or not the term “innovation” has made its mark on process branding. First, the questionnaire explored whether the name, phrase, acronym or icon used to describe the product development process emphasized innovation or execution, or attempted to balance the two. The questionnaire then explored whether the product development process nomenclature contained the word “innovation” or a synonym such as “invention,” “creation,” “ideation” or some other term, and whether the nomenclature had changed since 2002 to include the word “innovation” or a synonym. The questionnaire also explored the degree to which the process was actively or passively promoted, both externally and internally, regardless of process nomenclature. The survey found that product development managers are still emphasizing execution more than innovation.

Getting the Most From Technology Assets: Evaluating Technology and Assessing the “IP Landscape”

Quick Insight | Posted: 2008-12-19

At a recent Management Roundtable conference Technology Sourcing for Faster Innovation & Business Growth (October 29-30, 2008, Boston, MA), Dr. Paul Germeraad, President, Intellectual Assets, Inc., discussed evaluating and maximizing the value of assets – internal and external. In his presentation, Dr. Germeraad presented a tool that can help companies assess the business value of technology. He also stressed the importance of researching what he calls “the Intellectual Property (IP) Landscape” – the overall IP environment around a given technology.

Open Innovation in a Tough Economy: Two Approaches to Ideation Locked

Quick Insight | Posted: 2008-12-12

A recent Management Roundtable conference, Technology Sourcing for Faster Innovation & Business Growth (October 29-30, 2008, Boston, MA), explored numerous approaches for integrating ideas derived from external sources with internal development processes. Insights offered by representatives from Avery Dennison and Corning, Inc. focused on the ideation process.

Six Key Methods For Voice of the Customer Research Locked

Quick Insight | Posted: 2008-12-05

A 2008 article by renowned product development expert Robert G. Cooper and his co-author Scott J. Edgett (“Maximizing Productivity in Product Innovation,” Research Technology Management, March-April 2008) suggests that Voice of the Customer (VOC) is one of the differentiators between high and low productivity innovators. Cooper and Edgett describe six major ways that productive innovators gather VOC information, some obvious and some less so. Equally important than naming the methods, the authors also suggest ways to apply them.

From Ignition to Wildfire: Lean Product Development at Pfizer Locked

Quick Insight | Posted: 2008-11-28

Participants at an October 2008 conference on Lean Product Development (Profiting From Lean Product Development: Toyota Methods and Beyond, Chicago, IL) heard a broad cross-section of speakers assessing the lean landscape for product development today – and tomorrow. The conference demonstrated that for all the insight and knowledge accumulated thus far, lean product development is still in its infancy. However, with budgets facing growing pressure and new constraints daily, lean practice offers an expanding set of opportunities for leveraging thin resources. It also points the way toward more effective decision-making that can reduce risk. In a case study presented at the conference, Dr. Terence Barnhart, Senior Director for Strategic Management at Pfizer Global Research and Development, reported that lean methods had contributed toward both leveraging resources and reduced risk in the form of a substantial cut in product development lead times. This article is available to registered users of FastTrack. Please note that becoming a registered user of Fast Track is free, and every month we make exclusive, member-only, Fast Track articles available to our registered users. Join Today!

Goldense Group Inc. Survey Reveals Rapidly-Growing Trend Toward Greater Discipline In Earlier Stage Research: Part Two of a Five Part Series – Innovation Processes

Quick Insight | Posted: 2008-11-21

Goldense Group Inc. [Needham, MA] published its fifth biennial research study on leading practices in R&D/Product Development in May of 2008. The latest survey focused on innovation: its strategies, tactics and operations. This article begins a monthly series presenting select findings from the GGI Survey. In the innovation processes portion of the survey, GGI examined the types of R&D activities in which respondents were engaged and whether or not respondents had documented processes or guidelines to control them. The research found that there is growth in early-stage R&D activities and that companies are supporting these activities with new process-ware.

New Research Examines Development of Open Innovation In the Food Industry Locked

Quick Insight | Posted: 2008-11-17

A recent study of the food industry examined the development of open innovation as a key startegy in this sector. It examined successes in this area and indicated areas for further maturity and development in the future

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