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Research | Posted: 2012-02-22
An overview of the practices of open innovation leaders such as Procter and Gamble, Clorox, Nokia and more.
Research | Posted: 2009-06-09
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.
Research | Posted: 2009-03-20
Wayne Mackey has been a Principal with Product Development Consulting, Inc. (PDC) since 1997. Prior to joining PDC, he worked for 20 years in the high tech, aerospace and automotive fields. Mr. Mackey has worked as a senior scientist, program manager, engineering manager, and systems engineering manager. His expertise is grounded in the leadership of large engineering, manufacturing, and procurement organizations. In this interview, Mackey reviews the current state of R&D metrics, their use and misuse, and discusses how metrics can be optimized by returning to basic principles. He discusses how to turn metrics into useful tools for product development improvement and outlines the three most important steps for managing a metrics program. He also cites three leading-edge metrics for product development organizations. (5 pages)
Research | Posted: 2008-12-05
This conference summary presents the major points of keynote talks by James Luckman and Don Reinertsen who spoke of a second-generation of lean implementation that expands the range of lean practices beyond what can be learned from manufacturing. Case studies from such firms as Pfizer, Steelcase, and Altec underline the challenges and opportunities of lean product development and provide details of successful lean implementations. The conference emphasized a) the importance of learning and problem-solving in the lean organization; b) focusing on system-wide improvements – sometimes caused by relatively small changes; and c) communicating and disseminating lean principles throughout the organization.
Research | Posted: 2008-11-13
A listing of resources available for technology sourcing
Research | Posted: 2008-11-13
Highlights and tips on Technology Sourcing and Open Innovation from companies like IBM, P&G, Corning, Nokia, Johnson & Johnson and others that have strong innovation cultures, and continue to look outside for sourcing new technologies. These companies are going beyond their core, exploring new markets, and investing in other companies. Their outreach is global, their strategic thinking is long-range.
Research | Posted: 2008-09-04
The pressure to cut cycle times and resource budgets, coupled with the flood of competitive products, has pushed growing numbers of organizations to conclude that innovation is too important to leave to R&D alone. At Procter & Gamble (P & G), this conclusion resulted in a proactive approach to connecting with innovation resources around the globe that P & G calls Connect and Develop. This program has enabled the company to develop a greater number of products and speed them to market faster than ever. This article explores briefly how Connect and Develop defines strategic needs, solicits responses from its user network, and processes this input. It describes how P & G uses multiple resources and channels to solicit new ideas and emphasizes the back-end of this process for open innovation. The piece concludes that communication, triage, and review capabilities are key success factors for a focused, formal process for open innovation. (5 Pages)
Research | Posted: 2008-08-08
"Good teams fail all the time, and it’s not because they are inadequate or lack the talent or knowledge to do the job. It’s because they follow the classic team approach of focusing internally." So says Deborah Ancona, a Professor at the MIT Sloan School of Management, Faculty Director of the MIT Leadership Center, and a consultant to such companies as AT&T, BP, Vale, Merrill Lynch, and Newscorp. In this presentation, Professor Ancona presents X-Teams, a new model that illustrates how teams can become engines of innovation and execution through fostering an external focus and external action. Challenging theconventional wisdom that successful teams focus on internal dynamics, Ancona builds on twenty years of research to show that high performance teams make external activity a top priority. Drawing on examples from BP, Microsoft, Newscorp, and HP, Ancona describes how to identify the attributes of high-performing, innovative teams; how to create teams that are a vehicle for leadership development; how to rapidly develop X-teams in your company; and how to build an infrastructure of innovation in your organization. (20 slides with audio)
Research | Posted: 2008-07-04
While a select group of leading companies have successfully adopted open innovation, demonstrating impressive results, many others are moving slowly or stumbling along the way. Many companies equate open innovation with technology scouting. While scouting remains important, open innovation is much broader incorporating partnerships and informal relationships with networks of external innovators. Fostering these networks is an ongoing process that requires a company to approach business in a fundamentally different way, both externally and internally. In this June 2008 presentation, Mike Docherty, CEO of Venture2, provides an introduction and framework for creating and managing a network of external innovators. This presentation provides case studies demonstrating successful open innovation networks, as well as a straightforward approach to planning, structuring and managing external innovation partnerships to drive internal growth. In this presentation Docherty discusses the importance of moving beyond a narrow focus on technology scouting; defining strategic intent and developing network charters; a framework for creating and managing networks of partners; and how to structure collaborative pilots to harvest opportunities for innovation. (46 slides & audio)
Research | Posted: 2008-05-02
In today’s global economy, Intellectual Property (IP) may be a company’s most valuable asset. To best leverage this asset, leading firms are using a tool called Patent Analytics to assess the competitive technology landscape and make strategic decisions about what technologies to invest in, when (and with whom) to partner or license, and which markets to pursue. This presentation, by technology innovation expert Tom Blailock, provides an overview on how to use Patent Analytics including case examples and multiple approaches. This presentation covers: using a journalistic approach to develop the technology story; setting up the technology landscape assessment; white space; alternative solutions; search techniques; "Draining the Lake" and related metaphors; case examples and demonstrations. (44 slides)