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  1. Co-Development Red Flags – And What to Do About Them: Transcription of Audio Session Locked

    Research | Posted: 2004-08-30

    In this transcript from a recent audio conference, a panel of practitioners share their insights into managing the pitfalls of co-development projects. Co-development managers from Texas Instruments, Air Products and Chemicals, Kysor//Warren, and GMP Products share their many years of experience in identifying – and solving – the challenges of co-development projects. The panelists provide informal, peer-to-peer knowledge about such issues as assessing the trustworthiness of potential partners; managing to the proper number of co-development projects; partnering in the emerging Chinese market; how to manage widely dispersed co-development teams; and the best communications tools for managing co-development projects. (22 pages)

  2. Transcript for "Cisco's Top-Six Checkpoints for Mutually-Profitable Partnerships" Locked

    Research | Posted: 2004-07-21

    Download transcript for the audio-conference "Cisco’s Top-Six Checkpoints for Mutually-Profitable Partnerships" below... (19 pages)

  3. Getting the Best Out of Customers to Give the Best Back: Affymetrix Partners with Customers to Co-develop Technologies and Products Locked

    Research | Posted: 2004-06-29

    As development budgets tighten and resources shrink, co-development has become an attractive option for leveraging competitive advantage, beating competitors to market, and delivering innovative products. Collaborative partners, however, can take on many guises and at Santa Clara, CA-based Affymetrix, Inc., customers are the partners of choice. Defining and managing these customer relationships across its entire product research and development spectrum, is a key factor in the company’s efforts to commercialize innovative technology. The lesson from Affymetrix is that a high-performing and effective co-development program requires a full-time commitment to the success of the collaboration. (7 pages)

  4. Cisco’s Top-Six Checkpoints for Mutually-Profitable Partnerships Locked

    Research | Posted: 2004-06-10

    Steve Steinhilber, Vice President of Strategic Alliances, Cisco Systems In this Management Roundtable audioconference in March 2004, Steve discusses Cisco’s processes for outsourcing and partnering to develop new products in a manner that ensures mutual gain. Steve elaborates on the six “must-have” checkpoints that Cisco applies to both prospective and existing partnerships to ensure that development, go-to-market and delivery are mutually profitable. See "Related Links" for this item to download a transcript of the presentation. (41 pages)

  5. Hewlett-Packard Division Chief Uses Strategic Outsourcing to Stay Lean, Focused and Competent Locked

    Research | Posted: 2004-06-09

    Hewlett-Packard’s (HP) Electronic Measurements Division, an engineer-intensive, customer-driven organization, outsourced several major efforts, generating 625% growth in a six-year period. In this report, the General Manager of the Electronic Measurements Division makes a case for focusing strategic outsourcing on high-priority projects. He describes how HP encouraged full participation of partners from the earliest phase of the development project and describes how outsourcing can enable revolutionary leaps in product development. (6 pages)

  6. Co-Development Execution - Highlights of Co-Development Survey Results Locked

    Research | Posted: 2004-06-08

    Kevin Schwartz, Principal, Pittiglio Rabin Todd & McGrath (PRTM) In this presentation at the Management Roundtable’s CoDev 2003 conference, Kevin presents survey results on the top drivers, expectations, satisfaction and key practices in co-development. He also provides an introduction to best practices for structuring and executing deep co-development collaborations. (26 pages)

  7. Leading Your Customer in a Co-Development Project Locked

    Research | Posted: 2004-06-08

    Curt Raschke, PhD, Texas Instruments In this presentation from the Management Roundtable’s NPD Project Innovation conference in October 2004, Curt discusses the need to select and align co-development partners at the business, portfolio, project and technical levels. Rather than forming one overarching joint development agreement, Curt recommends establishing more specific agreements at each of these four levels and offers possible symptoms of misalignment. Three case examples are presented. (14 pages)

  8. Co-Development Alliances - Strategy & Principles Locked

    Research | Posted: 2004-06-08

    Benjamin Gomes-Casseres, Professor Brandeis University and the Harvard Business School In this presentation from the Management Roundtable’s CoDev 2004 conference, Ben argues the need for strategy-driven alliances. His keynote comments define alliances, suggest alliance criteria, outline alliance phases and success factors, suggest alliance portfolio management approaches and offer case examples. (20 pages)

  9. Make, Buy or Partner? Accelerating IP Telephony as a Case Study Locked

    Research | Posted: 2004-06-08

    Loretta Nelson, Senior Director of Technology Alliances, Cisco Systems In this presentation at the Management Roundtable’s CoDev 2003 conference, Loretta discusses Cisco’s growth strategy and the role of partnering for development in that strategy. Loretta details Cisco’s consistent set of build, buy or partner criteria, along with the company’s standardized alliance evaluation and selection process. The presentation includes case examples of Cisco’s partnerships with HP, Microsoft and IBM in the IP telephony market. (29 pages)

  10. Collaboration Process Overview Locked

    Research | Posted: 2004-06-08

    Pasi Vakaslahti, Partner Manager, Nokia Networks In this presentation at the Management Roundtable’s CoDev 2004 conference, Pasi discusses Nokia’s collaboration framework, offering details on the tasks and management involved in each stage of the company’s global collaboration process. Pasi then explains why this approach is often not sufficient and outlines his efforts to create a risk-mitigating, dynamic approach to collaboration. (30 pages)

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