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  1. Measuring the Value of Open Innovation: Metrics, NPV and ROI Locked

    Research | Posted: 2006-10-11

    A Presentation by Simon Hayes, Senior Director, Strategic Alliance, Cisco Systems Cisco Systems has created a comprehensive measurement system for Open Innovation projects and alliances. Cisco’s experience suggests that it is necessary, first, to have a consistent methodology for measuring business return – one that embraces all of the types of projects under the corporate umbrella. Cisco tracks the metrics at the project, alliance and alliance portfolio levels. According to Hayes, comprehensive NPV, across all of these levels, is the best measure when comparing one project with another. Including non-financial, strategic measures (e.g. early market entry or the opportunity to create a new standard) in your calculations is essential – it is difficult to quantify them, but estimating them is better than ignoring them. An up-to-date metrics dashboard allows for mid-course corrections, and Cisco has created an automated, frequently updated dashboard solution. Finally, it is necessary that everyone involved on both sides feel ownership over the metrics and are accountable for them. To be successful in strategic alliances, says Hayes, it is absolutely necessary to develop a sense of joint destiny with your partner. Download the presentation slides (19 pages) here and then download the text summary below.(6 pages)

  2. 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)

  3. 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)

  4. GUIDE TO LEADING PRACTICES: Metrics Locked

    Research | Posted: 2005-05-27

    This report presents several leading practices related to product development/R&D metrics 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. (13 pages)

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  5. Product Development and R&D Metrics: Summary of Audio Session Locked

    Research | Posted: 2005-04-12

    Related Links: Audio - mp3 or wma | Transcript (16 pages) This report summarizes a discussion among Management Roundtable members and experts John Cordes, National Semiconductor; Ken Delcol, MDS Sciex; and Steve Evans, Cranfield University. This summary covers such questions as “Why do you measure and what measurements do you use most?” “How can a company use metrics to encourage positive behaviors or discourage negative behaviors?” “What metrics are falling out of favor and which are becoming more popular?” “How do you successfully implement a metrics strategy within an organization and what are the potential pitfalls?” “How do you select and tailor metrics by projects?” and other questions and challenges associated with metrics. (8 pages)

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  6. Establishing a Measurable Basis for Technology Alliances Locked

    Research | Posted: 2005-03-11

    Dr. Shiv Krishnan, Aventis Pharmaceuticals Alliances play an increasingly critical role for pharmaceutical and biotech companies in terms of meeting productivity targets and competitive growth rates. Approximately 20 percent of revenues of the top 20 pharmaceutical companies are expected to come from licensed products by 2007. Similarly, large biotechnology firms expect significant revenues from alliances. Yet, studies show that about 60 percent of alliances fail to deliver the desired result. Less than 30 percent of these failures are due to technical reasons. Based on internal research across a portfolio of nearly 300 relationships with biotechnology firms, as well as academic sources, a pattern of critical success factors emerges. This presentation outlines the key findings and discusses how to establish a measurable basis for alliances, especially in the area of innovative technologies. (21 pages)

  7. Commonly Used Metrics and Indicators Locked

    Research | Posted: 2005-02-11

    This report provides a list of metrics culled from Management Roundtable research and interviews with leading companies. These measures are used to assess such areas as Cross-Functional and Team Communication; Strategy; Productivity; Market Position; Speed; Innovation; Voice of the Customer; NPD Process; External Resource Use; Team Performance; Co-Development; and Partner Performance (7 pages)

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  8. Metrics Insights: Defining Desired Behaviors in Integrated PD Locked

    Research | Posted: 2005-02-11

    In this interview, Professor Steve Evans of Cranfield University speaks of metrics and measurement systems, as "performance systems", emphasizing the need to create strong agreement between the measures of a unit and the results/behaviors to be achieved. Creating this agreement is particularly challenging in design functions that want to structure incentives for efficiency without sacrificing flexibility for innovation. To meet this challenge, Steve suggests that organizations begin the process of designing measurement systems by defining and describing the behaviors they want to encourage rather than beginning the process by defining metrics themselves. Taking a traditional design approach to the creation of measurement systems, Steve asks, "Would you design an object without any specs, using only the first concept that was put forward?" (4 pages)

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  9. Insights from Alberto Culver:  Implementing In-Flight Metrics Locked

    Research | Posted: 2005-01-26

    Dr. John R. Berschied, Jr. is Group Vice President of R&D for Alberto Culver Consumer Products Worldwide. In this conversation, John shares his views on theuse of in-flight metricsto assess R&D program and portfolio direction. He notes that many R&D metrics are either retrospective (e.g., percentage of sales on R&D or percentage of sales from products introduced in the past three years) or process-oriented (e.g., execution on a Phases and Gates process or use of technology platforms). In-flight metrics are less common than retrospective metrics but equally essential for predicting the outcome or the probabilities of certain outcomesin R&D projects.In-flight metrics alsomay be used to assess whether or not product development efforts, in general,are headed in the right direction. These metrics are generally qualitative and should be used in combination with quantitative metrics. Download the document below for a text summary (5 pages) and click here to download a related slide presentation (34 slides).

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  10. Product Development and R&D Metrics: Transcription of Audio Session Locked

    Research | Posted: 2004-11-15

    Metrics to boost product development and R&D performance were the focus of a panel discussion held November 9, 2004. The discussion included panel members and Management Roundtable Experts John Cordes, National Semiconductor; Ken Delcol, MDS Sciex; and Steve Evans, Cranfield University, as well as participants from organizations such as GMP Companies, Texas Instruments, Health America, DSM Resins, Infineum, Caterpillar, Avaya, Domnick Hunter, Wellstream, and others. Panel members observed that, in new initiatives, "process" metrics are critical to success; once an organization or initiative is mature, "results" metrics are more meaningful. Other success factors include Balanced Scorecards, metrics that encourage positive behavior (versus discourage negative), and clear explanations of what and why a measure is used. The group also discussed how and when to use proactive or predictive versus reactive metrics. (16 pages)

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