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  1. Open Innovation and Metrics: Designing Partnerships for Measurability Locked

    Research | Posted: 2006-08-09

    An Interview with Wayne Mackey, principal consultant, PDC Inc. In this August 2006 interview, consultant and metrics expert Wayne Mackey, a principal consultant with Product Development Consulting, Inc., discusses the special challenges of measuring open innovation projects. Mackey’s research indicates that communication is the single most important focus for open innovation metrics. Mackey discusses the different types of open innovation projects and where the levers of control reside in each case. Mackey also provides a framework for categorizing the roles and responsibilities on each side of the partnership and gives ten general metrics that form a starter list for measuring open innovation. Finally, Mackey generates a short list of “do’s” and “don’ts” for measuring open innovation projects. Mackey’s work suggests that best practice organizations are consciously designing partnerships for measurability. (7 pages)

  2. The Right I-Stuff: Intellectual Capital Management for Open Innovation Locked

    Research | Posted: 2006-06-28

    Sharon Oriel of Talisker and Associates, and formerly with The Dow Chemical Company, was an early co-founder of the Intellectual Capital Managers Gathering. In this exclusive interview, Oriel discusses the evolution of capital management at Dow Chemical; the need for a precise terminology around intellectual assets; building questions about intangible assets into the product development process; managing knowledge flow in open innovation projects; the role of the legal department; and the global dimensions of managing intangible assets. (6 pages)

  3. The Clorox Model of Innovation Partnering: Transcript of Audio Session Locked

    Research | Posted: 2006-05-23

    This audio session with David Lowrance, Group Manager, Technology Brokerage, Clorox Company, presents a comprehensive process for Open Innovation. Lowrance discusses the strategic rationale behind Clorox’s innovation approach in its quest to maintain market share leadership in its categories. To execute its strategy, Clorox created an internal organization, called technology brokerage, which orchestrates the partnerships for the company, both internally and externally. Clorox also uses Win-balancing a tool to quantify and communicate the level of innovation delivered by a supplier. It allows Clorox to communicate that assessment openly, transparently, and over time, maximizing cross-organizational alignment. Clorox's Go deep process to assess a technology partner’s potential. The objective is to achieve a deep understanding of partner capabilities and technology for the purpose not only of identifying the right technology partners, but also to understand their fit with Clorox's technology platforms and business strategy. Lowrance also discusses Clorox’s creative approach to IP management. The transcript, below, follows the slides available here. (23 pages)

  4. The Clorox Model of Innovation Partnering: Summary of Audio Session Locked

    Research | Posted: 2006-05-23

    Related Links: Audio (mp3 13.5MB) | Transcript (23 pages) This audio session with David Lowrance, Group Manager, Technology Brokerage, Clorox Company, presents a comprehensive process for Open Innovation. Lowrance discusses the strategic rationale behind Clorox’s innovation approach in its quest to maintain market share leadership in its categories. To execute its strategy, Clorox created an internal organization, called technology brokerage, which orchestrates the partnerships for the company, both internally and externally. Clorox also uses Win-balancing a tool to quantify and communicate the level of innovation delivered by a supplier. It allows Clorox to communicate that assessment openly, transparently, and over time, maximizing cross-organizational alignment. Clorox's Go deep process to assess a technology partner’s potential. The objective is to achieve a deep understanding of partner capabilities and technology for the purpose not only of identifying the right technology partners, but also to understand their fit with Clorox's technology platforms and business strategy. Lowrance also discusses Clorox’s creative approach to IP management. The summary, below, along with the slides available here, provide case examples, an outline of key points, as well as an overview of the questions and answer session that followed Lowrance’s talk.(16 pages)

  5. Design as a Differentiator:  Summary of Audio Session Locked

    Research | Posted: 2006-02-24

    Related Links: Audio - mp3 or wma | Transcript (18 pages) In this summary of a member-only audio session, Lawrie Cunningham (Black & Decker), Peter Marks (Design Insight) and Design Continuum’s Harry West and Allan Cameron discuss design and its role in differentiating new products and services. The panel, among other topics, talked about the emotional responses that good design can elicit and the role that this plays in customer buying decisions; criteria for design quality; the best means of informing design; and the cost/benefit tradeoffs involved in outsourcing design. (7 pages)

  6. Ideation and Innovation:  A Framework & Overview Locked

    Research | Posted: 2006-02-24

    During economic downturns, most companies focus on cost-cutting and incremental product development, scaling back funding for significant product and process innovation. In such environments, companies face a desire to develop ideas that they will be able to capitalize upon when the economy turns around but also lack the resources to fund such backdrop innovation. As signs of recovery emerge, there is no doubt that organizations need to grow income and profits through innovative new-to-world products and services. Moreover, increased competition from low-cost producers abroad and tightening government regulations also prod Western companies to create higher-value products and efficient processes that generate competitive advantage and command higher prices. This report provides highlights of research on innovation and ideation – the ‘whats,’ the ‘whys,’ the ‘hows’ and the challenges of innovative product development.(4 pages)

  7. Design as a Differentiator:  Transcript of Audio Session Locked

    Research | Posted: 2006-02-24

    In this transcript of a member-only audio session, Lawrie Cunningham (Black & Decker), Peter Marks (Design Insight) and Design Continuum’s Harry West and Allan Cameron discuss design and its role as a differentiator. The panel, among other topics, talked about the emotional responses that good design can elicit and the role that this plays in customer buying decisions; criteria for design quality; the best means of informing design; and the cost/benefit tradeoffs involved in outsourcing design. (18 pages)

  8. Metrics for Innovation:  Transcript of Audio Session Locked

    Research | Posted: 2005-12-27

    In this transcript of a December 2005 MRT audio session Tim Jones of Innovaro and Tony Ulwick of Strategyn presented proven approaches for measuring innovation. They explained why it is necessary to measure the outcomes that customers use to measure success. They suggest that it is best to balance measures of the business results (such as market share growth) with measures of internal activities (such as number of patents filed). The panelists also presented approaches for measuring open innovation; for selecting concepts and measuring the value of Intellectual Property; and for measuring the value of an innovation portfolio.(17 pages)

  9. Metrics for Innovation:  Summary of Audio Session Locked

    Research | Posted: 2005-12-27

    Related Links: Audio - mp3 or wma | Transcript (17 pages) In this summary of a December 2005 MRT audio session, Tim Jones of Innovaro and Tony Ulwick of Strategyn presented proven approaches for measuring innovation. They explained why it is necessary to measure the outcomes that customers use to measure success. They suggest that it is best to balance measures of the business results (such as market share growth) with measures of internal activities (such as number of patents filed). The panelists also presented approaches for measuring open innovation; for selecting concepts and measuring the value of Intellectual Property; and for measuring the value of an innovation portfolio. (6 pages)

  10. Ideation and Innovation Insights: Outsourced Innovation Locked

    Research | Posted: 2005-12-09

    In this report, Michael Docherty, CEO of Venture2 and Luda Kopiekina, President and CEO of Equanex Corporation, present practices for creating an open model of innovation that leverages external resources to fuel internal growth throughout the entire innovation and commercialization process. Mike Docherty has over 23 years of leadership experience in general management, new product development, and marketing. Prior to forming Venture2, Mike was a VP and General Manager at Sunbeam and he has worked to lead marketing and planning efforts at Ford Motor Company and General Electric (GE) among other companies. Luda Kopiekina is a former VP at GE, and Chairman of South Florida’s MIT Enterprise Forum. (6 pages)

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