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Showing 81 - 90 of 115 matches

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  1. Moen Inc. Turns to Strategic Outsourcing to Speed Innovative Products to Market Locked

    Research | Posted: 2004-06-03

    In order to create innovative products faster, Moen, one of the largest suppliers of plumbing products in the world, found a co-development partner that offered complementary core competencies and a willingness to make a reciprocal investment in a long-term relationship. Contrary to conventional wisdom, Moen deliberately chose a company with a radically different culture. The reason: Moen judged that the skills and creativity that an organization needs to be truly innovative aren't necessarily nurtured in a large-company culture like Moen’s. This report describes the anatomy of a very successful co-development alliance between very different companies. (7 pages)

  2. Managing Co-development Projects: Strategic Alliance or Alliance Strategy? Locked

    Research | Posted: 2004-06-03

    From managing a portfolio of alliances, to the finer points of joint development agreements, alliance strategy has emerged as a field of study that is increasingly relevant to product development. Ben Gomes-Casseres, a professor at Brandeis University (Waltham, Mass.), is an authority on alliance strategy and management, with a focus on technology companies. One of the most important, high-level findings of his research is that it is necessary to focus not only on “doing the deal,” but also on an overall alliance strategy that is tied to overall business strategy.This report presents an overview of Gomes-Casseres’s approach to alliance strategy. (7 pages)

  3. SCT Corp. and Campus Pipeline: Co-Development Partners Like David and Goliath – On the Same Side Locked

    Research | Posted: 2004-06-03

    Systems and Computer Technology Corporation (SCT Corp.) and Campus Pipeline, Inc., have engaged in a long-term co-development strategy that has resulted in unique value for the higher education market and mutual benefit for both companies. The SCT/Campus Pipeline co-development partnership successfully brought to market a Web platform, integrated with the core administrative systems of colleges and universities, providing a portal with a series of communication applications. While the two companies are substantially different in both size and experience, their carefully focused product collaboration has turned those differences into assets. Their relationship has made it possible for a new and small-sized company to get a head start, while enabling a larger, established firm to bring innovative technology to its customers. (8 pages)

  4. Collaborative Developers Reveal Areas for Improvement Locked

    Research | Posted: 2004-06-03

    A 2002 survey, conducted by The Performance Measurement Group, LLC (a Pittiglio Rabin Todd and McGrath company), found that strategies, tools and processes for co-development are still emerging. Participants in the survey reveal that practitioners of collaborative development expect to expand their use of the practice in the next several years. The survey suggests that practices, tools and technologies in this domain are still relatively immature and that practitioners are seeking to improve their co-development capabilities. In order for co-development to mature as a practice, improvements are still needed in a number of areas: processes, tools technologies and basic strategies. (5 pages)

  5. Air Products and Chemicals: Where Co-Development Follows Product Development Fundamentals Locked

    Research | Posted: 2004-06-03

    Achieving success through new product development partnerships requires a company to have a robust understanding of its own product development basics long before it turns to drafting its first joint development agreement. The experience of Air Products and Chemicals, Inc. demonstrates that when you keep your eye on the basics, co-development comes naturally. This report outlines how co-development occurs within the context of strategy, of the product development process, and of the product portfolio. (7 pages)

  6. Tapping Into Government by Leveraging the Stimulus Package: Questions and Answers Locked

    Quick Insight | Posted: 2009-06-22

    A recent Management Roundtable audio session, "Tap into Government: Leveraging the Stimulus Package," generated a great deal of interest and numerous questions among members. The audio-session presenter, Susan Ward, President of ITECS, answered participants' questions in a follow-up to the audio-session covering such topics as IP ownership, the availability of grants to large, profitable companies, and the position of sub-contractors in a funded project.

  7. A Process and Metrics for Technology Scouting at Nokia Locked

    Quick Insight | Posted: 2009-04-10

    At a Management Roundtable conference on technology scouting, Nokia's Hitesh Anand presented his company's "venture capital-like approach" to scouting innovations for new business opportunities. Anand described how to build a wide network of partners, while prioritizing a few deep relationships within specific nodes. He also discussed how to triage rapidly a large number of opportunities without weighing down the organization. Nokia's process includes scanning for opportunities, screening and consolidating the best possibilities, and then validating each of them on both the technology and business sides. Downstream, a new business case emerges, which may include licensing, partnering, internal development, or mergers and acquisitions.

  8. Co-Development Gone Wrong: Case Study Shows Common Mistakes in Product Development Partnerships Locked

    Quick Insight | Posted: 2009-04-03

    In a recent case study, John Avellanet, President of Cerulean Associates, LLC, discusses six mistakes that can derail a co-development effort. Avellanet presents the case of a biotechnology and medical device company he calls "Cerberus Technologies Limited" (CTL, a pseudonym). The case study shows how assumptions derived from functional specialties cloud judgments related to bigger picture issues. He also shows how bad decisions made as a result of financial and time pressures tend to build on themselves – leading to even worse decisions.

  9. The Adaptive Organization: Key Characteristics and Practices Locked

    Quick Insight | Posted: 2009-03-20

    A recent KPMG study found that 93% of executives surveyed expected changes in at least one aspect of their business model over the next 3 years; nearly half of those same executives expected those changes to be major. This rate of change will be impossible to manage without the capability to adapt to shifting circumstances. To respond to this challenge, a September 2008 summit held by Toffler Associates, the consulting firm founded by Alvin and Heidi Toffler, authors of "Future Shock" and "Revolutionary Wealth", convened leaders from industry and the public sector to discuss the characteristics and practices of the adaptive organization. The group found that cross-organizational collaboration, and encouraging innovation and experimentation were characteristic of adaptive organizations. They also found that bottom-up rather than top-down change was vital. The group identified three strategies for fostering bottom-up change in the adaptive organization.

  10. Choosing the Right Partner: Kraft Foods and Bosch and Siemens Home Appliance Group Brew the Right Mix with Tassimo Locked

    Quick Insight | Posted: 2009-02-23

    When Kraft Foods decided to pursue an external alliance to develop what became the Tassimo Beverage System, it knew that the product's success depended on selecting the right partners. This piece lists the selection criteria Kraft used to screen potential partners and discusses some of the standards the company pursued in its negotiations.

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