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Showing 11 - 20 of 120 matches

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  1. Preventing Intellectual Property Theft by Partners and Contractors

    Webinar: Wednesday, November 5, 2008 12:00am

    This 90 minute session will provide you with a roadmap to protect your Intellectual Property, whether you’re in a large established company or a small startup.

  2. Expanding Horizons: Harnessing Innovation from India

    Audio Session: Wednesday, October 1, 2008 1:00pm

    Is it possible to source complete designs or "whole products" from India? What are the opportunities for collaboration with Indian universities and companies? Does an India team help or hinder innovation?

  3. Open Innovation in China

    Audio Session: Monday, October 16, 2006 2:30pm

    A discussion with Roger Nagel (Lehigh University) and John Tao & Bobby Chen (Air Products and Chemicals). In this session, the participants discuss the important cultural cues required for successful partnering with Chinese co-developers. They also cover the use of intermediaries to establish partnerships, protecting Intellectual Property in China, and the qualities that Chinese partners are seeking in their Western counterparts. The panelists stress the need to perform due diligence in partnering with Chinese firms and the advisability of partnering with firms that have a clear track record of partnering with Western businesses. They also stress the need for a local presence to manage the relationships. Finally, the panel emphasizes taking great care and patience in building relationships of trust with your Chinese partners. (10 pages)

  4. Co-Developing Products in Asia

    Audio Session: Tuesday, July 25, 2006 1:00pm

    In this audio session, Lothar Katz, principal consultant at Leadership Crossroads and a former Vice President and General Manager at Texas Instruments, shares his insights into co-developing products with Asian partners. Based on empirical studies, Katz points out the key cultural differences – group-orientation, relationship to authority andattitude towarduncertainty – that are the most challenging when collaborating globally. Katz outlines the very significant differences between China, Korea, India, and Japan and how to best motivate teams based in these countries. The speaker also cites American cultural traits that might cause difficulties for Asian counterparts and touches on the question of protecting Intellectual Property. A Question & Answer session with practitioners provides examples of applying Katz’s principles to individual cases. (10 pages)

  5. Metrics for Technology Scouting: Recent Workshop Demonstrates Growing Need to Measure Success by Jay Paap, Paap Associates Locked

    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.

  6. Technology Scouting Starter Kit: Leading Practices and Resources

    Publication | Posted: 2009-01-14

    Management Roundtable's Technology Scouting Starter Kit offers an overview of industry practices and recommended action steps.

  7. Technology Sourcing Resources List Locked

    Research | Posted: 2008-11-13

    A listing of resources available for technology sourcing

  8. Trends and Best Practices in Technology Scouting (Presentation) Locked

    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.

  9. Procter & Gamble’s Process for Open Innovation: Communication, Triage and Review Locked

    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)

  10. Special Report on Open Innovation Practices

    Publication | Posted: 2008-08-01

    To provide a real-world, practical guide to implementing open innovation, Management Roundtable is pleased to announce its new Special Report on Open Innovation Practices. This Report presents exclusive insights and implementation advice from the foremost experts and leading industry practitioners.

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