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  1. Co-Development Alliances - Strategy & Principles Locked

    Research | Posted: 2004-06-08

    Benjamin Gomes-Casseres, Professor Brandeis University and the Harvard Business School In this presentation from the Management Roundtable’s CoDev 2004 conference, Ben argues the need for strategy-driven alliances. His keynote comments define alliances, suggest alliance criteria, outline alliance phases and success factors, suggest alliance portfolio management approaches and offer case examples. (20 pages)

  2. Co-Development Execution - Highlights of Co-Development Survey Results Locked

    Research | Posted: 2004-06-08

    Kevin Schwartz, Principal, Pittiglio Rabin Todd & McGrath (PRTM) In this presentation at the Management Roundtable’s CoDev 2003 conference, Kevin presents survey results on the top drivers, expectations, satisfaction and key practices in co-development. He also provides an introduction to best practices for structuring and executing deep co-development collaborations. (26 pages)

  3. Collaboration Process Overview Locked

    Research | Posted: 2004-06-08

    Pasi Vakaslahti, Partner Manager, Nokia Networks In this presentation at the Management Roundtable’s CoDev 2004 conference, Pasi discusses Nokia’s collaboration framework, offering details on the tasks and management involved in each stage of the company’s global collaboration process. Pasi then explains why this approach is often not sufficient and outlines his efforts to create a risk-mitigating, dynamic approach to collaboration. (30 pages)

  4. Success Factors in Strategic Partnerships Locked

    Research | Posted: 2004-06-08

    Joseph R. Butler, R&D Section Manager, Systems & VLSI Technology Division (SVTD), Hewlett-Packard In this presentation at the Management Roundtable’s CoDev 2004 conference, Joe presents research on the drivers, success factors, partner selection criteria and challenges to execution and management of alliances in SVTD. He introduces the research model, along with results and recommendations. (45 pages)

  5. Evolving with Co-Development Partners Over Time Locked

    Research | Posted: 2004-06-08

    Eric Naviasky, Chief Technical Officer, Cadence Design Foundry In this presentation at the Management Roundtable’s CoDev 2003 conference, Eric presents an in-depth case example of a collaboration between Cadence Design Systems and IBM Microelectronics. Included are details of both companies’ strategic initiatives; initial steps; expansion of the relationship, tools developed, business model and IP; and lessons learned. (18 pages)

  6. Co-Development Business Models – Key Success Factors and Best Practices Locked

    Research | Posted: 2004-06-08

    Al Choperena, Worldwide Vice President of R&D, Advanced Sterilization Products Advanced Sterilization Products is a Johnson & Johnson company that develops and markets systems for infection prevention. In this presentation at the Management Roundtable’s CoDev 2004 conference, Al discusses the drivers behind co-development and the importance of a co-development model. The critical elements of a co-development arrangement are outlined, along with the structure and lessons learned from case examples. (31 pages)

  7. Using Co-Development to Manage New Product Portfolio Resource Availability Locked

    Research | Posted: 2004-06-08

    Curt Raschke, PhD, Texas Instruments In this presentation from the Management Roundtable’s CoDev 2003 conference, Curt discusses co-development alliances as a means of gaining the critical resources needed to anticipate and exploit product portfolio discontinuities. He argues that up-front investment of critical resources is key to ensuring alliance success and emphasizes the need to align co-development partners at the business, portfolio, project and technical levels. (15 pages)

  8. CoDev 2003 Conference Wrap-Up Locked

    Research | Posted: 2004-06-08

    A summary of the top reasons cited for co-development and lessons learned throughout the conference for setting strategy, executing successful co-development projects and sustaining them over time. (10 pages)

  9. Outsource Partners Build a Company Without Walls Locked

    Research | Posted: 2004-06-03

    “Too many engineers don't understand that if they spend six months testing every possible configuration of a product, and designing every last piece themselves, it's going to be too late. By the time that product gets to market, if one of their competitors gets there slightly ahead, then instead of, say, 20 months in the market, they're only going to have 14.” This was the issue faced in the mid-1990s by David Feldman, founder and president of Silicon Valley-based ZF Microsystems. Feldman’s response? A virtual corporation model in which not only product design but also development and manufacturing were outsourced. (6 pages)

  10. Herman Miller Takes Strategic Approach to Co-Development Locked

    Research | Posted: 2004-06-03

    Herman Miller, Inc., a company with over 80 years of market leadership in its field, has long engaged in collaborative relationships with the design community as a basic feature of its new product development process. More recently, the company has explored and tested the potential that co-development projects have to offer for short-term and long-term business strategy. From the experience thus far, collaboration has, among other benefits, enhanced innovation and provided a deeper bench of resources. In this report, an experienced co-developer details the nuts and bolts of co-development tactics and strategy. (7 pages)

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