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  1. CoDev 2008 Congress Looks to Open Innovation as an Engine of Turbo-Charged Growth Locked

    Research | Posted: 2008-02-19

    In January 2008, The Management Roundtable (MRT) and the Product Development and Management Association (PDMA) held their seventh international CoDev (Co-development) Congress, in Scottsdale, AZ chaired by Cheryl Perkins, president and founder of Innovationedge and former Chief Innovation Officer for Kimberly-Clark. For attendees and speakers alike, the summit offered a rich opportunity to anticipate the future of co-development in light of lessons learned. In a pre-conference workshop, Henry Chesbrough, Executive Director of the Center for Open Innovation at UC Berkeley's Haas School of Business, and Kevin Schwartz, principal consultant with PRTM, presented six key skills for successful open innovation. In the conference that followed, speakers from Kraft, Kodak Procter & Gamble, NanoFilm, Inc., and Hawker Beechcraft Corporation, among others, presented case studies many of which emphasized that open innovation is no longer an optional strategy – it is a necessity for growth and for corporate survival. The speakers also emphasized that open innovation is a culture that must be developed not only in the R&D function but throughout the enterprise. (8 pages)

  2. Intellectual Property Challenges in Co-Development Relationships Locked

    Research | Posted: 2007-12-07

    Co-development projects present a host of special management challenges. Among them the management of Intellectual Property (IP) is particularly difficult. In a 2006 presentation, Gene Slowinski of Rutgers University and Alliance Management Group and Kim Zerby, an attorney with The Procter and Gamble Company, shared their experience regarding the major challenges and pitfalls surrounding IP in co-development programs. Supplemented by a November 2007 interview with co-author Gene Slowinski, this article takes the reader through a proven model for Co-Development – Want, Find, Get and Manage – and outlines the IP challenges and potential solutions at each stage. The articleprovides key IP-related questions that need to be resolved at each phase of a co-development project. It argues for a strong link between IP and business strategy, for developing an organized, visible and available IP portfolio, and for fostering close links between Legal and R&D professionals. (5 pages)

  3. Intellectual Property Protection and Management Issues in Open Innovation and Co-Invention Efforts Locked

    Research | Posted: 2007-10-29

    A Presentation by Dr. Paul B. Germeraad, President, Intellectual Assets, Inc. In this presentation, Dr. Germeraad discusses Intellectual Property (IP) in light of the premise that open innovation will speed and enhance new business development efforts. He focuses on design principles for IP ownership, and on the issues surrounding the ownership of jointly developed IP in different regions of the world. Dr. Germeraad also discusses global IP protection and an approach to IP infringement from a business (as opposed to a legal) perspective. The presenter also discusses (1) how to determine and negotiate which IP rights will belong to which party in an open innovation environment; (2) how to manage which innovations should occur in which regions of the world to best control IP ownership; (3) how to use foreign R&D labs to advantageously conduct R&D, test market new ideas, and secure IP rights without undo interference by other IP holders; (4) how to assess the open innovation business risk associated with various IP landscapes. Examples from leading corporations will be used to present different approaches to IP. (17 Pages)

  4. Open Innovation in China - Is it Possible? Audio Session MP3 Locked

    Research | Posted: 2007-10-08

    MP3 download of panel discussion on Open Innovation in China

  5. Why China? The Opportunity and The Threat Locked

    Research | Posted: 2007-06-08

    This summary of a March 2007 presentation by Roger N. Nagel of Lehigh University examines some of the fundamental cultural assumptions Western businesspeople are likely to encounter when interacting with their Chinese counterparts. Nagel contrasts these assumptions with Western cultural preferences, discusses their management implications, and provides tips on how to bridge the cultural divide. Nagel then discusses the ways in which China is a source of R&D and innovation and explains why China is an attractive region for R&D investment, citing several examples of Western companies’ activities there. Finally, Nagel presents some sources of current information regarding China. He lists the major industries in China and where they are centered in the various regions of the country. This summary is a useful compilation of existing research on R&D in China and serves as an overview of the subject. (16 pages)

  6. 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)

  7. Bridging Expectation and Reality When Co-Developing Products in China Locked

    Research | Posted: 2007-05-11

    An Interview with Alan Paau, Ph. D.Dr. Paau is vice-chancellor for technology transfer and economic development at Cornell University and Executive Director of the Cornell Center for Technology, Enterprise and Commercialization. In this interview, he provides an overview of lessons learned from his experience in working with Chinese development partners to commercialize technology. Paau advises Western firms partnering with Chinese companies not to confine their interactions to the upper management team alone. He recommends creating a hands-on presence at every organizational level of the company with which you are working. He also suggests that the greater the degree of regulation to which an industry is subject, or the higher the initial set-up costs, the safer the collaboration is likely to be in terms of IP protection in China. Paau also emphasizes the advisability of registering contracts with China’s authorities. (5 pages)

  8. Merck’s Collaboration with WuXi PharmaTech, Shanghai Locked

    Research | Posted: 2007-05-04

    A presentation by David M. Stout, Ph.D., Director, Global Basic & Pre-clinical Sourcing, Merck Research LaboratoriesThe pharmaceutical industry is renowned for the complexity of its development process, its risky projects, and its low-yield product pipeline. With increasing pressures on the industry, many of the so-called “Big Pharma” firms have decided that they can’t afford not to outsource non-core activities. One example is Merck & Co., Inc., which has forged a mutually successful partnership with China-based WuXi PharmaTech, a Contract Research Organization with less than ten years in the field. This presentation details the development of Merck’s partnership with a supporting Chinese firm and how that relationship slowly evolved to greater degrees of trust and commitment. It first presents an overview of the drug discovery process and provides a rationale for outsourcing in general – and outsourcing to China in particular. The presentation discusses the business criteria used to assess partners and then recounts the case history of the projects Merck has engaged in with WuXi. Recently, these projects have included FTEs dedicated to Merck and the development of a site dedicated to Merck projects at WuXi’s Shanghai location.(21 pages)

  9. 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)

  10. 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)

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