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  1. 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)

  2. 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)

  3. Co-Development Conference Highlights Intellectual Property, Shows Open Innovation a Maturing Strategy Locked

    Research | Posted: 2007-02-18

    A January 2007 conference on Co-Development moved the conversation about collaborative product development a notch forward. The conference participants and presenters took for granted that the business case for CoDev had been made. The focus has turned toward leveraging open innovation models and managing intellectual property (IP) around a core business strategy. Keynote speaker Henry Chesbrough, as well as other speakers from IBM, Kraft, Microsoft, Hewlett-Packard, Medtronics and others discussed such issues as the question of protecting and managing IP as a major building block of any open innovation opportunity; the growing range of open innovation options, various intellectual property strategies, and the business models that integrate both; developing a supplier capabilities matrix to help determine which suppliers showed greatest promise as co-development partners; forging an IP strategy to meet the challenge of creating a collaborative product based on customer experiences, and other issues around open innovation and IP. (5 pages) Related links: Special Report on Open Innovation Practices; CoDev Conference 2008

  4. Interface Inc. Builds Environmental Sustainability into its Product Strategy: not Philanthropy or Altruism but Competition Locked

    Research | Posted: 2007-01-26

    Interface, Inc., a leader in the interior furnishings industry, builds its focus on the environment into its products and processes, allowing the company to shave waste and develop more innovative products. For Interface, the key word is sustainability, which entails measuring the benefits of its business decisions against their potential costs to earnings and to the environmental and social systems which its products affect. A multi-year effort culminated in the creation of a series of metrics around sustainability. These metrics dovetail with the program the company refers to as its Seven Fronts of Sustainability. These seven involve such issues as eliminating waste, reducing harmful emmissions, using renewable energy and encouraging resource-efficient transportation of its products. The company also has a tool for assessing the environmental impact of its products over their entire life cycle. Interface carefully screens the raw materials it allows its designers to use and partners with suppliers to gather the data it needs to make better decisions for the environment. An underlying principle in Interface’s sustainability strategy is to imitate nature’s own solutions to the challenges it faces. Interface has discovered that ‘green’ is not only politically correct– it’s also good business. (7 pages)

  5. Applying Product Development Principles to Naval Ship Design: An Interview with Robert Keane Locked

    Research | Posted: 2006-11-17

    At the time of his retirement in 2002, Robert Keane was the Executive Director of the Surface Ship Design and Systems Engineering Group for the United States Navy. Throughout his long tenure with the Navy, Keane's career proceeded through virtually every major design function essential to naval ship design and development. Since his retirement, he serves as president of Ship Design USA, Inc., a consulting firm. In this interview, Keane discusses how development processes changed over the course of his career; the challenges of applying best-in-class practices from the private sector to naval ship design; documenting processes and capturing learnings during the course of a very long development cycle; the role of metrics in ship design and the composition of the development teams. (7 pages)

  6. Turning on Your Innovation Light Bulb: Applying Thomas Edison's Five Competencies of Innovation to Your Business - Audio Session Summary Locked

    Research | Posted: 2006-10-14

    Related Links: Audio (mp3) | Transcript (21 pages) | Slides (57 pages) In this audio session Sarah Caldicott, President of StarWave Associates and a descendent of Thomas Edison through his second wife, presents research on the methods used by her famous forbear to innovate and invent. Caldicott has identified five competencies used by Edison in his work, which include unstoppable persistence, kaleidoscopic thinking, balancing the creative and the practical, building high-performance collaborative teams, and moving markets. Caldicott presents the reasons why examining Edison’s methods is useful today and provides a number of specific steps that make Edison’s approaches applicable to 21st century corporate environments. (12 pages)

  7. Measuring the Value of Open Innovation: Metrics, NPV and ROI Locked

    Research | Posted: 2006-10-11

    A Presentation by Simon Hayes, Senior Director, Strategic Alliance, Cisco Systems Cisco Systems has created a comprehensive measurement system for Open Innovation projects and alliances. Cisco’s experience suggests that it is necessary, first, to have a consistent methodology for measuring business return – one that embraces all of the types of projects under the corporate umbrella. Cisco tracks the metrics at the project, alliance and alliance portfolio levels. According to Hayes, comprehensive NPV, across all of these levels, is the best measure when comparing one project with another. Including non-financial, strategic measures (e.g. early market entry or the opportunity to create a new standard) in your calculations is essential – it is difficult to quantify them, but estimating them is better than ignoring them. An up-to-date metrics dashboard allows for mid-course corrections, and Cisco has created an automated, frequently updated dashboard solution. Finally, it is necessary that everyone involved on both sides feel ownership over the metrics and are accountable for them. To be successful in strategic alliances, says Hayes, it is absolutely necessary to develop a sense of joint destiny with your partner. Download the presentation slides (19 pages) here and then download the text summary below.(6 pages)

  8. Turning on Your Innovation Light Bulb: Applying Thomas Edison's Five Competencies of Innovation to Your Business MP3 Locked

    Research | Posted: 2006-10-07

    MP3 download for the audio session "Innovate Like Edison," September 13, 2006.

  9. Using Technology Scouting to Stimulate Innovation: Keys to Focusing the Search Locked

    Research | Posted: 2006-08-31

    By Jay Paap, President, Paap AssociatesSuccessful technology scouting starts with the right definition of the need, argues Jay Paap in this feature article. To promote innovation, writes Paap, scouting must go beyond seeking sources of known technologies – it must seek out new technologies that provide novel approaches to the problems you face. Think in terms of the problem to be solved, not the technology you think will solve the problem, advises Paap. Define the problem in generic terms to make it easier to identify potential solutions and technological approaches used in other industries. If you’re concerned about missing disruptive technologies, look at changes in customer needs that drive the demand for new technologies. Focus is critical for effective scouting – but focus on the right things: the problems and needs that your technology intends to address. (7 pages)

  10. Held Hostage by Delayed Technology? Locked

    Research | Posted: 2006-08-25

    Don Reinertsen, President of Reinertsen & Associates For product developers, new technology can be our best friend or our worst enemy. It can be an unparalleled tool to improve product performance. An inelegant design using new technology often outperforms even the most brilliant design using old technology. Unfortunately, new technology has a dark side, introducing uncertainty into schedule and performance goals. Since a project can be as uncertain as its most uncertain element, the entire project schedule can be contaminated by the uncertainty of a single underlying technology. In this brief article, Don Reinertsen argues that the key is to keep technology off the critical path. He presents severalways of pursuing this strategyas well as an analytic approach for articulating the economic argument. (3 pages)

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