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  1. Build to Learn Locked

    Research | Posted: 2005-05-27

    In this commentary, rooted in the history of Sony PCs, Dev Patnaik presents the Build to Learn strategy. Such a strategy involves developing products or product lines, in the early generations, more from the perspective of learning and capabilities acquisition than from a commercial standpoint. By focusing on learning rather than commercial success, in the early stages, plans can be made for rapid modifications and improvements through several generations of the product. Such projects require a long-term focus, patience and clear definitions of goals. Entrants into new businesses or markets may also have their own product created by an OEM with experience in the field. Over time, that product can be indigenized, with design and manufacturing of subcomponents moved in-house. Only then can a firm be reasonably expected to develop meaningful points of differentiation. (3 pages)

  2. IP Management Insights from the Clorox Company Locked

    Research | Posted: 2005-05-20

    Over the past decade, California-based consumer products leader The Clorox Company has transitioned from an organization with a narrow product set to a growth-centered organization. In producing a broader set of products and working with external sources of R&D expertise, the company has emphasized the importance of intellectual property management. Pat Bengtsson, Clorox's Chief Intellectual Property Counsel, charged with managing that IP, spoke with MRT about the process of building the internal capacity to manage external partnerships, train employees, and assess how well the company is doing at IP management. This report presents how Clorox organizes its leadership structure, how the company engages the front line to avoid IP risks, how it establishes contracts and agreements up front, and how it assesses IP value. (5 pages)

  3. IP Management Insights from Hewlett-Packard Locked

    Research | Posted: 2005-05-04

    Hewlett-Packard (HP) outsourced most manufacturing long ago, and is in the process of outsourcing many development functions. The role and value of the employees and organization that remain is to create customer-differentiating Intellectual Property (IP) that HP can then defend and monetize, making HP products worth a premium in the market. In the past, developers have not had to worry as much about IP management and strategy issues. However, increasing patent activity in industry, a crowded innovation space, and costly litigation have created the need for an IP focus at all levels of the R&D organization. Paul Henderson manages HP's internal R&D strategy consultancy, the Product Generation Consulting group, which bridges knowledge of technology, business, and IP to develop know-how for business processes, including IP strategy and intellectual capital management. In this report, Paul discusses such issues as HP's IP leadership structure, patent review boards, options for non-core IP, diagnosing IP issues, and tools for asset management. (4 pages)

  4. Managing Intellectual Property for Open Innovation: Summary of Audio Session Locked

    Research | Posted: 2005-04-12

    Related Links: Audio - mp3 or wma | Transcript (17 pages) In this summary of a panel discussion with Management Roundtable IP management and open innovation experts, Lawrie Cunningham of Black & Decker, Roger James of NAPP Pharmaceuticals and Susan Sprake of Los Alamos National Laboratory, participants discuss their greatest IP challenges; going outside of the organization to innovate; IP co-ops; relationships between smaller and larger entities and Joint Development Agreements. (8 pages)

  5. Managing Intellectual Property for Open Innovation: Transcription of Audio Session Locked

    Research | Posted: 2005-02-16

    In this transcript from a panel discussion, held February 8, 2005, Management Roundtable experts from Black & Decker, NAPP Pharmaceuticals and Los Alamos National Laboratories discussed current and emerging practices for managing Intellectual Property (IP) for Open Innovation. Joint development agreements, non-disclosure agreements, patents, and other mechanisms to protect IP are highly recommended even in the early phases of co-development and even with trusted partners. Ownership rights usually reside with the creator, but joint ownership applies in some situations. Unmanaged copies and patent workarounds can be a problem when outsourcing – extreme care must be taken. For companies involved in global deals, there are differences in patent laws between Asia, Europe, and North America which could mean that IP is not fully protected. Panelists and participants agreed that "open innovation" is on the rise, and that managing intellectual property requires both caution and flexibility. (17 pages)

  6. GUIDE TO LEADING PRACTICES: Product Innovation Locked

    Research | Posted: 2005-02-15

    This report presents Leading Practices for Product Innovation derived from practitioner experience and benchmarking research. Management Roundtable has culled these practices from our knowledge base and formulated them as simple, actionable, bullet-level statements. In addition, the GUIDE cites the source for each practice, presents a brief discussion of each, and provides links to further information. (10 pages)

  7. Laerdal Medical Corporation Uses “Business Facilitators” to Add Marketing Horsepower to Product Development Locked

    Research | Posted: 2004-11-19

    Laerdal Medical Corporation, a pioneer in the field of emergency medicine, created a new position, Business Facilitator, to handle “the business end of product development.” Business Facilitators (BF's) are measured on product development and market success – from idea to six months post release. They do not replace product managers but act as a bridge between product management and development. In the early phases, BF's are responsible for managing the collection and analysis of market information and for performing the business analysis. They assist product developers in contract negotiations with suppliers and provide a link to sales, marketing, and product management. In the later phases, the BF's act as launch managers and coordinate beta sites, early sales reference sites, marketing and launch materials and organize the initial sales training. Post release, they transition responsibility over to product management and fade gradually from the operational processes. Laerdal found that BF’s can help make better, fact-based cases for new products; they help ease logjams in the earlier phases, as well as help to generate greater customer satisfaction.(6 pages)

  8. The Ebb and Flow of Ideation Locked

    Research | Posted: 2004-10-29

    In this commentary, Dev Patnaik argues that, when it comes to generating innovative ideas, it’s useful to understand the ebb and flow pattern of most brainstorming sessions. By now, claims Patnaik, most developers know the rules for conducting a brainstorming session: defer judgment, build on what others come up with, and so forth. Often, however, the problem with a poor brainstorm is that the group just isn’t getting stupid enough. The desire to get to great ideas prevents us from suggesting the absurd. It’s those absurd ideas, says Patnaik, that can help produce the great ideas developers are looking for. Patnaik also presents “the Idea Curve” which represents the general pattern in the quality of ideas that emerge in an ideation session. (3 pages)

  9. Better, Faster Innovation: Executive Session Summary Locked

    Research | Posted: 2004-10-04

    At an August, 2004 executive session, speakers from industry and academia stressed the need to increase the acceptability and frequency of early experimentation and ‘failure.’ Professors from Harvard Business School and presenters from IDEO and HP suggested that too much time and too many resources are invested in projects and prototypes before they are evaluated. By the time they are evaluated, little incentive exists to kill projects as necessary. Moreover, as projects progress, teams rarely revisit early assumptions or invite on-going feedback from customers. Practitioners, from such companies as Pfizer, Qualcomm, Texas Instruments, Boeing, Timberland, 3M, Abbott Labs, Boston Scientific, Kimberly Clark, and McDonalds, discussed the importance of avoiding the costs of unsuccessful projects, while saving the related opportunity costs. This report, focusing on practices for innovation and rapid prototyping, contains highlights from each presentation and a bullet-level summary of findings from the complete session. (6 pages)

  10. 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)

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