Skip to navigation, content

Showing 91 - 100 of 120 matches

Page ... 11 12    
  1. Tapping Into Government by Leveraging the Stimulus Package: Questions and Answers Locked

    Quick Insight | Posted: 2009-06-22

    A recent Management Roundtable audio session, "Tap into Government: Leveraging the Stimulus Package," generated a great deal of interest and numerous questions among members. The audio-session presenter, Susan Ward, President of ITECS, answered participants' questions in a follow-up to the audio-session covering such topics as IP ownership, the availability of grants to large, profitable companies, and the position of sub-contractors in a funded project.

  2. A Process and Metrics for Technology Scouting at Nokia Locked

    Quick Insight | Posted: 2009-04-10

    At a Management Roundtable conference on technology scouting, Nokia's Hitesh Anand presented his company's "venture capital-like approach" to scouting innovations for new business opportunities. Anand described how to build a wide network of partners, while prioritizing a few deep relationships within specific nodes. He also discussed how to triage rapidly a large number of opportunities without weighing down the organization. Nokia's process includes scanning for opportunities, screening and consolidating the best possibilities, and then validating each of them on both the technology and business sides. Downstream, a new business case emerges, which may include licensing, partnering, internal development, or mergers and acquisitions.

  3. Co-Development Gone Wrong: Case Study Shows Common Mistakes in Product Development Partnerships Locked

    Quick Insight | Posted: 2009-04-03

    In a recent case study, John Avellanet, President of Cerulean Associates, LLC, discusses six mistakes that can derail a co-development effort. Avellanet presents the case of a biotechnology and medical device company he calls "Cerberus Technologies Limited" (CTL, a pseudonym). The case study shows how assumptions derived from functional specialties cloud judgments related to bigger picture issues. He also shows how bad decisions made as a result of financial and time pressures tend to build on themselves – leading to even worse decisions.

  4. The Adaptive Organization: Key Characteristics and Practices Locked

    Quick Insight | Posted: 2009-03-20

    A recent KPMG study found that 93% of executives surveyed expected changes in at least one aspect of their business model over the next 3 years; nearly half of those same executives expected those changes to be major. This rate of change will be impossible to manage without the capability to adapt to shifting circumstances. To respond to this challenge, a September 2008 summit held by Toffler Associates, the consulting firm founded by Alvin and Heidi Toffler, authors of "Future Shock" and "Revolutionary Wealth", convened leaders from industry and the public sector to discuss the characteristics and practices of the adaptive organization. The group found that cross-organizational collaboration, and encouraging innovation and experimentation were characteristic of adaptive organizations. They also found that bottom-up rather than top-down change was vital. The group identified three strategies for fostering bottom-up change in the adaptive organization.

  5. Choosing the Right Partner: Kraft Foods and Bosch and Siemens Home Appliance Group Brew the Right Mix with Tassimo

    Quick Insight | Posted: 2009-02-23

    When Kraft Foods decided to pursue an external alliance to develop what became the Tassimo Beverage System, it knew that the product's success depended on selecting the right partners. This piece lists the selection criteria Kraft used to screen potential partners and discusses some of the standards the company pursued in its negotiations.

  6. 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.

  7. 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.

  8. A Buyer's Market for Intellectual Property? Locked

    Quick Insight | Posted: 2008-11-14

    A quick view of the market for Intellectual Property based on the results of the recent Ocean Tomo auction.

  9. Technology Sourcing for Faster Innovation & Business Growth Conference Highlights Locked

    Quick Insight | Posted: 2008-11-05

    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. 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!

Page ... 11 12