INSTRUCTOR
Bradford L. Goldense
Conference Co-Chair
President, Goldense Group, Inc.

This highly interactive workshop will take you through a step-by-step process of developing a critical set of R&D/Product Development metrics for your organization. You will identify key measures to assess: Overall/Corporate R&D Performance, Project Performance, Functional Performance and Improvement Initiative Performance. To get you started, Mr. Goldense will provide current survey data to describe the measures most frequently used by industry as well as the sizes/ranges of sets of metrics used to monitor and guide performance.

Workshop Deliverables:

• You will learn how to select metrics that can measure both a specific performance and can be synthesized to measure overall performance
   

• You will be able to identify 3 – 10 value added metrics for each of the 4 key performance areas outline above; from these metrics, you will determine which 6 – 10 metrics will comprise your "top level" set of metrics for R&D and/or Product Development
   

• Strategies for implementing metrics systems: advantages/disadvantages

Bradford L. Goldense, President, Goldense Group, Inc. has been assisting engineering and manufacturing companies for the past twenty years in assessing, developing, and implementing competitive business changes. Mr. Goldense has consulted to over 75 Fortune 1000 companies and has done work in well over 250 manufacturing plants. He specializes in several areas including: strategic planning, reengineering, product development, manufacturing management, and engineering/manufacturing design/information systems. For the past five years, Mr. Goldense has concentrated his efforts in the concurrent engineering and engineering automation areas to reduce cycle times product development and manufacturing functions.

INSTRUCTOR
Tony Ulwick
President
Strategyn

Leading-edge companies have come to realize that being customer-driven is just not good enough.  Breakthrough solutions are still rare and most innovation initiatives are either abandoned or fail.  It is time to take innovation to the next level – but how?  When evolving any critical business process, companies must start by asking:

• Do I have the right process inputs?
• Can I control the factors that introduce process variability?
• Can I ensure a predictable result?

As it turns out, customer-driven thinking and capturing the “voice-of-the-customer” fails on all these fronts and often causes the failures that companies are fervently trying to avoid.  With this discovery, learn why many leading-edge companies including Microsoft, AIG and others are now adopting an outcome-driven approach to innovation.  This cutting-edge thinking is featured in The Innovator’s Solution, a new book by Harvard Business School Professor, Clayton Christensen – and is considered by top firms to represent the future of both sustaining and disruptive innovation.

What You Will Learn:

• The shortcomings of listening to the ‘voice-of-the-customer’ and how to get “requirements” in green space.
• What inputs are needed to truly master the innovation process – and to create breakthrough products and services.
• How to identify new, high-potential growth opportunities before others do.
• How to optimally segment markets for the purpose of innovation.
• How to use these new inputs to brainstorm, evaluate and position breakthrough ideas.
• How to bridge the communication gap between marketing and development.

You will not want to miss this opportunity for a primer on outcome-driven innovation from the leaders in the field.

Tony Ulwick is the CEO of Strategyn, a research and consulting firm specializing in the management of innovation.  Since 1991 he has worked with dozens of companies throughout Europe, Asia, the Pacific Rim and North America, helping to develop product and market strategies for telecommunication systems, pace makers, surgical equipment, test equipment, avionics, water filtration systems, industrial packaging, power tools, two-way portable and mobile radios, composite materials, software products and other products and services.

He is the author of “Turn Customer Input Into Innovation”, which was published in the January 2002 issue of the Harvard Business Review and recognized as one of the years best business ideas by HBR editors in the March 2002 issue.  This article features a J&J division who used Strategyn’s thinking to create the most successful medical device in the past decade.  He is also the author of Business Strategy Formulation, published by Quorum Books in 1999.

INSTRUCTOR
Wayne Mackey
Principal
Product Development Consulting, Inc.

The best practices in co-development won't help you or your company unless you can assess and manage them effectively. The first step is to capture the right metrics.

Mr. Mackey will outline the results of an in-depth survey (conducted by Product Development Consulting Inc.) on the current state of collaborative design for 25 leading companies.  Summary results will encompass benchmarking data on how co-development is objectively measured, key trends in co-development and tangible results achieved from co-development projects.

Participants will then be facilitated through the process of how to systematically generate, evaluate and prioritize co-development metrics. The group will specifically address:

• Metrics at the joint development agreement stage versus more predictive metrics
   

• Independent versus joint metrics
   

• Metrics to determine ongoing health of the alliance
   

• Differences in metrics for partnership/alliance relationship arrangement versus supplier relationship

The output of the session will be a basic framework of co-development metrics.

Key take-aways:

• Understanding of the “state of the industry” in co-development
   

• Examples of top issues in co-development and how they have been successfully dealt with by leading companies
   

• A co-development metrics framework

Wayne Mackey’s expertise is grounded in over 20 years of hands-on management of large engineering, manufacturing and procurement organizations. Mr. Mackey has been a principal with Product Development Consulting, Inc. since 1997.  Prior to joining PDC, he worked in automotive, aerospace and high-tech industries for over 20 years.