Leading organizations are integrating their innovation strategy, portfolio management process and new product development process into one seamless program for innovation. The goal is to effectively blend strategy with tactics. Easier said than done in an increasingly competitive and time sensitive environment! Effective metrics have become a critical tool to help guide the organization and its future.

In this keynote presentation, Dr. Scott Edgett presents how leading companies are using metrics to guide the Innovation Diamond to ensure that the organization is planning effectively for the future. Or, in some cases, are able to use metrics as a guide to help manage for the future. Topics include:

• How to develop metrics that provide information to help the organization steer for the future

• Link strategic innovation planning with roadmaps and performance

• Portfolio and pipeline alignment

• Metrics critical to managing the innovation pipeline for the future

Dr. Scott J. Edgett is CEO and co-founder of the Product Development Institute, Ontario, Canada. An internationally recognized expert in the field of new product development and portfolio management, Scott has consulted with numerous companies including ABB, Alcan, American Express, Barclays Bank, Clorox, Delta Airlines, Dianippon Ink & Chemical, Diageo, Dofasco, Domtar, DowElanco, Gennum, Hallmark, Hollister, Hydro-Quebec, ICI, ITT, Kelloggs, Kennametal, Life Technologies, Manulife Financial, Masterfoods, The Mutual Group, Nova Chemicals, PECO Energy, Pennzoil-Quaker Oil, Pepsico, Roche, Rohm & Haas, The Royal Bank of Canada, R.W. Johnson Pharmaceutical, State Farm, Sun Life Assurance, Toray, U.S. Filter, Warner Lambert, W.R. Grace and Xerox. He has published more than 60 articles and papers, including the "Best Practices" series. He has also co-authored six books. His latest are entitled” Lean, Rapid and Profitable New Product Development” and “Portfolio Management for New Products “2nd Edition.

Most management metrics are operational rather than strategic, backward-looking rather than anticipatory, and internally rather than externally focused. In this talk, Dr. Liisa Valikangas discusses a framework for a set of measures or indicators that can help top management to (a) anticipate the need for innovation; (b) assess their company's underlying innovation capability; and (c) track the success of innovation efforts over time. Such a framework will contribute to making innovation a corporate-wide capability beyond R&D and open up visions for measurement systems that are geared toward assessing future potential, not past performance.

Dr. Liisa Välikangas is Managing Director and Research Director of the Woodside Institute—a non-profit professional research organization dedicated to advancing innovative management practice and organizational resiliency in organizations of public interest. She founded the professional research group Woodside Institute with Dr. Gary Hamel in 2002. Previously, she was the Director of Research at Strategos, an international consulting company. Her research on innovation, strategy and organizing has resulted in a number of publications and presented to various executive audiences. For the past fifteen years, Dr. Välikangas has been a researcher and consultant both in academia and in the business world. She earned her Ph.D. degree in business administration at the University of Tampere in Finland in 1994. She is currently a Visiting Associate Professor at London Business School.
 

In the next five years, the ability to direct and manage innovation will evolve from a black art into the infant stages of a burgeoning management science across western industries. All business functions will be affected as the demands on industry increase. Unlike the last twenty years of execution improvement where transaction processing functions led and R&D followed, product developers will need to become the creativity and innovation thought leaders and will have the responsibility to increase competencies and capabilities in their companies. This keynote address will highlight the trends, the resultant changes in business strategies and tactics, and identify the initial measurement areas and metrics that are likely to be central to the emergence of innovation as a management science in western companies.

Brad Goldense is President of Goldense Group, Inc. [GGI], a nineteen-year old consulting and education firm concentrating in advanced business and technology management practices for line management functions. Mr. Goldense has consulted to over 150 of the Fortune 1000 and has worked on productivity improvement and automation projects in over 400 manufacturing locations. Abbott Laboratories, Bayer, S.C. Johnson, Ford, General Motors, John Deere, Philips, United Technologies, Carrier, Molex, Monsanto, Bose, and Shure are among GGI's clients. Prior to founding GGI in 1986, Mr. Goldense held positions at Computer Sciences Corporation's Index Group, Price Waterhouse, Lester B. Knight & Associates, and Texas Instruments. Mr. Goldense is a member of the faculty at the Gordon Institute of Tufts University. He holds a BS in Civil Engineering from Brown University and an MBA in Cost Accounting and Operations from Cornell University. Prior to founding GGI in 1986, Mr. Goldense held positions at Computer Sciences Corporation's Index Group, Price Waterhouse, Lester B. Knight & Associates, and Texas Instruments.
 

The best practices in design partnerships and outsourcing won't help you or your company unless you can objectively assess and manage them effectively. The first step is determining and applying the right metrics. This keynote address draws upon the results of three landmark design partnership / outsourcing industry studies with senior executives at over 37 leading companies defining their current state of engineering partnerships and outsourcing. The purpose of those studies was to gain deep insights about the metrics, management, obstacles, approaches and best practices in design partnerships and alliances. A summary of the key metrics insights from those studies will be presented, including:

• Set-up: Objective measures that aid design partner scouting and selection

• Execution: Metrics to effectively manage a performing design partnership

• Enablers: Functional roles and responsibilities in governance of the partnership

Specific distinctions will be addressed in:

• Metrics applied at the selection stage versus the performing stage of the partnership

• Each company’s individual metrics versus joint partnership metrics

• Traditional project metrics versus those used in a design partnership

Specific take-aways from this presentation include:

• Understanding of the current “state of the industry” in design partnership / outsourcing metrics

• Examples of design partnership / outsourcing metrics and how they have been successfully applied by leading companies

Wayne Mackey's expertise is grounded in over twenty years of hands-on leadership of large engineering, manufacturing, and procurement organizations. His management consulting is focused on product / service development, and he is especially effective in collaborative design, metrics, portfolio management and business strategy implementation. He is co-author of the new book “The Value Innovation Portfolio”. Mr. Mackey has been a Principal with Product Development Consulting, Inc. since 1997. Prior to joining PDC, he worked in industry for 20 years in high tech, aerospace and automotive fields. He is a natural change agent and leader, having counseled Fortune 500 companies, major universities (Stanford, MIT, Carnegie-Mellon) and government agencies in product development, supply chain management, and rapidly implementing enterprise-wide change. Mr. Mackey earned a BS in electrical engineering and economics from Carnegie Mellon University and a MS in engineering from Loyola Marymount University.