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Negotiating and Initiating a Partnership for Co-Innovation in China Locked

Research | Posted: 2007-04-13

A presentation by Lothar Katz, Leadership Crossroads In this slide presentation, Lothar Katz provides an overview of the background information necessary for negotiating co-innovation partnerships in China. Katz divides the phases of the negotiation into preparation, relationship building, information gathering, bargaining and decision-making, and agreement and closure. He covers the cultural cues and expectations that enable successful negotiations and discusses the bargaining tactics Western firms must expect from their Chinese partners. The presenter discusses, especially, the differing communication styles of Western and Chinese negotiators. Katz also provides helpful references to other resources. (67 pages)

Co-Development Across Cultures: A Process for Opportunity Identification and Associated Metrics Locked

Research | Posted: 2007-04-05

A Presentation by Masongo Moukwa, Vice President, Global Technology, Reichhold This slide presentation gives an overview of how Reichhold, a supplier of a wide range of resins to the composite and coating industries, developed a process to identify and assess technologies and products to fill its pipeline of opportunities and bring them to commercialization. Reviewing its past experience of transferring technology and products from other organizations, Reichhold developed a suite of metrics to ensure that new opportunities were properly identified and screened and that new technologies and products were integrated within company capabilities. This presentation examined cases of technology transfer from Reichhold’s parent company and detailed the metrics deployed. (29 pages)

Defining Metrics for Resource Capacity Management: Interactive Exercise Where You Are the Experts Locked

Research | Posted: 2007-03-30

In this slide presentation, Wayne Mackey of Product Development Consulting Inc., defines a set of three simple steps for metrics success: 1) define and connect the improvement goal, 2) determine the ‘causal actions’ that lead to each goal and 3) determine the ‘critical few’ causal actions and then set metrics. The presentation draws the distinction between process and results metrics and provides a simple example. A tree diagram illustrates an example of engineering metrics demonstrating how metrics cascade down from a strategic goal to the executive, functional VP, project manager, and project metrics levels. The presentation then asks the participants in the exercise to define metrics for resource capacity management, through several stages, providing a checklist to make sure that goal is adequately and clearly defined and another checklist to ensure that ownership of the metric is properly managed. (17 slides)

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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)

Encouraging Innovation Through Accurate IP Valuation Locked

Research | Posted: 2007-03-16

A Presentation by James W. Markwith, Attorney, IP&L Microsoft CorporationIn thispresentation, Intellectual Property (IP) expert James Markwith posits that without accurate IP valuation proper investment decisions are impossible. To help meet this challenge Markwith first reviews the nature of IP valuations and explains exactly why accurate IP valuation is important. He then discusses components for success,those factors thatmay determine whether or notinnovations will be profitable. In this sectionhe examines, in particular, the issue ofdependencies on third parties and alsoprovides a checklist for IP value. Markwith characterizes four common IP valuation techniques: cost-based, income-based, market-based and real options-based approaches, including a brief case study of the latter. The presentation concludes with a review of the consequences of inaccurate IP valuation and a summary of the findings of the presentation. (19 pages)

Seven Keys to Avoiding the Traps that Annual Planning Sets for Product Development: Audio File Locked

Research | Posted: 2007-03-15

Audio file for the session "Seven Keys to Avoiding the Traps that Annual Planning Sets for Product Development" 2/28/2007.

Seven Keys to Avoiding the Traps that Annual Planning Sets for Product Development: Presentation Locked

Research | Posted: 2007-03-05

Presentation slides for the audio session, "Seven Keys to Avoiding the Traps that Annual Planning Sets for Product Development," 02/28/07.

Seven Keys to Avoiding the Traps that Annual Planning Sets for Product Development: Audio Session Transcript Locked

Research | Posted: 2007-03-05

Transcript for the audio session "Seven Keys to Avoiding the Traps that Annual Planning Sets for Product Development" 02/28/07.

Seven Keys to Avoiding the Traps that Annual Planning Sets for Product Development: Audio Session Locked

Research | Posted: 2007-03-05

A presentation by Bob Becker of Product Development Advantage Group Related Links: Audio | Transcript (24 pages) | Slides (40 pages)In this audio session, Bob Becker posits that an over-emphasis on detailed annual planning often leads to dysfunction. In addition to strategy shifts, product development portfolio changes should be driven by customer needs, market opportunities, resource availability, and new technological capabilities, which operate on a different cadence than the fiscal year. The best product development situation is where there is a continuous flow of products moving through the pipeline with a mix appropriate to meet both the sales targets and longer-term strategy. In this session, Becker describes seven symptoms of dysfunction often associated with annual planning and offers seven approaches to reconciling fiscal years with the many benefits of continuously generating, vetting, and then driving the best product development efforts forward. (11 pages)

A Disciplined Process for Innovation: Armstrong's Marketplace Teams Clarify the Fuzzy Front End: Presentation Locked

Research | Posted: 2007-02-23

Presentation slides (56 pages) for the article: "A Disciplined Process for Innovation: Armstrong’s Marketplace Teams Clarify the Fuzzy Front End."

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