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Showing 61 - 70 of 137 matches

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  1. Climbing Out of the Box Locked

    Research | Posted: 2004-09-22

    Product team coach, Bart Huthwaite offers five suggestions for how organizations can stimulate creativity, on the path of innovation. Huthwaite suggests that companies encourage creative abrasion; constantly build alignment; “move forward in reverse,” that is, reason from goals back through the process steps it takes to achieve them; think in three dimensions of time: present, next generation, and long-term; and increase communication by providing opportunities for employees to interact. (4 pages)

  2. Harvard Business SchoolÂ’s Dorothy Leonard on Knowledge Capture, Igniting Group Creativity and Empathic Design Locked

    Research | Posted: 2004-09-22

    Harvard Business School professor Dorothy Leonard, whose research focuses on creativity, knowledge management, and new product development, sees three areas crucial for innovation in product development. Internally, she says, you should look for ways and means to capture and disseminate the hard-to-get-at tacit knowledge that resides in the depths of your organization. You should also be on the lookout for fresh ways to enhance the creativity of groups. Externally, says Leonard, product developers should observe customers in their own setting – an element of what she terms empathic design. (5 pages)

  3. Masterlock, Design Continuum Re-design Total Product for Market Leadership Locked

    Research | Posted: 2004-09-22

    Padlock giant, Masterlock, produces the best-selling products in its field in the U.S. and enjoys 90 percent unaided brand awareness - an enviable position. Yet, in the late 1990s, Masterlock began to see its products sliding down the slippery slope toward commoditization. Along with several smaller entrants, a major competitor producing lower priced knock-offs had moved into the field. These imitations, virtually indistinguishable from Masterlock's products, began to reduce the firm's market share and drive down margins. To stay competitive, Masterlock needed a firm response. The only viable solution was to meet the challenge directly through meaningful differentiation between Masterlock's offerings and competitor's. This case study demonstrates design innovation in a mature product line. (7 pages)

  4. 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 paper 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)

  5. Study: Senior Managers Of Innovative Firms Focus On R&D; Characteristics of Innovative Companies Revealed Locked

    Research | Posted: 2004-09-22

    A research wing of consulting firm, Accenture, has conducted it fifth annual survey of senior executives focusing on the impact of Information Technology. The global study found that the most innovative firms placed new product and service development among their top priorities and gave more attention to their research and development groups. In addition to emphasizing the importance of R&D, the study also details several characteristics of innovative companies in an uncertain marketplace. (5 pages)

  6. 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)

  7. The Metrics Dashboard: An Interview with Chris Meyer Locked

    Research | Posted: 2004-09-21

    If you want fast and effective business decisions, those who do the measuring should also do the analysis, and act on that analysis, argues metrics “Dashboard” originator, Chris Meyer. In this interview, Meyer describes his “dashboard” concept as a means of subverting a prevalent trend where measurement is merely a covert form of command and control, that avoids the application of human judgment. Meyer emphasizes that measurements are best used to guide decision-making and should enable the team as much as inform senior management. Since the team is closest to the task, Meyer advocates allowing the team to create its own dashboard. The team then tests its dashboard with senior management for alignment to corporate goals and cross-team learning. In addition to describing the essence of his theory of measurement, Meyer also discusses how an operational mindset hampers innovation. (6 pages)

  8. Benchmarking Best Practices in Product Innovation: The Role of Senior Management Locked

    Research | Posted: 2004-09-21

    This report by product development experts Dr. Robert G. Cooper, Dr. Scott J. Edgett and Dr. Elko J. Kleinschmidt details the findings of an American Productivity and Quality Center (APQC) benchmarking study which researched 125 businesses and 17 best-practice topic areas, ranging from new product strategy through to climate and culture. This summary targets two major topic areas: the New Product Development (NPD) performance results achieved by the sample of businesses, and the role of senior management. The study examined the most commonly used performance metrics, new product success rates and adherence to schedules and budgets. The research also found that, in many businesses, top management does not include new product metrics in their personal annual objectives in many businesses, and that, overall, there is a lack of senior management commitment to NPD. (5 pages)

  9. Focus and Fluidity: Product Development and the Art of Innovation Locked

    Research | Posted: 2004-09-09

    Successful companies aspire to more then just getting to market quickly: a focus on users and an emphasis on enlightened trial and error can help realize the higher goal of a compelling and sustainable future. A world leader in innovation, IDEO has a multitude of lessons to share in the user-centered design of products, services, and environments. In this presentation, IDEO’s Craig Sampson showed how companies and individuals can be more creative, more innovative, and more effective in both their work and the realization of their innovation goals. He also explored the methodologies of user-focused design, brainstorming, rapid prototyping, and cross-pollination to show how they have made the critical difference in a wide variety of IDEO projects. Andrew Burroughs, Sr. Engineer, IDEO, also contributes a case study illustrating how the use of prototyping throughout the development process enables teams to identify needs, delight users, and inspire alignment and support by all project stakeholders. (23 pages)

  10. Applying Product Platform Concepts to Services Businesses Locked

    Research | Posted: 2004-09-09

    Professor Marc Meyer’s work focuses on how technology architectures can be managed strategically across a corporation’s business units, with a particular emphasis on the development of next generation products and services. In this interview, Professor Meyer discusses how the concept of product families and product platforms apply equally well to service as to manufacturing businesses. Meyer presents a three-tiered model for new product and service development which links market segments, product platforms and core competencies. Meyer suggests that these three areas are frequently treated as completely separate processes, while in a platform-based product or service development process, they are linked. Meyer discusses this linkage, presents a precise definition of product and service platforms, and comments on the role of measurement in service industries. (7 pages)

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