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Showing 61 - 70 of 127 matches

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  1. Study: Senior Managers Of Innovative Firms Focus On R&D; Characteristics of Innovative Companies Revealed Locked

    Research | Posted: 2004-09-22

    A research wing of consulting firm, Accenture, has conducted it fifth annual survey of senior executives focusing on the impact of Information Technology. The global study found that the most innovative firms placed new product and service development among their top priorities and gave more attention to their research and development groups. In addition to emphasizing the importance of R&D, the study also details several characteristics of innovative companies in an uncertain marketplace. (5 pages)

  2. 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)

  3. The Metrics Dashboard: An Interview with Chris Meyer Locked

    Research | Posted: 2004-09-21

    If you want fast and effective business decisions, those who do the measuring should also do the analysis, and act on that analysis, argues metrics “Dashboard” originator, Chris Meyer. In this interview, Meyer describes his “dashboard” concept as a means of subverting a prevalent trend where measurement is merely a covert form of command and control, that avoids the application of human judgment. Meyer emphasizes that measurements are best used to guide decision-making and should enable the team as much as inform senior management. Since the team is closest to the task, Meyer advocates allowing the team to create its own dashboard. The team then tests its dashboard with senior management for alignment to corporate goals and cross-team learning. In addition to describing the essence of his theory of measurement, Meyer also discusses how an operational mindset hampers innovation. (6 pages)

  4. Benchmarking Best Practices in Product Innovation: The Role of Senior Management Locked

    Research | Posted: 2004-09-21

    This report by product development experts Dr. Robert G. Cooper, Dr. Scott J. Edgett and Dr. Elko J. Kleinschmidt details the findings of an American Productivity and Quality Center (APQC) benchmarking study which researched 125 businesses and 17 best-practice topic areas, ranging from new product strategy through to climate and culture. This summary targets two major topic areas: the New Product Development (NPD) performance results achieved by the sample of businesses, and the role of senior management. The study examined the most commonly used performance metrics, new product success rates and adherence to schedules and budgets. The research also found that, in many businesses, top management does not include new product metrics in their personal annual objectives in many businesses, and that, overall, there is a lack of senior management commitment to NPD. (5 pages)

  5. Focus and Fluidity: Product Development and the Art of Innovation Locked

    Research | Posted: 2004-09-09

    Successful companies aspire to more then just getting to market quickly: a focus on users and an emphasis on enlightened trial and error can help realize the higher goal of a compelling and sustainable future. A world leader in innovation, IDEO has a multitude of lessons to share in the user-centered design of products, services, and environments. In this presentation, IDEO’s Craig Sampson showed how companies and individuals can be more creative, more innovative, and more effective in both their work and the realization of their innovation goals. He also explored the methodologies of user-focused design, brainstorming, rapid prototyping, and cross-pollination to show how they have made the critical difference in a wide variety of IDEO projects. Andrew Burroughs, Sr. Engineer, IDEO, also contributes a case study illustrating how the use of prototyping throughout the development process enables teams to identify needs, delight users, and inspire alignment and support by all project stakeholders. (23 pages)

  6. Applying Product Platform Concepts to Services Businesses Locked

    Research | Posted: 2004-09-09

    Professor Marc Meyer’s work focuses on how technology architectures can be managed strategically across a corporation’s business units, with a particular emphasis on the development of next generation products and services. In this interview, Professor Meyer discusses how the concept of product families and product platforms apply equally well to service as to manufacturing businesses. Meyer presents a three-tiered model for new product and service development which links market segments, product platforms and core competencies. Meyer suggests that these three areas are frequently treated as completely separate processes, while in a platform-based product or service development process, they are linked. Meyer discusses this linkage, presents a precise definition of product and service platforms, and comments on the role of measurement in service industries. (7 pages)

  7. 3M Uses Lead User Research to Pursue Innovation Locked

    Research | Posted: 2004-07-14

    When 3M discovered they did not have the skills or technical and marketing personnel to develop a totally new business, they turned to Lead User research to help fill the void. Lead User research, pioneered by MIT’s Erich von Hippel, is a way to develop concepts for new and breakthrough products and services by learning from users who are ahead of the market. The process actively engages Lead Users in concept development. 3M used Lead User research to develop "breakthrough" new concepts for products or services; to improve current new product concepts and prototypes; to find new leading-edge markets and applications for new 3M technologies; and to generate new long-range growth strategies. This report describes how 3M created its own version of the Lead User process, who participated in the project, and how the process has spread to other areas of the corporation. (5 pages)

  8. Gary Hamel on Irrelevancy, Innovation, and Getting Silicon Valley Consciousness to Permeate your Organization Locked

    Research | Posted: 2004-07-14

    In this interview, Gary Hamel contends that innovation is a higher priority than efficiency. He claims that managers spend far more time on such activities as restructuring, mergers, enterprise resource planning, and reengineering than they spend on innovative ways to generate wealth. Hamel argues for a more open and creative environment where innovations can come from any level of the organization. In his view, to avoid irrelevancy, large, established firms must take on the “ethos” of a Silicon Valley startup – driven by passion and innovation. Hamel defends his thesis that competition no longer between products, but between business models, with reference to several companies with which he has worked. (6 pages)

  9. MIT’s Von Hippel on Innovation , Lead User Analysis, and Cutting Concept Development Time and Cost Locked

    Research | Posted: 2004-07-14

    When it comes to innovative product concepts, sometimes it's a waste of time and resources to try to understand current customer needs. That's the word from MIT's Eric von Hippel, whose pioneering research in new product innovation and the fuzzy front end gave us the idea of Lead Users. Lead users have two main characteristics: 1) they have needs that foreshadow general market demand and, 2) they are prone to innovate. Von Hippel claims that sometimes it's less expensive and more efficient to let your customers define the needs, limit yourself to offering solutions, and let the customers create their own design based on them. This report provides an overview of the Lead User concept and discusses where they can be found, and how the information they provide can improve concept development for breakthrough products. (5 pages)

  10. Solving the Innovator’s Dilemma Locked

    Research | Posted: 2004-07-14

    In his book, The Innovator’s Dilemma, Clayton Christensen, outlined how companies can become victimized by their own success. Successful companies can fall by the wayside if they are blind-sided by disruptive technologies that initially appeal to only a small segment, but eventually work their way into mainstream markets. This report presents a framework for solving this “dilemma” through a replicable process that has been implemented by such firms as Hewlett-Packard, Motorola and Johnson & Johnson. Tony Ulwick, the developer of this process, argues that most companies focus on offering solutions rather than on the underlying process that is close to the customer’s experience. Researchers capture customer requirements related to existing solutions rather than finding out customers’ desired outcomes. Ulwick’s process prompts developers to generate a list of these outcomes, to prioritize this list, and then to align desired outcomes with appropriate metrics. (7 pages)

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