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  1. Metrics that Matter to R&D

    Workshop: Jun 24 - 25 / Boston, MA

    A two-day executive workshop on how to measure what really matters to improve R&D effectiveness and significantly increase bottom line results.

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  2. Metrics that Matter to R&D

    Workshop: Feb 18 - 19 / San Francisco, CA

    A two-day executive workshop on how to measure what really matters to improve R&D effectiveness and significantly increase bottom line results.

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  3. Valuation of Early-Stage Technology – New Rules for Today’s Economy

    Audio Session: Wednesday, August 12, 2009 1:00pm

    Audio session on how to estimate the value of Early Stage Technology

  4. Metrics for Technology Scouting: Recent Workshop Demonstrates Growing Need to Measure Success by Jay Paap, Paap Associates Locked

    Research | Posted: 2009-06-09

    An April 2009 Technology Scouting (TS) workshop, including representatives from such companies as Procter & Gamble, Unilever, Frito-Lay, Eastman Chemical, Ethicon Endo-Surgery, Inc., brainstormed a list of metrics for Technology Scouting. The exercise supported the observation that metrics are emerging as an increasingly important part of corporate venturing (or open innovation) programs in general and scouting programs in particular. In addition to listing input, output and throughput measures for corporate venturing, the article also compares these metrics to an approach to metrics presented by Nokia at another conference.

  5. Optimizing Metrics: Measuring the Critical Few – An Interview with Wayne Mackey, Product Development Consulting, Inc. Locked

    Research | Posted: 2009-03-20

    Wayne Mackey has been a Principal with Product Development Consulting, Inc. (PDC) since 1997. Prior to joining PDC, he worked for 20 years in the high tech, aerospace and automotive fields. Mr. Mackey has worked as a senior scientist, program manager, engineering manager, and systems engineering manager. His expertise is grounded in the leadership of large engineering, manufacturing, and procurement organizations. In this interview, Mackey reviews the current state of R&D metrics, their use and misuse, and discusses how metrics can be optimized by returning to basic principles. He discusses how to turn metrics into useful tools for product development improvement and outlines the three most important steps for managing a metrics program. He also cites three leading-edge metrics for product development organizations. (5 pages)

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  6. Product Development Metrics Handbook

    Publication | Posted: 2008-06-16

    This special booklet contains exclusive case studies, survey results and expert commentaries compiled from the award winning newsletter, Product Development Best Practices Report.

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  7. Reassessing the Fundamentals of Measurement: Report From a 2007 Metrics Conference Locked

    Research | Posted: 2007-11-25

    Management Roundtable's twelfth annual conference on Product Development Metrics began on November 5, 2007 in Chicago and focused on two themes: Increasing Return on Innovation and Achieving Organic Growth. This summary report of the conference proceedings emphasizes the areas where speakers saw a need to question some of the fundamental assumptions around metrics. Keynote speak Larry Keeley, for instance, cited a 96 percent failure rate for innovation projects. For Keeley, this sobering statistic suggests that the degree of effectiveness of innovation initiatives is largely unknown in most companies. Keeley and other speakers offered some counterintuitive suggestions for companies confronted by the challenge of applying metrics to innovation. Case studies from such firms as Rockwell Collins, Intel, Kimberly-Clark, Tellabs, DJO, and MEDRAD demonstrated how a range of companies in several different industries met the challenge of measuring innovation, with a special emphasis on tying metrics to overall strategy. (6 pages)

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  8. Architectural Trade-Offs & Target Costing for Co-Design Locked

    Research | Posted: 2007-08-30

    Brad Goldense, President, Goldense Group Inc. The evolution of technology has led to increased complexity in design planning. In today's world of design there are typically several design alternatives available for any given feature. Designers must make choices early in the project as to the best way to implement a given feature. How, then, do most designers choose? Many choose the alternative that facilitates rapid design and/or those that fall most naturally into their own design competencies. Many designers interact with projects, and the planning thereof, at a level of detail below the level at which management makes its trade-offs. Yet, many design trade-off decisions left to lower levels of the organization significantly impact management-level Economic Trade-off Analysis. How does one improve the linkage between the impact of trade-offs made at lower levels and the bottom-line, management-level, analysis? In this feature article, Goldense presents a tool which, in conjunction with Economic Trade-off Analysis, may provide a scalable methodology for helping make such trade-offs. This tool, the "Target Costing For Co-Design Matrix" [TCCM] will add some work to the project up-front, during the Definition Phase, but like most other up-front analyses, claims Goldense, it is usually a worthwhile investment. (4 pages)

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  9. Co-Development Across Cultures: A Process for Opportunity Identification and Associated Metrics Locked

    Research | Posted: 2007-04-05

    A Presentation by Masongo Moukwa, Vice President, Global Technology, Reichhold This slide presentation gives an overview of how Reichhold, a supplier of a wide range of resins to the composite and coating industries, developed a process to identify and assess technologies and products to fill its pipeline of opportunities and bring them to commercialization. Reviewing its past experience of transferring technology and products from other organizations, Reichhold developed a suite of metrics to ensure that new opportunities were properly identified and screened and that new technologies and products were integrated within company capabilities. This presentation examined cases of technology transfer from Reichhold’s parent company and detailed the metrics deployed. (29 pages)

  10. Defining Metrics for Resource Capacity Management: Interactive Exercise Where You Are the Experts Locked

    Research | Posted: 2007-03-30

    In this slide presentation, Wayne Mackey of Product Development Consulting Inc., defines a set of three simple steps for metrics success: 1) define and connect the improvement goal, 2) determine the ‘causal actions’ that lead to each goal and 3) determine the ‘critical few’ causal actions and then set metrics. The presentation draws the distinction between process and results metrics and provides a simple example. A tree diagram illustrates an example of engineering metrics demonstrating how metrics cascade down from a strategic goal to the executive, functional VP, project manager, and project metrics levels. The presentation then asks the participants in the exercise to define metrics for resource capacity management, through several stages, providing a checklist to make sure that goal is adequately and clearly defined and another checklist to ensure that ownership of the metric is properly managed. (17 slides)

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