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Showing 61 - 70 of 120 matches

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  1. 3-D Design Offers Innovative Approaches to Virtual Teaming Locked

    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)

  2. SENTEL Creates Innovative Application for Paperless Testing; Partners with NASA, Lockheed, Delivers Dramatic Cycle Time Reductions Locked

    Research | Posted: 2004-09-22

    Virginia-based SENTEL has successfully commercialized its Electronic Portable Information Collection (EPIC) system, an innovative product enabling distributed paperless testing. Originally developed in cooperation with NASA, EPIC records and maintains the hundreds of mission-critical procedures that must be completed prior to each rocket launch. EPIC replaces time-consuming, paper-intensive procedures with a wireless network that communicates a series of work authorization procedures in almost real time. Since developing EPIC with NASA, under the auspices of the U.S. Government's Small Business Innovative Research program (SBIR), which encourages the commercialization of advanced R&D projects, SENTEL has worked with Computer Sciences Corporation (CSC) and Lockheed-Martin to successfully integrate EPIC into the Atlas V rocket program. EPIC presents an opportunity to shave cycle time from complex testing procedures across industries. In developing this system, SENTEL also learned some important lessons about how small businesses can partner with larger entities to create innovative technology products. (6 pages)

  3. Measuring Collaborative Development: New Tool Helps Firms Assess Alliance Capability Locked

    Research | Posted: 2004-09-21

    Perceiving a need for firms to quantify collaboration, as a corporate capability, Product Development Consulting, Inc. (PDC, Boston, MA) has developed a Collaborative Assessment tool. This tool allows firms involved in co-development, and other collaborative projects, to measure their progress against proven leaders in this domain. Based on empirical research, interviews, and a benchmark database of best-in-class companies, PDC's Collaborative Assessment allows firms to develop an objective and comprehensive view of the strengths and weaknesses of their co-development capabilities. The assessment enables firms to gauge their collaboration processes in such dimensions as, collaborative design flow, partner relationships, supplier selection process flow and mutual identity. (5 pages)

  4. Co-Development Red Flags – And What to Do About Them: Transcription of Audio Session Locked

    Research | Posted: 2004-08-30

    In this transcript from a recent audio conference, a panel of practitioners share their 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. The panelists provide informal, peer-to-peer knowledge about such issues as assessing the trustworthiness of potential partners; managing to the proper number of co-development projects; partnering in the emerging Chinese market; how to manage widely dispersed co-development teams; and the best communications tools for managing co-development projects. (22 pages)

  5. Transcript for "Cisco's Top-Six Checkpoints for Mutually-Profitable Partnerships" Locked

    Research | Posted: 2004-07-21

    Download transcript for the audio-conference "Cisco’s Top-Six Checkpoints for Mutually-Profitable Partnerships" below... (19 pages)

  6. Getting the Best Out of Customers to Give the Best Back: Affymetrix Partners with Customers to Co-develop Technologies and Products Locked

    Research | Posted: 2004-06-29

    As development budgets tighten and resources shrink, co-development has become an attractive option for leveraging competitive advantage, beating competitors to market, and delivering innovative products. Collaborative partners, however, can take on many guises and at Santa Clara, CA-based Affymetrix, Inc., customers are the partners of choice. Defining and managing these customer relationships across its entire product research and development spectrum, is a key factor in the company’s efforts to commercialize innovative technology. The lesson from Affymetrix is that a high-performing and effective co-development program requires a full-time commitment to the success of the collaboration. (7 pages)

  7. Cisco’s Top-Six Checkpoints for Mutually-Profitable Partnerships

    Research | Posted: 2004-06-10

    Steve Steinhilber, Vice President of Strategic Alliances, Cisco Systems In this Management Roundtable audioconference in March 2004, Steve discusses Cisco’s processes for outsourcing and partnering to develop new products in a manner that ensures mutual gain. Steve elaborates on the six “must-have” checkpoints that Cisco applies to both prospective and existing partnerships to ensure that development, go-to-market and delivery are mutually profitable. See "Related Links" for this item to download a transcript of the presentation. (41 pages)

  8. Hewlett-Packard Division Chief Uses Strategic Outsourcing to Stay Lean, Focused and Competent Locked

    Research | Posted: 2004-06-09

    Hewlett-Packard’s (HP) Electronic Measurements Division, an engineer-intensive, customer-driven organization, outsourced several major efforts, generating 625% growth in a six-year period. In this report, the General Manager of the Electronic Measurements Division makes a case for focusing strategic outsourcing on high-priority projects. He describes how HP encouraged full participation of partners from the earliest phase of the development project and describes how outsourcing can enable revolutionary leaps in product development. (6 pages)

  9. Make, Buy or Partner? Accelerating IP Telephony as a Case Study Locked

    Research | Posted: 2004-06-08

    Loretta Nelson, Senior Director of Technology Alliances, Cisco Systems In this presentation at the Management Roundtable’s CoDev 2003 conference, Loretta discusses Cisco’s growth strategy and the role of partnering for development in that strategy. Loretta details Cisco’s consistent set of build, buy or partner criteria, along with the company’s standardized alliance evaluation and selection process. The presentation includes case examples of Cisco’s partnerships with HP, Microsoft and IBM in the IP telephony market. (29 pages)

  10. Leading Your Customer in a Co-Development Project Locked

    Research | Posted: 2004-06-08

    Curt Raschke, PhD, Texas Instruments In this presentation from the Management Roundtable’s NPD Project Innovation conference in October 2004, Curt discusses the need to select and align co-development partners at the business, portfolio, project and technical levels. Rather than forming one overarching joint development agreement, Curt recommends establishing more specific agreements at each of these four levels and offers possible symptoms of misalignment. Three case examples are presented. (14 pages)

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