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  1. Tireless Communication: Experts Share the State-of-the-Art in Product Development Locked

    Research | Posted: 2008-04-15

    This overview of the Management Roundtable’s April 2008 PD IMPACT conference summarizes a range of presentations which reflect the current state of Product Development across industries. Presenters from such firms as Texas Instruments, Boeing, Boston Scientific, Medtronic, Kimberly-Clark, Honeywell and MEDRAD discussed roadmapping, portfolio management, co-development, open innovation and many other topics of current interest to R&D and product development managers. Issues around managing shared networks and anticipating markets and trends emerged as particularly important themes. Expert practitioners reported that much of the challenge of product development today is engaging these invisible resources and networks to achieve innovation. A variety of tools can facilitate that process; but, at the heart of it all, there is people – communicating tirelessly and incorporating lessons learned into the next iteration. (7 pages)

  2. Technology Scouting: Going "Outside" for Rapid Innovation Locked

    Research | Posted: 2008-03-28

    Many top companies are moving to a more open form of technology and product development in which they leverage technical capabilities developed in other sectors or industries to address their own internal needs. Going outside can both speed up and improve technical development, free up scarce internal resources for other high-impact activities, and lead to greater innovation. The key is being open and knowing where to look, how to qualify, and how to apply new externally-developed technologies for rapid commercialization – at a profit to your firm. Rather than relying on ad hoc and sometimes haphazard approaches to technology sourcing, many firms are adopting formal Technology Scouting programs to provide a structured, focused approach to identifying and acquiring new technology. This presentation by Technology Scouting expert, Dr. Jay Paap, presents an overview of the major features, rationales and tips and techniques related to Technology Scouting. Click here to download the presentation slides and then download the text transcript of Dr. Paap’s talk below. (24 pages)

  3. Demystifying the Link Between Innovation and Business Value: A Process Framework Locked

    Research | Posted: 2007-08-23

    Innovation is a crucial component of business strategy, but the process of innovation can be difficult to manage. To plan organizational initiatives or bolster innovation requires a firm grasp of the innovation process. Few organizations have transparently defined such a process. In this presentation, innovation expert and faculty member in the Information School at the University of Washington Kevin Desouza offers a process framework and proposes mechanisms to measure the value of innovation. The innovation process is broken down into the discrete stages of idea generation and mobilization, screening and advocacy, experimentation, commercialization, diffusion and implementation. For each stage, Desouza provides context, outputs and critical ingredients as well as mechanisms to measure performance. The presenter concludes the audio session by linking these performance measures to business value measures. (48 slides)

  4. Taking the Next Step: R&D Centers in China and the Shift Toward the Internal Market: An Interview with Jihong Sanderson Locked

    Research | Posted: 2007-05-28

    Jihong Sanderson is Executive Director of the Center for Research on Chinese-American Strategic Cooperation, affiliated with the University of California at Berkeley and a lecturer in UC Berkeley's Haas School of Business as well as in its School of Information. Her expertise is based on more than 18 years of experience with organizations and businesses in China and the United States and on her subsequent academic research. In this exclusive interview she discusses the background behind the growth of R&D centers and co-development in China. Sanderson emphasizes that one of the challenges facing Western firms in China is that this vast country is as diverse culturally as the EU. She also provides tips on such topics as partner selection, communication with Chinese partners, protecting Intellectual Property, and the role of the Chinese government. Sanderson has concluded that an important shift is occuring in terms of product development activities in China. Whereas most partnerships with Western companies have been aimed at Western markets, Sanderson foressees a future where a great deal more R&D and product development in China favors internal markets. (6 pages)

  5. Open Innovation Networks: Creating and Managing an Ecosystem for Innovation: Audio Session Summary Locked

    Research | Posted: 2007-04-20

    Related Links: Audio | Transcript (24 pages) | Slides(42 slides) In this audio session, Mike Docherty, CEO of Venture2, provides an understanding of the role of innovation networks within open innovation. Docherty introduces a framework for creating and managing networks and offers insights on partnering for success. He defines five major types of innovation networks: peer-to-peer networks, supply-chain networks, internal networks, “feeder” networks (where a larger, centralized entity leverages external partners in a coordinated development effort) as well as less formal – but targeted – events and forums. He recommends designing networks with high-level strategic goals in mind and then balancing structure with the need to be flexible and adaptable, while allowing the networks to evolve over time. Open innovation, emphasizes Docherty, allows developers to look for intersections between unmet consumer needs, enabling technologies, and marketplace opportunities. Innovation networks are a way to increase the speed and frequency of identifying those intersections. (12 pages)

  6. Assessing Technology Readiness and Maturity - A Step-by-Step Process Locked

    Research | Posted: 2007-03-23

    A Presentation by Has Patel, Founder and President of Infologic Related Link: Audio (mp3)Emerging technology-based projects are often plagued by cost overruns, schedule delays and performance problems. In most of these cases, technology maturity analysis hasn’t been properly conducted, and immature technologies are inserted into products and systems. In this slide presentation, Has Patel discussed current technology due diligence processes and their pitfalls and presented NASA’s developed technology maturity matrix, called Technology Readiness Levels (TRLs), now widely accepted by the Department of Defense. Patel also presented a technology maturity matrix which extends the TRLs, by incorporating technology life cycles, such as the technology hype and technology adoption. Finally, the presentation also included a methodology that allows an organization to select, insert and integrate emerging technologies throughout the lifecycle of a project. (36 pages)

  7. Co-Development Conference Highlights Intellectual Property, Shows Open Innovation a Maturing Strategy Locked

    Research | Posted: 2007-02-18

    A January 2007 conference on Co-Development moved the conversation about collaborative product development a notch forward. The conference participants and presenters took for granted that the business case for CoDev had been made. The focus has turned toward leveraging open innovation models and managing intellectual property (IP) around a core business strategy. Keynote speaker Henry Chesbrough, as well as other speakers from IBM, Kraft, Microsoft, Hewlett-Packard, Medtronics and others discussed such issues as the question of protecting and managing IP as a major building block of any open innovation opportunity; the growing range of open innovation options, various intellectual property strategies, and the business models that integrate both; developing a supplier capabilities matrix to help determine which suppliers showed greatest promise as co-development partners; forging an IP strategy to meet the challenge of creating a collaborative product based on customer experiences, and other issues around open innovation and IP. (5 pages) Related links: Special Report on Open Innovation Practices; CoDev Conference 2008

  8. Interface Inc. Builds Environmental Sustainability into its Product Strategy: not Philanthropy or Altruism but Competition Locked

    Research | Posted: 2007-01-26

    Interface, Inc., a leader in the interior furnishings industry, builds its focus on the environment into its products and processes, allowing the company to shave waste and develop more innovative products. For Interface, the key word is sustainability, which entails measuring the benefits of its business decisions against their potential costs to earnings and to the environmental and social systems which its products affect. A multi-year effort culminated in the creation of a series of metrics around sustainability. These metrics dovetail with the program the company refers to as its Seven Fronts of Sustainability. These seven involve such issues as eliminating waste, reducing harmful emmissions, using renewable energy and encouraging resource-efficient transportation of its products. The company also has a tool for assessing the environmental impact of its products over their entire life cycle. Interface carefully screens the raw materials it allows its designers to use and partners with suppliers to gather the data it needs to make better decisions for the environment. An underlying principle in Interface’s sustainability strategy is to imitate nature’s own solutions to the challenges it faces. Interface has discovered that ‘green’ is not only politically correct– it’s also good business. (7 pages)

  9. Applying Product Development Principles to Naval Ship Design: An Interview with Robert Keane Locked

    Research | Posted: 2006-11-17

    At the time of his retirement in 2002, Robert Keane was the Executive Director of the Surface Ship Design and Systems Engineering Group for the United States Navy. Throughout his long tenure with the Navy, Keane's career proceeded through virtually every major design function essential to naval ship design and development. Since his retirement, he serves as president of Ship Design USA, Inc., a consulting firm. In this interview, Keane discusses how development processes changed over the course of his career; the challenges of applying best-in-class practices from the private sector to naval ship design; documenting processes and capturing learnings during the course of a very long development cycle; the role of metrics in ship design and the composition of the development teams. (7 pages)

  10. Turning on Your Innovation Light Bulb: Applying Thomas Edison's Five Competencies of Innovation to Your Business - Audio Session Summary Locked

    Research | Posted: 2006-10-14

    Related Links: Audio (mp3) | Transcript (21 pages) | Slides (57 pages) In this audio session Sarah Caldicott, President of StarWave Associates and a descendent of Thomas Edison through his second wife, presents research on the methods used by her famous forbear to innovate and invent. Caldicott has identified five competencies used by Edison in his work, which include unstoppable persistence, kaleidoscopic thinking, balancing the creative and the practical, building high-performance collaborative teams, and moving markets. Caldicott presents the reasons why examining Edison’s methods is useful today and provides a number of specific steps that make Edison’s approaches applicable to 21st century corporate environments. (12 pages)

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