The Leading Practitioners' Resource for Product & Technology Development
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Showing 81 - 90 of 118 matches
Johnson Controls Partners With Fitch to Execute Major Product Upgrade Fast and on Budget
Research | Posted: 2004-06-03
Johnson Controls Inc. (JCI) partnered with Fitch to develop a product that lets office workers control temperature, lighting, and sound from individual workstations. The essential issues that led JCI to look for an outside partner were reduced time-to-market, the need for expertise JCI lacked, the wish for innovative methodologies to significantly reduce manufacturing costs, and the need for new ideas. Along the way, JCI and Fitch encountered – and resolved – bumps in the road caused by materials procurement, vendor selection, and differing accounting and billing systems. (6 pages)
Strategic Alliances Take Senco Products in New Directions
Research | Posted: 2004-06-03
Senco a developer of professional and industrial fastening systems, among other products, established a strategic alliance with Taiwan-based Depoan Company in order to compete in faster-changing and more competitive markets. Realizing that its future growth depended on new product development, Senco chose to create a new position within the company dedicated to developing alliances that would enhance and accelerate the company's product portfolio. Learn what went into Senco’s cross-cultural alliance, and some of the surprises that they managed along the way. (6 pages)
Moen Inc. Turns to Strategic Outsourcing to Speed Innovative Products to Market
Research | Posted: 2004-06-03
In order to create innovative products faster, Moen, one of the largest suppliers of plumbing products in the world, found a co-development partner that offered complementary core competencies and a willingness to make a reciprocal investment in a long-term relationship. Contrary to conventional wisdom, Moen deliberately chose a company with a radically different culture. The reason: Moen judged that the skills and creativity that an organization needs to be truly innovative aren't necessarily nurtured in a large-company culture like Moen’s. This report describes the anatomy of a very successful co-development alliance between very different companies. (7 pages)
Managing Co-development Projects: Strategic Alliance or Alliance Strategy?
Research | Posted: 2004-06-03
From managing a portfolio of alliances, to the finer points of joint development agreements, alliance strategy has emerged as a field of study that is increasingly relevant to product development. Ben Gomes-Casseres, a professor at Brandeis University (Waltham, Mass.), is an authority on alliance strategy and management, with a focus on technology companies. One of the most important, high-level findings of his research is that it is necessary to focus not only on “doing the deal,” but also on an overall alliance strategy that is tied to overall business strategy.This report presents an overview of Gomes-Casseres’s approach to alliance strategy. (7 pages)
SCT Corp. and Campus Pipeline: Co-Development Partners Like David and Goliath On the Same Side
Research | Posted: 2004-06-03
Systems and Computer Technology Corporation (SCT Corp.) and Campus Pipeline, Inc., have engaged in a long-term co-development strategy that has resulted in unique value for the higher education market and mutual benefit for both companies. The SCT/Campus Pipeline co-development partnership successfully brought to market a Web platform, integrated with the core administrative systems of colleges and universities, providing a portal with a series of communication applications. While the two companies are substantially different in both size and experience, their carefully focused product collaboration has turned those differences into assets. Their relationship has made it possible for a new and small-sized company to get a head start, while enabling a larger, established firm to bring innovative technology to its customers. (8 pages)
Collaborative Developers Reveal Areas for Improvement
Research | Posted: 2004-06-03
A 2002 survey, conducted by The Performance Measurement Group, LLC (a Pittiglio Rabin Todd and McGrath company), found that strategies, tools and processes for co-development are still emerging. Participants in the survey reveal that practitioners of collaborative development expect to expand their use of the practice in the next several years. The survey suggests that practices, tools and technologies in this domain are still relatively immature and that practitioners are seeking to improve their co-development capabilities. In order for co-development to mature as a practice, improvements are still needed in a number of areas: processes, tools technologies and basic strategies. (5 pages)
Air Products and Chemicals: Where Co-Development Follows Product Development Fundamentals
Research | Posted: 2004-06-03
Achieving success through new product development partnerships requires a company to have a robust understanding of its own product development basics long before it turns to drafting its first joint development agreement. The experience of Air Products and Chemicals, Inc. demonstrates that when you keep your eye on the basics, co-development comes naturally. This report outlines how co-development occurs within the context of strategy, of the product development process, and of the product portfolio. (7 pages)
Reinventing Corporate Growth - Open Innovation for Tough Times
Quick Insight | Posted: 2009-12-01
In the fifth session of Management Roundtable’s Innovation Leadership Guru Series, Gene Slowinski, Director of Strategic Alliance Research, Rutgers University and author of Reinventing Corporate Growth, discussed how Open Innovation partnerships are transforming the nature of competition in industry.
Tapping Into Government by Leveraging the Stimulus Package: Questions and Answers
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.
A Process and Metrics for Technology Scouting at Nokia
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.