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  1. 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)

  2. Networks and Resources to Scout New Products Locked

    Research | Posted: 2005-09-29

    This custom research report answers the following question: Is there a network or resource to help scout really novel, high potential volume products that have just hit the market or are nearing the market; products that could benefit from the considerable sales, distribution and marketing strengths of a leading consumer products company? The report contains a summary of research findings and expert views as well as links to additional resources for scouting and new product intelligence. (10 pages)

  3. A Disciplined Process for Innovation: Armstrong Clarifies the Fuzzy Front End with Marketplace Teams Locked

    Research | Posted: 2005-09-16

    This report summarizes a recent talk by Leslie Kulis, Director of Process Improvement at Armstrong World Industries’ international headquarters, on the subject of maximizing innovation through clarifying the “fuzzy front end” of development. Leslie discusses how Armstrong has increased its number of product launches in part by focusing on ways to generate and evaluate promising new product ideas. In particular, Leslie describes how Armstrong created local marketplace teams help keep new ideas in the “pipeline” before the company’s business divisions commit resources to development projects.Kulis also reports on the dashboards that help the company maintain a balanced product portfolio. In addition to the text-based summary below, click here to downloadpresentation slides (56 pages) related to this talk.(6 pages)

  4. Innovation & Ideation: Summary of Audio Session Locked

    Research | Posted: 2005-08-12

    Related Links: Audio - mp3 or wma | Transcript (18 pages) In this summary of a MRT member audio session, Dr Ali Alwattari, Innovation Manager and Principal Scientist, Gillette, and Ian Noble, Open Innovation Champion at a 'large consumer OEM, Europe' and visiting member of staff at the Manchester Science Enterprise Centre (University of Manchester) present formal approaches to innovation. The panel discusses how innovation is organized in their respective organizations; key challenges and improvement areas for innovation processes; the role of customers and suppliers in creating innovations; and sources of information in the domain of innovation practices. (8 pages)

  5. Innovation & Ideation: Transcript of Audio Session Locked

    Research | Posted: 2005-08-12

    In this transcript of a MRT member audio session, Dr Ali Alwattari, Innovation Manager and Principal Scientist, Gillette, and Ian Noble, Open Innovation Champion at a 'large consumer OEM, Europe' and visiting member of staff at the Manchester Science Enterprise Centre (University of Manchester) present formal approaches to innovation. The panel discusses how innovation is organized in their respective organizations; key challenges and improvement areas for innovation processes; the role of customers and suppliers in creating innovations; and sources of information in the domain of innovation practices. (18 pages)

  6. IP Management Insights from Foster-Miller Locked

    Research | Posted: 2005-06-03

    A Conversation with Ed Goldman, Senior Vice President, and Peter de Bakker, Business Development Manager Waltham, Massachusetts-based Foster-Miller provides contract engineering and technology development services to customers across industries. An independent, wholly owned subsidiary of QinetiQ, Inc., Foster-Miller employs 365 technical staff members to work on customer projects, internal R&D efforts, and government-sponsored initiatives. Senior Vice President Ed Goldman and Business Development Manager Peter de Bakker spoke with MRT about the IP management challenges and practices at Foster-Miller in the context of its business model. Among other topics, they discuss employee IP education, reviewing a patent portfolio, and evaluating IP management. (4 pages)

  7. Build to Learn Locked

    Research | Posted: 2005-05-27

    In this commentary, rooted in the history of Sony PCs, Dev Patnaik presents the Build to Learn strategy. Such a strategy involves developing products or product lines, in the early generations, more from the perspective of learning and capabilities acquisition than from a commercial standpoint. By focusing on learning rather than commercial success, in the early stages, plans can be made for rapid modifications and improvements through several generations of the product. Such projects require a long-term focus, patience and clear definitions of goals. Entrants into new businesses or markets may also have their own product created by an OEM with experience in the field. Over time, that product can be indigenized, with design and manufacturing of subcomponents moved in-house. Only then can a firm be reasonably expected to develop meaningful points of differentiation. (3 pages)

  8. IP Management Insights from the Clorox Company Locked

    Research | Posted: 2005-05-20

    Over the past decade, California-based consumer products leader The Clorox Company has transitioned from an organization with a narrow product set to a growth-centered organization. In producing a broader set of products and working with external sources of R&D expertise, the company has emphasized the importance of intellectual property management. Pat Bengtsson, Clorox's Chief Intellectual Property Counsel, charged with managing that IP, spoke with MRT about the process of building the internal capacity to manage external partnerships, train employees, and assess how well the company is doing at IP management. This report presents how Clorox organizes its leadership structure, how the company engages the front line to avoid IP risks, how it establishes contracts and agreements up front, and how it assesses IP value. (5 pages)

  9. IP Management Insights from Hewlett-Packard Locked

    Research | Posted: 2005-05-04

    Hewlett-Packard (HP) outsourced most manufacturing long ago, and is in the process of outsourcing many development functions. The role and value of the employees and organization that remain is to create customer-differentiating Intellectual Property (IP) that HP can then defend and monetize, making HP products worth a premium in the market. In the past, developers have not had to worry as much about IP management and strategy issues. However, increasing patent activity in industry, a crowded innovation space, and costly litigation have created the need for an IP focus at all levels of the R&D organization. Paul Henderson manages HP's internal R&D strategy consultancy, the Product Generation Consulting group, which bridges knowledge of technology, business, and IP to develop know-how for business processes, including IP strategy and intellectual capital management. In this report, Paul discusses such issues as HP's IP leadership structure, patent review boards, options for non-core IP, diagnosing IP issues, and tools for asset management. (4 pages)

  10. Managing Intellectual Property for Open Innovation: Summary of Audio Session Locked

    Research | Posted: 2005-04-12

    Related Links: Audio - mp3 or wma | Transcript (17 pages) In this summary of a panel discussion with Management Roundtable IP management and open innovation experts, Lawrie Cunningham of Black & Decker, Roger James of NAPP Pharmaceuticals and Susan Sprake of Los Alamos National Laboratory, participants discuss their greatest IP challenges; going outside of the organization to innovate; IP co-ops; relationships between smaller and larger entities and Joint Development Agreements. (8 pages)

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