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A Disciplined Process for Innovation: Armstrong's Marketplace Teams Clarify the Fuzzy Front End: Presentation Locked

Research | Posted: 2007-02-23

Presentation slides (56 pages) for the article: "A Disciplined Process for Innovation: Armstrong’s Marketplace Teams Clarify the Fuzzy Front End."

Co-Development Conference Highlights Intellectual Property, Shows Open Innovation a Maturing Strategy Locked

Research | Posted: 2007-02-18

A January 2007 conference on Co-Development moved the conversation about collaborative product development a notch forward. The conference participants and presenters took for granted that the business case for CoDev had been made. The focus has turned toward leveraging open innovation models and managing intellectual property (IP) around a core business strategy. Keynote speaker Henry Chesbrough, as well as other speakers from IBM, Kraft, Microsoft, Hewlett-Packard, Medtronics and others discussed such issues as the question of protecting and managing IP as a major building block of any open innovation opportunity; the growing range of open innovation options, various intellectual property strategies, and the business models that integrate both; developing a supplier capabilities matrix to help determine which suppliers showed greatest promise as co-development partners; forging an IP strategy to meet the challenge of creating a collaborative product based on customer experiences, and other issues around open innovation and IP. (5 pages) Related links: Special Report on Open Innovation Practices; CoDev Conference 2008

A Capacity-Based Governance Method for Improving Engineering Performance -- Presentation Locked

Research | Posted: 2007-02-05

Presentation for the audio session, "A Capacity-Based Governance Method for Improving Engineering Performance," January 24, 2007.

A Capacity-Based Governance Method for Improving Engineering Performance: Audio Session Summary Locked

Research | Posted: 2007-02-05

Related Links: Audio | Transcript (19 pages) | Slides(24 slides)In this audio session, Ross Seider, a senior partner of On-Fire Associates describes a visual, spreadsheet-based model for capacity governance that looks at capacity planning from the standpoint of the complete project portfolio. This capacity management process creates a visualization that allows participants to prioritize activities, allocate resources, and evaluate shifting resources. Eventually, the participants in this process agree on the drawing of two horizontal lines on the visual model that distinguish between high priority projects, which are likely to be fully funded, a second level of partially-funded projects, and projects that will not be given resources during the planning horizon. This process is owned by engineering and product management; it encourages participation from all other groups in the development chain and from other stakeholders; it runs periodically; it is very efficient in terms of management time sinceit is performedmultiple times per year; it is a distributed process that expects subject matter experts to make 80 percentof the decisions and focuses senior management on the boundary conditions where there are conflicts. Finally, it is a zero-based activity – each project must re-certify its importance to the company relative to all other projects and potential projects at every iteration. (10 pages)

A Capacity-Based Governance Method for Improving Engineering Performance: Audio Session Transcript Locked

Research | Posted: 2007-02-05

Transcript for audio sessiopn, "A Capacity-Based Governance Method for Improving Engineering Performance: Audio Session Summary," January 24, 2007.

Must Changing Priorities Always Hurt? Locked

Research | Posted: 2007-02-02

By Don Reinertsen, Reinertsen & Associates “Almost every product developer confronts the challenge of changing priorities,” observes product development expert Don Reinertsen. “Some of these priority shifts are warranted, but others are quite unnecessary.” In this article, Reinertsen posits that unnecessary shifts in priorities occur for two major reasons. One reason has to do with how priorities are established and how they are communicated throughout the broader organization. When priorities are grounded upon a foundation of mere personal preference they are more likely to shift. The other major cause of unnecessary changes in priorities is grounded in the development process itself. “Just as the way we operate a factory makes it more or less responsive to shifts in demand, the way we operate a development process can increase the likelihood of priority shifts,” writes Reinertsen. He provides a brief discussion of each of these two issues and suggests high-level solutions to both challenges. (3 pages)

Interface Inc. Builds Environmental Sustainability into its Product Strategy: not Philanthropy or Altruism but Competition Locked

Research | Posted: 2007-01-26

Interface, Inc., a leader in the interior furnishings industry, builds its focus on the environment into its products and processes, allowing the company to shave waste and develop more innovative products. For Interface, the key word is sustainability, which entails measuring the benefits of its business decisions against their potential costs to earnings and to the environmental and social systems which its products affect. A multi-year effort culminated in the creation of a series of metrics around sustainability. These metrics dovetail with the program the company refers to as its Seven Fronts of Sustainability. These seven involve such issues as eliminating waste, reducing harmful emmissions, using renewable energy and encouraging resource-efficient transportation of its products. The company also has a tool for assessing the environmental impact of its products over their entire life cycle. Interface carefully screens the raw materials it allows its designers to use and partners with suppliers to gather the data it needs to make better decisions for the environment. An underlying principle in Interface’s sustainability strategy is to imitate nature’s own solutions to the challenges it faces. Interface has discovered that ‘green’ is not only politically correct– it’s also good business. (7 pages)

The Synergy Challenge – Ten Key Acquisition Lessons Learned: The Case of Mercury Computer Systems and Myriad Logic Locked

Research | Posted: 2007-01-19

By Bob Becker In this feature article, a former Senior Vice President at Mercury Computer Systems outlines what went right and what went wrong with a key acquisition. A major part of the challenge had to do with R&D investment in the acquired company. Writes Becker, “All the corporate norms and systems for how investment funds were allocated were stacked against adding dollars for R&D; those R&D dollars were needed to evolve the product family – to either grow it as a business or achieve some of the strategic goals by working on new products with the rest of the corporation.” Before the savings from merging the manufacturing operations were realized, low R&D investment had turned the acquired organization into a sustaining engineering group, unable to add much value in the form of innovative new products. Overall, Becker reports that well-intentioned choices with respect to the acquired entity caused the operation to become out of sync with the core strategy, frustrating the workforce and leadership alike with a lack of clarity and inconsistent direction. The result was that people and assets related to the acquired entity became some of the first jettisoned when times got tough. (5 pages)

Innovate Like Edison: Presentation Locked

Research | Posted: 2007-01-17

Presentation for the audio session "Innovate Like Edison," September 13, 2006.

Open in Innovation: Presentation Locked

Research | Posted: 2007-01-17

Presentation for the the audio session "Open Innovation in China," October 16, 2006.

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