The Leading Practitioners' Resource for Product & Technology Development
92 Crescent Street. Waltham, MA 02453 Tel: 800-338-2223 or 781-891-8080
Showing 51 - 60 of 118 matches
GUIDE TO LEADING PRACTICES: Co-Development and Alliances
Research | Posted: 2005-07-01
This report presents Leading Practices for Co-Development and Alliances derived from practitioner experience and benchmarking research. Management Roundtable has culled these practices from our knowledge base and formulated them as simple, bullet-level statements. The report also cites the source for each practice, presents a brief discussion of each, and provides links to further information. (14 pages)
Co-Development Red Flags and What To Do About Them: Summary of Audio Session
Research | Posted: 2005-04-12
In this summary from a member audio conference, a panel of practitioners trade insights into managing the pitfalls of co-development projects. Co-development managers from Texas Instruments, Air Products and Chemicals, Kysor//Warren, and GMP Products, share their many years of experience in identifying and solving the challenges of co-development projects. (7 pages)
Establishing a Measurable Basis for Technology Alliances
Research | Posted: 2005-03-11
Dr. Shiv Krishnan, Aventis Pharmaceuticals Alliances play an increasingly critical role for pharmaceutical and biotech companies in terms of meeting productivity targets and competitive growth rates. Approximately 20 percent of revenues of the top 20 pharmaceutical companies are expected to come from licensed products by 2007. Similarly, large biotechnology firms expect significant revenues from alliances. Yet, studies show that about 60 percent of alliances fail to deliver the desired result. Less than 30 percent of these failures are due to technical reasons. Based on internal research across a portfolio of nearly 300 relationships with biotechnology firms, as well as academic sources, a pattern of critical success factors emerges. This presentation outlines the key findings and discusses how to establish a measurable basis for alliances, especially in the area of innovative technologies. (21 pages)
Cross-Cultural Insights: Co-Developing Products in Asia
Research | Posted: 2005-03-11
Summary of a presentation with Q&A by Lothar Katz Lothar Katz is the founder of Leadership Crossroads, an international business consultancy that helps clients to forge successful ventures with foreign countries and cultures. As a Vice President and General Manager with Texas Instruments, Lothar has over sixteen years experience working in Europe, the U.S., and Asia. He has managed large product development organizations distributed across four continents, as well as efforts with third parties and vendors around the globe. Lothar currently serves on the Board of Directors of the Institute of Management Consultants and the Asian-American Citizens Council. In this summary of a recent presentation, Lothar shared with MRT his experiences working with Asian partners and the implications of cultural differences in managing co-development projects. (11 pages)
Productivity Insights from Bose Corporation: Product Platforms and External Resources
Research | Posted: 2005-01-12
Dick Tyler is Product Planning Manager in the Home Entertainment Division of Bose Corporation, the company’s largest division with the most dynamic development needs. Dick is responsible for the division’s three-year product planning, new product development, and product launch processes. In addition, his area provides all of the resource planning expertise to support R&D. Dick bases his approach to improving R&D productivity on the premise that after reaching a certain level of maturity in workforce skills and tools, additional efficiency can be gained through higher-level strategic planning. Bose’s Home Entertainment Division has become more efficient by strategically planning product platforms, using external resources to leverage internal resources, and reducing waste in its R&D efforts. (6 pages)
Pharmaceutical Developer OXiGENE Uses Technology and Outsourcing to Compress Cycle Time
Research | Posted: 2004-11-08
OXiGENE, Inc., a Boston-based developer of cancer drugs, has taken advantage of information technology (IT) and strategic outsourcing hoping to reduce the long lead times, high costs, and high risks associated with pharmaceutical development. With only ten full-time employees, OXiGENE operated as a virtual corporation that in-licenses promising drug candidates from R&D institutions and develops them to an intermediate clinical stage. The company then either partners with major pharmaceutical manufacturers to further develop the drug candidate, or sells the rights to another party. This report describes how OXiGENE leveraged IT in the areas of information management as well as computer simulation and modeling. It also describes how OXiGENE's small, mobile and modular approach to development takes advantage of the best capabilities of strategic outsourcing partners, while their small size allows them to respond flexibly and rapidly to technological change. (5 pages)
Has Information Technology Kept Its Promise? Pharmaceutical Developer OXiGENE Demonstrates the Progress of I.T. and Strategic Outsourcing Model
Research | Posted: 2004-11-08
A 1999 report presented OXiGENE Inc., a small pharmaceutical firm at the leading edge of a new model for its industry, leveraging IT and strategic outsourcing to compete with firms possessing much larger resources. In that report, Scott Young, then Director of Regulatory Affairs/Operations, now Chief Operating Officer at OXiGENE, made several predictions about the impact of IT and outsourcing on time-to-market in the pharmaceutical industry. Five years later, we asked Young to revisit his predictions and update us on the progress of OXiGENE's model. He reports that, although enabling technologies have become more sophisticated and more widespread over the past five years, it is still too early to see measurable time-savings from them. (6 pages)
Managing the Virtual Product Development Organization: Lessons from Navitrak
Research | Posted: 2004-10-28
Navitrak International Corporation, a Canadian developer of products providing navigation information for commercial and consumer applications, cultivated a distinctive approach to managing the virtual organization. A small and aggressively entrepreneurial company, Navitrak created a strong market presence through developing a robust, inter-networked approach with a great deal of flexibility. Conceived from the beginning as a virtual organization, Navitrak leveraged its core skills, taking advantage of a growing pool of displaced technical and business talent, to skillfully optimize available technologies and respond quickly to new opportunities. (6 pages)
Effective Collaboration Across a Web of Supply Chains: Document Sharing is Key for Hewlett Packard
Research | Posted: 2004-10-26
In complex, collaborative product development, product design and development sources often maintain separate supply chains, each of which has its own level of complexity. Each source may have an existing information technology infrastructure that differs substantially from its counterpart in other supply chains. For a group at Hewlett-Packard (HP), changing customer requirements, and the need to address post-sale issues, necessitated an effective means for enabling these overlapping supply chains to communicate efficiently. HP found that all the knowledge it needed was resident within existing systems – it was a question of making that knowledge available and useful over the life cycle of the product. Effective document management and document sharing proved to be a key factor in improving collaboration along complex and long-standing supply chains. (7 pages)
3-D Design Offers Innovative Approaches to Virtual Teaming
Research | Posted: 2004-09-22
First with British Telecom and now with Hutchison3G, British 3-D designer Andrew McGrath has participated in the research and development of innovative tools to address the communication needs of dispersed teams. His team's insight into communication and collaboration in co-located environments has led to new approaches to virtual teaming. McGrath's work uncovered the need for solutions in two key areas: meeting spaces, graphically enhanced audio conferencing, and contact spaces, on-line areas that simulate the unplanned and unpredictable communications that occur in shared spaces. The innovations of McGrath and his colleagues go beyond shared applications, whiteboards, and video "talking heads"; they’re working toward a complete solution for virtual teams. (6 pages)