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Quick Insights

Management, Process or Team-focused: The Pros and Cons of Three Organizing Principles for NPD Locked

Quick Insight | Posted: 2008-06-05

Bob Becker, a former Senior Vice President of Engineering and Operations for Mercury Computer Systems, observes that for any given project, an organization may rely chiefly on the project's Management ("M"), on Processes ("P"), or on the power of the Team ("T").” While each of these factors exist in any project, Becker finds that one of them tends to be the governing principle in different product development organizations.

New Metrics for Intellectual Asset Management: Getting Traction from the IP Portfolio

Quick Insight | Posted: 2008-05-20

“While intangible assets (including patents) comprise an increasingly high percentage of corporate value, only 30% (at best) of patents actually provide profitable returns.” So says Amy Achter, Director, Corporate Intellectual Asset Management at Kimberly-Clark. Achter, with Paul DiGiammarino CEO of Anaqua, has authored an article in Intellectual Asset Management (IAM) Magazine (“New Metrics for Changing Times,” April/May 2008) focused on how large IP owners are getting traction from their IAM strategies. In addition to reporting that only about one third of patents provide profitable returns, Achter also provides benchmarks for a managed patent portfolio.

Goldense Group Inc. Survey Shows Industry Shifting from Monitoring Metrics to Corporate Performance Metrics: Part Five of a Five Part Series – RD&E Metrics Used in Industry

Quick Insight | Posted: 2008-05-10

Goldense Group Inc., (GGI), Needham, MA, has made available selected results from the 2008 edition of its biennial survey of Product Development and R&D practices. The survey has examined the top R&D metrics used in industry over the course of the past decade. A table showing the percentages of respondents reporting the use of each metric in 1998 and in 2008, and the difference between the two percentages shows a clear trend away from monitoring metrics to performance metrics for R&D

Consumer Goods Provider Reckitt Benckiser Creates Strong Brands with Open Innovation Locked

Quick Insight | Posted: 2008-04-23

Reckitt Benckiser is a consumer goods provider of such brands as Woolite, Air Wick, and Vanish. At an April 2008 conference, Reckitt Benckiser’s Tim Cusack discussed his company’s aggressive approach to Open Innovation (OI). Cusack reported that his company has the lowest R&D spend as a ratio to sales in its industry, while generating the highest output among its peers. Open Innovation is one of the strategies helping the company to leverage its internal capabilities and outperform competitors.

Ocean Tomo Auction Sets World Record for the Highest Selling Price for a Patent Lot Locked

Quick Insight | Posted: 2008-04-23

Ocean Tomo Auctions, LLC the auctions arm of Ocean Tomo, LLC, the leading Intellectual Capital Merchant Banc firm – announced on April 4, 2008 the record-breaking results of its Spring 2008 Live Intellectual Property (IP) Auction held on April 2nd at The Ritz-Carlton San Francisco. Cumulative sales, including buyer’s premium, totaled $19,629,500. One noteworthy IP portfolio owned by the subsidiary of a large multi-national corporation, sold for $6,600,000, setting a new world record for the highest selling price for a patent lot at a multi-lot live IP auction.

Types of Patent Searches in the Product Development Process Locked

Quick Insight | Posted: 2008-04-09

A summary of the types of patent searches conducted over the course of a typical product development process createdWilliam F. Heinze, an Atlanta-based Intellectual Property Attorney.

Why Process Improvement Efforts do not Achieve Their Full Value Locked

Quick Insight | Posted: 2008-03-14

Studies by such firms as Bain & Company and McKinsey demonstrate that up to 70% of executives believe that attempts to improve business processes have not produced the expected return on investment. However, improving processes remains an important priority for firms across industries. An internal study conducted by consultancy Stat-A-Matrix and focused on Voice of the Customer, showed that although managers were satisfied with the available tools they questioned the sustainability of existing process improvement initiatives. The study suggested that the key to success was not the tools themselves but the quality of the execution.

Going for 'Big Hits' - effective techniques for repeatable innovation Locked

Quick Insight | Posted: 2008-03-03

Well-known NPD gurus Bob Cooper and Scott Edgett spend a lot of time working with folks who aim for winning products with high ROI. Easier said than done. Breakthroughs are rare - mostly one-offs - withfew clearrepeatable processes. In anew survey of 160 companies,Cooper and Edgettlooked at which ideation techniquesare used most commonlyand which are most likely toenable repeatable innovation.

Quick Insights from CoDev: Measuring and Increasing the ROI of Open Innovation Locked

Quick Insight | Posted: 2008-02-28

At a recent executive sessionheld at CoDev ’08, Henry Chesbrough, Executive Director of the Center for Open Innovation at UC Berkeley's Haas School of Business (and author of the recent books Open Innovation and Open Business Models), and Kevin Schwartz, principal consultant for PRTM,discussed profitability and embedding OI across the enterprise. This Quick Insight presents several key diagnostic questions andskills necessaryfordeveloping a successful OIculture.

Tactical vs. Strategic Metrics - Why team mood is a better leading indicator than TTM Locked

Quick Insight | Posted: 2006-10-12

Business Week recently featured an article on innovation metrics. Product Development expert Preston Smith responded to the article with the following observations. There are two quite distinct types of product development metrics, which I call strategic and tactical. Strategic metrics should reflect your corporate values or objectives, and they are by nature long-term measures. Tactical metrics are for improving or maintaining a certain aspect of performance, and they should have a short-term time scale.

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