Your Are Here:Home/pgermeraad

About pgermeraad

This author has not yet filled in any details.
So far pgermeraad has created 554 blog entries.

Benchmarking Best New Product Development Practices

Low overall R&D project commercialization rates prompted Robert Cooper and others to start benchmarking NPD best practices. These were reported in Research Technology Management, February 2004. In their studies they listed 17 best practice topic areas going all the way from ideation through to commercialization. In this work 113 measures were studied across [...]

Why Bother Structuring and Managing Technology?

Attrition of New Business Development Projects The desire to structure innovation processes is driven by the attrition of NPD projects as they proceed toward commercialization, see the “Attrition of New Business Development Project” figure. On average it takes between 1-3000 ideas to create one commercially successful product. This low success rate has prompted [...]

Sources, References and Selected Bibliographic Information

1. “Innovation Quotient Inventory”, by James M Higgins and Associates Incorporated, shared at CCL AMI meeting, October 1998.2. “The Smart Organization”, by David Matheson and Jim Matheson, Harvard business school press, 1998.3. Many papers and books all by W. Chan Kim, Renée Mauborgne, C. K, Prahalad, Gary Hamel, and Constantinos Markides.

Using a Value Innovation Quotient To Assess Business Process Capabilities

Summary Value IQ Score Sheet Another tool for assessing business process capabilities was developed by members of the Research On Research group of the Industrial Research Institute. It was a Value Innovation Quotient tool based on a survey of 10 elements. These 10 elements were an open culture, value creation passion, articulating compelling [...]

Using an Innovation Quotient Inventory To Assess Business Process Capabilities

Product and Service Innovation The results of the survey are segmented into the traditional seven “S’s” of building a corporation. These are strategy, structure, systems, style, staff, shared values, and resources. Typical graphic output for product and service innovation is shown in the “Product and Service Innovation” figure and for process innovation in [...]

Using The Product Lifecycle To Explain Project Finances

Project-Investment-Revenue-and-Profit-Streams Many financial executives that have experience in manufacturing or services tend to view cash flows as linear processes. Research and development projects this is not the case. The “Project Investment, Revenue and Profit Streams” figure shows the investment, revenue and profit streams coming from a new research project that flows into development [...]

Using Experience Curves to Set Realistic Project Objectives

Experience-Curve-for-Product-Performance-Versus-Years-Product-Is-Been-Manufactured Experience curves are a good way set realistic targets for projects. This is especially true of incremental or next-generation projects where the performance is often times an extension of past improvements. Experience curves are typically generated by plotting the log of performance versus the log of the years since the attributes tracking [...]

Sources, References and Selected Bibliographic Information

1. “The SPIN Selling Fieldbook: Practical Tools, Methods, Exercises, and Resources”, by Neil Rackha, McGraw-Hill Education, May>2. ” Beyond Selling: How to Maximize Your Personal Influence” by Edward J. Reese and Dan S. Bagley, Meta Publications, November 19883. “Frogs into Princes: Neuro Linguistic Programming”, by Richard Bandler and John Grinder, Real People [...]

Using Intellectual Assets as an Integration Vehicle

A Simple Way To Visualize Your Company’s Intellectual Assets Tasks Related to Strategies and Management of a Company’s Intellectual Assets Another area requiring integrated strategic planning is that with respect to the corporation’s intellectual assets. The “A Simple Way To Visualize Your Company’s Intellectual Assets” figure shows the strategic ways in which the [...]

Integrated Technology Program and Project Plans

Program and Project roadmaps are constructed so that both the optimal as well as competing efforts can be seen. It’s important however to superimpose on these roadmaps integrated view that looks at other elements as shown in the “Integrated Road-maps” figure. (Note: figure repeated). Integrated Road-maps In addition to these elements showing an [...]

Go to Top