Skip to navigation, content

Showing 51 - 60 of 70 matches

Page 1 2 3 4 5 6 7    
  1. Killing Projects for Success: Proprietary Process Enhances Portfolio Decision-Making Locked

    Quick Insight | Posted: 2009-05-15

    A talcum powder developer found a clearly expressed customer need – a package that offered greater product control while not leaving a mess in the bathroom. The idea of repackaging their product in a more controlled and less messy package was thoroughly researched and clear goals for the project were established. The result? The project was cancelled. And yet management declared this project a success. Why? Because the decision was made the right way. That way was enabled by a method called the Boost™ process. Adapting a select subset of tools from Six Sigma, the Boost process ensures that "decisions are based on data, rather than the strongest opinion," and enables teams to "objectively evaluate projects against objective criteria," said its creator Helen Tai. The Boost process enables developers to innovate successfully through customer database building. It also emphasizes strong project charters and thorough stakeholder analyses early in the PD process.

  2. A Process and Metrics for Technology Scouting at Nokia Locked

    Quick Insight | Posted: 2009-04-10

    At a Management Roundtable conference on technology scouting, Nokia's Hitesh Anand presented his company's "venture capital-like approach" to scouting innovations for new business opportunities. Anand described how to build a wide network of partners, while prioritizing a few deep relationships within specific nodes. He also discussed how to triage rapidly a large number of opportunities without weighing down the organization. Nokia's process includes scanning for opportunities, screening and consolidating the best possibilities, and then validating each of them on both the technology and business sides. Downstream, a new business case emerges, which may include licensing, partnering, internal development, or mergers and acquisitions.

  3. Fewer, Simpler Metrics Are Best (And More Than Five Is Probably Too Many) Locked

    Quick Insight | Posted: 2009-03-14

    In a recent interview, Wayne Mackey of Product Development Consulting, Inc. (Boston, MA), shared his views about metrics best practices, including a methodology he has designed to optimize the "metrics that matter to R&D." Mackey finds that the optimal number of metrics should not exceed five. Frequently he sees metrics used to fix problems rather than to provide "early-warning" information that enables a company to address a problem. Metrics are a tool, not an end in themselves, says Mackey. In a contest between accuracy and simplicity, in most cases, simplicity should win. This article is available to registered users of FastTrack. Please note that becoming a registered user of Fast Track is free, and every month we make exclusive, member-only, Fast Track articles available to our registered users. Join Today!

    Tags:
  4. Expert Panel: Metrics for Innovation Locked

    Quick Insight | Posted: 2005-12-27

    In this 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.

  5. Tips for Innovation Metrics: A Brief Interview with Robert Tucker Locked

    Quick Insight | Posted: 2005-12-15

    Robert Tucker is an expert on innovation processes and President of the California-based consulting firm, The Innovation Resource. His book, Driving Growth Through Innovation: How Leading Firms Are Transforming Their Futures, is the result of a three-year study of more than 20 of the world's most innovative companies. In this brief December 2005 interview with MRT, Tucker discusses innovation metrics in the context of as a portion of a larger innovation process.

  6. Fast & Flexible Success Indicators Locked

    Quick Insight | Posted: 2005-03-10

    The following metrics have been quoted to MRT as measures of success in creating fast, flexible product development practices to increase productivity. Maximizing each metric is not always ideal – look for the optimal value by business, company, and project.

Page 1 2 3 4 5 6 7