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  1. Managing Intellectual Property for Open Innovation: Transcription of Audio Session Locked

    Research | Posted: 2005-02-16

    In this transcript from a panel discussion, held February 8, 2005, Management Roundtable experts from Black & Decker, NAPP Pharmaceuticals and Los Alamos National Laboratories discussed current and emerging practices for managing Intellectual Property (IP) for Open Innovation. Joint development agreements, non-disclosure agreements, patents, and other mechanisms to protect IP are highly recommended even in the early phases of co-development and even with trusted partners. Ownership rights usually reside with the creator, but joint ownership applies in some situations. Unmanaged copies and patent workarounds can be a problem when outsourcing – extreme care must be taken. For companies involved in global deals, there are differences in patent laws between Asia, Europe, and North America which could mean that IP is not fully protected. Panelists and participants agreed that "open innovation" is on the rise, and that managing intellectual property requires both caution and flexibility. (17 pages)

  2. GUIDE TO LEADING PRACTICES: Product Innovation Locked

    Research | Posted: 2005-02-15

    This report presents Leading Practices for Product Innovation derived from practitioner experience and benchmarking research. Management Roundtable has culled these practices from our knowledge base and formulated them as simple, actionable, bullet-level statements. In addition, the GUIDE cites the source for each practice, presents a brief discussion of each, and provides links to further information. (10 pages)

  3. Laerdal Medical Corporation Uses “Business Facilitators” to Add Marketing Horsepower to Product Development Locked

    Research | Posted: 2004-11-19

    Laerdal Medical Corporation, a pioneer in the field of emergency medicine, created a new position, Business Facilitator, to handle “the business end of product development.” Business Facilitators (BF's) are measured on product development and market success – from idea to six months post release. They do not replace product managers but act as a bridge between product management and development. In the early phases, BF's are responsible for managing the collection and analysis of market information and for performing the business analysis. They assist product developers in contract negotiations with suppliers and provide a link to sales, marketing, and product management. In the later phases, the BF's act as launch managers and coordinate beta sites, early sales reference sites, marketing and launch materials and organize the initial sales training. Post release, they transition responsibility over to product management and fade gradually from the operational processes. Laerdal found that BF’s can help make better, fact-based cases for new products; they help ease logjams in the earlier phases, as well as help to generate greater customer satisfaction.(6 pages)

  4. The Ebb and Flow of Ideation Locked

    Research | Posted: 2004-10-29

    In this commentary, Dev Patnaik argues that, when it comes to generating innovative ideas, it’s useful to understand the ebb and flow pattern of most brainstorming sessions. By now, claims Patnaik, most developers know the rules for conducting a brainstorming session: defer judgment, build on what others come up with, and so forth. Often, however, the problem with a poor brainstorm is that the group just isn’t getting stupid enough. The desire to get to great ideas prevents us from suggesting the absurd. It’s those absurd ideas, says Patnaik, that can help produce the great ideas developers are looking for. Patnaik also presents “the Idea Curve” which represents the general pattern in the quality of ideas that emerge in an ideation session. (3 pages)

  5. Better, Faster Innovation: Executive Session Summary Locked

    Research | Posted: 2004-10-04

    At an August, 2004 executive session, speakers from industry and academia stressed the need to increase the acceptability and frequency of early experimentation and ‘failure.’ Professors from Harvard Business School and presenters from IDEO and HP suggested that too much time and too many resources are invested in projects and prototypes before they are evaluated. By the time they are evaluated, little incentive exists to kill projects as necessary. Moreover, as projects progress, teams rarely revisit early assumptions or invite on-going feedback from customers. Practitioners, from such companies as Pfizer, Qualcomm, Texas Instruments, Boeing, Timberland, 3M, Abbott Labs, Boston Scientific, Kimberly Clark, and McDonalds, discussed the importance of avoiding the costs of unsuccessful projects, while saving the related opportunity costs. This report, focusing on practices for innovation and rapid prototyping, contains highlights from each presentation and a bullet-level summary of findings from the complete session. (6 pages)

  6. Masterlock, Design Continuum Re-design Total Product for Market Leadership Locked

    Research | Posted: 2004-09-22

    Padlock giant, Masterlock, produces the best-selling products in its field in the U.S. and enjoys 90 percent unaided brand awareness - an enviable position. Yet, in the late 1990s, Masterlock began to see its products sliding down the slippery slope toward commoditization. Along with several smaller entrants, a major competitor producing lower priced knock-offs had moved into the field. These imitations, virtually indistinguishable from Masterlock's products, began to reduce the firm's market share and drive down margins. To stay competitive, Masterlock needed a firm response. The only viable solution was to meet the challenge directly through meaningful differentiation between Masterlock's offerings and competitor's. This case study demonstrates design innovation in a mature product line. (7 pages)

  7. You Can’t Do It Right the First Time Locked

    Research | Posted: 2004-09-22

    In this commentary, Preston Smith argues that an essential characteristic of innovation - and thus of product development - is that we don't have all of the information we need when we start. Innovators cannot even obtain the information they need in an orderly way, because, no matter how diligently they arrange activities in sequence, some of the information needed in the present will not be available until later. Smith posits that the problems of innovation cannot be solved in simple sequential steps but rather through a “looping process” where new inputs continually shift our previous definitions and our previous expectations. Smith mentions a tool called the Design Structure Matrix that can help plan these iterative processes. (3 pages)

  8. Harvard Business School’s Dorothy Leonard on Knowledge Capture, Igniting Group Creativity and Empathic Design Locked

    Research | Posted: 2004-09-22

    Harvard Business School professor Dorothy Leonard, whose research focuses on creativity, knowledge management, and new product development, sees three areas crucial for innovation in product development. Internally, she says, you should look for ways and means to capture and disseminate the hard-to-get-at tacit knowledge that resides in the depths of your organization. You should also be on the lookout for fresh ways to enhance the creativity of groups. Externally, says Leonard, product developers should observe customers in their own setting – an element of what she terms empathic design. (5 pages)

  9. Climbing Out of the Box Locked

    Research | Posted: 2004-09-22

    Product team coach, Bart Huthwaite offers five suggestions for how organizations can stimulate creativity, on the path of innovation. Huthwaite suggests that companies encourage creative abrasion; constantly build alignment; “move forward in reverse,” that is, reason from goals back through the process steps it takes to achieve them; think in three dimensions of time: present, next generation, and long-term; and increase communication by providing opportunities for employees to interact. (4 pages)

  10. 3-D Design Offers Innovative Approaches to Virtual Teaming Locked

    Research | Posted: 2004-09-22

    First with British Telecom and now with Hutchison3G, British 3-D designer Andrew McGrath has participated in the research and development of innovative tools to address the communication needs of dispersed teams. His team's insight into communication and collaboration in co-located environments has led to new approaches to virtual teaming. McGrath's work uncovered the need for solutions in two key areas: meeting spaces, graphically enhanced audio conferencing, and contact spaces, on-line areas that simulate the unplanned and unpredictable communications that occur in shared spaces. The innovations of McGrath and his colleagues go beyond shared applications, whiteboards, and video "talking heads"; they’re working toward a complete solution for virtual teams. (6 pages)

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