Managing Innovation for Profit. 9th Edition (Technical Insights)

Published by: Frost & Sullivan

Published: Sep. 28, 2002

Table of Contents

1 Executive Summary

A. Report Synopsis

1 R&D in the Corporation

2 Highlights from the Report

3 Methodology

2 Positioning Strategies

A. Getting to Market

1 Look before You Leap

2 Follow the Trailblazer

3 Incumbents Take Their Time

B. Hitting the Gas

1 How Shortcuts Happen

2 Setting Deadlines

3 Deadline versus Planning Estimate

4 Managing Those Smarter than You

C. Profiting from Mature Products

1 Holistic Lifecycle Management

2 Planning for the Worst

3 Making a Graceful Exit

D. Determining Product Lifecycle

1 Maintaining Product Differentiation

2 Four Horsemen of Change

3 Help for Company Lawyers

4 The Whole World Threatens

5 It Gets Easier

6 Big Companies; Hard To Turn Around

7 Don?t Get Complacent

8 Decline Is Sure

3 Improving Communication

A. Creative Thinking

1 Thinking Outside Your Discipline

2 Multidisciplinary Thinking

3 IT Communication Promotes Diversity

4 Knowledge as a Product

B. Stimulating Innovation

1 Combining Workshops and Literature

2 Identifying Key Experts

3 Achieving the Right Chemistry

4 A Long Way To Go

C. Optimizing Management Style

1 Regular; Fast-Competitive; and Critical-Blitz Projects

2 Handling Uncertainty and Complexity

3 Risk Management

D. Matching Management Style to the Project

1 Different Management Styles

2 Different Risks Pose Different Problems

3 A Hierarchy of Systems

4 Being Formal; a Must for Array Projects

4 Becoming Technologically Competitive

A. Building Teams

1 Concurrent Engineering

2 Getting a Grip on the Human Factor

3 Reading from the Same Page

4 All Hail Research and Development

B. Perpetual Innovation

1 Entering the Arena

2 The Five Dimensions of Innovation

3 Get with it; or Get Out

C. Overseas Challengers

1 Scouting the Talent

2 Watch the Big Boys

3 Uncle Sam Dominates High-Tech

4 Follow the Patents

5 US Industry Makes Up for Govt. R&D Dollars

D. Fighting Disruptors

1 Don?t Forget Napster

2 Beaten by Technology

3 Stay Alert

4 Ask the Right Questions

5 Target Yesterday?s and Tomorrow?s Customers Today

6 Call Out the A-Team

5 Portfolio Management

A. Define Your Terms

1 Differences in Development and Management

2 There?s No Crystal Ball

3 Staunch Manager Turnover

4 Don?t Sweat the Little Things

B. Remember Current Products

1 Make the Product and Run

2 Sacrificial Managers

C. The Portfolio Mix

1 Keeping the Mix in the Pipeline

2 Metrics as Guide Posts

3 Phasers on Spiral Up

D. Useful Management Tools

1 Selecting the Right Tools

2 On the Frontier of Efficiency

6 New Strategies

A. Start Ups and Business Units

1 Acting like a Startup

2 Go versus No-Go

3 Grow a Third Arm

4 Have Your Cake and Eat It

5 Going Hollywood

B. Forming Globally Dispersed Teams

1 Input from Everywhere

2 Tapping International Resources

3 Surmounting Cultural Barriers

4 Building Trust

5 Telecommunications Shape Meeting Etiquette

C. Differentiating Products

1 First Mover Advantage

2 Forging Stronger Development Chains

3 Fast Following Does Not Make a Leader

4 Capturing the Voice of the Customer

5 Leveraging Technology Reduces Cost; Boosts Profits

6 Streamlining Technology Portfolios

7 Technology Pipeline

D. Co-Development and Partnership

1 Effective Collaboration

2 Early Victories Essential

3 Three Tiers of Partnership

E. New Product Introduction

1 Making a Grand Entrance

2 Paying Attention

3 Turf Wars

7 Technical Insights' 2002 Science and Engineering Awards

A. Technology Innovation and Technology Leadership

1 Technology Innovation

2 Technology Leadership

Abstract

The emphasis and scope of corporate labs are changing rapidly. They are increasingly lean, mean, and results-oriented, and product development must be linked to overall business strategy with clearly marked benchmarks for success. Companies are putting more and more output-driven metrics into place.

The right decision on several factors such as market uncertainty, firm heterogeneity, competition, and order of entry can define market success, and companies that manage their innovation process competitively enjoy significant returns. With the emphasis and scope of corporate laboratories changing rapidly, companies should learn to tailor management style to best accommodate research and other projects.

This raises the issue of new product R&D time schedules. The popular belief is that a project's quality will be improved only if schedule pressure is reduced. Conversely, new studies suggest that to improve product quality, already stressed workers should be set even tighter deadlines. Setting deadlines that are shorter than estimates improves time-to-market performance.

We are transitioning from industrial age management techniques to information age management techniques.

The link between corporate strategy and innovation strategy should be seamless. The R&D department of an organization leveraging its core competencies to create value for customers and bring products to market will improve the overall strategic positioning of the company.

Get Full Details About This Report >>

About MarketResearch.com
MarketResearch.com is an online aggregator selling over 160,000 market research reports, company profiles and country profiles from over 600 research firms. Our reports will provide you with the critical business and competitive intelligence you need for strategic planning and marketing research. Coverage includes the US, UK, Europe, Asia and global markets.