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Case Study
Presentations |
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Hawker
Beechcraft | Texas Instruments
| Honeywell
| Merck
MEDRAD |
Air
Products |
Kennametal
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Ingersoll Rand | Kimberly-Clark
Reckitt Benckiser
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Eli Lilly
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DAY ONE
Creating a Sustainable Environment for Roadmapping: Keys
to Success |
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Randall J. Satchell
Systems Architect
Texas Instruments
Incorporated |
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Initiating a roadmapping
effort can be a daunting task, particularly when it has
never been done consistently before in an organization.
In this presentation, Randall will highlight key success
factors which can jumpstart a dedicated effort, enable
it to reach a critical mass of cross-functional support,
and help it to gain momentum as a discipline and as a
strategic decision-making tool. |
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DAY ONE
Growing Brands through
Roadmapping Connections |
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Dale Hershfield
Program Leader
Kimberly Clark
Corporation |
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In this
presentation, Dale Hershfield shares Kimberly-Clark�s
approach to connect business strategies, brand and
product plans, and technology strategies to deliver
business growth. A roadmapping framework aligns
technology development with product plans and business
strategies to build brand equity and business results.
Detailed technology assessments, product roadmaps and
brand frameworks combine to provide a comprehensive view
of K-C�s business direction and areas of focus. |
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DAY ONE
Roadmapping Effectiveness: Gaining Alignment Across and
Within Functions |
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Bob Rasmussen
Director of
Technology Strategy
Honeywell International |
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Organizations who have realized success with roadmapping
have generally found it necessary to clearly delineate
responsibility for portions of the integrated roadmap by
function (strategic marketing, engineering, product
management). While this promotes clearer data ownership,
it also demands active steps to achieve alignment.
In this presentation and discussion, Bob Rasmussen will
describe the challenges, techniques and practical
experience related to:
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Establishing
alignment objectives and communicating them cross
functionally
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Achieving
alignment of enabling technologies with higher-level
product or sub-system strategies
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Balancing
roadmap content to achieve both short-term and long
term alignment objectives.
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Maintaining
portfolio balance and allowing some �mis-alignment�
to exist
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DAY ONE
The Role of Roadmapping in Platform Technology
Development |
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Don DeLauder
Director,
Product Innovation and Advanced Development
MEDRAD, Inc. |
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MEDRAD
is a global leader in the field of diagnostic image
enhancement, having grown at a compound annual rate of
over 15% for 20 years. Its success has led to a market
leadership position in each of the clinical modalities
in which it operates (CT, MR, angiography). Continued
growth requires making tough choices about which
products and technologies to develop; roadmapping
provides a framework for matching technology development
with business needs.
In
this presentation, Mr. Delauder will discuss Medrad�s
embryonic use of technology roadmapping to develop a
successful product portfolio.
Specifically, he will examine how Medrad�s roadmapping
efforts:
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DAY TWO
Project Portfolio Management Linkages to Stage-Gate�
and other Project Disciplines |
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Bernard North
VP Global Research, Development & Engineering
Kennametal |
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Stage-Gate�, ISO9001, Work in Process Reduction and the
Application of the Scientific Method are important ways
to reduce lead times and increase output of an
Industrial Research and Development organization.
However, while experienced and talented Gatekeepers and
Project Teams, guided by knowledge of customer needs,
certainly contribute to working "on the right things",
additional mechanisms are needed to ensure that a
close-to-optimal prioritized portfolio of projects is
being worked upon. The presentation will discuss some
alternative approaches, and will review how a
combination of consensus portfolio prioritization with
project management basics has reaped major benefits for
an industrial products and services organization. |
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DAY TWO
Linking Customer Needs
to Strategic Portfolio Planning |
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E.
Jefferson Hynds
Program Manager, Enterprise Focus Area
Ingersoll Rand |
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Many
companies deliver solutions to the market using what
might be called the "launch and learn" process. Projects
to implement favorite ideas get launched without
adequate understanding of the customer needs to be
addressed or the technologies required by the solution.
In essence, an influential advocate for the project
outweighs the need for a clear and compelling customer
value proposition. These projects tend to be poorly
defined using phrases like "make it better than the
competition", "improve the reliability of the product"
or "implement the latest technology". Projects executed
this way tend to be late and over budget. Even worse,
the solution delivered is often not what the customer
wanted, so sales do not meet expectations.
Innovative companies deploy repeatable processes to
convert customer knowledge into a portfolio of
profitable solutions in an efficient and effective
manner. These companies seek to understand the unmet
needs of customers and create a portfolio of potential
projects that have compelling value propositions.
Standardized tools are used to compare competing
projects and plan for the development of required
competencies and technologies. The order in which
projects are launched corresponds with market needs,
resource plans and technology requirements. The
resulting portfolio of solutions has greater impact on
the business because solutions that create exceptional
customer value are delivered in a timely and cost
effective manner.
Mr.
Hynds will discuss how Ingersoll Rand is driving
innovation by deploying processes and tools to
understand unmet needs and link them to a portfolio of
potential business opportunities. He will describe how
Ingersoll Rand collects customer data to understand
unmet needs, generates ideas to address the needs,
assesses potential business opportunities, creates a
roadmap of future projects and implements solutions. |
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DAY TWO
Managing Early Product Development in a
Franchise-Functional Matrix |
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Dr.
Christine J. Cioffe
Vice
President, Strategic Portfolio Management
Merck & Co, Inc. |
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The
high failure rate of experimental compounds in
pharmaceutical research is well-characterized but has
yet to be successfully addressed. Two years ago, Merck
undertook a transformation initiative to examine the
process, governance and decision right for the early
development portfolio. In this presentation, Christine
will highlight the approach taken for the Target to
Phase IIB (TT2B) initiative, some of the key success
factors and the broader application to the company level
processes.
The TT2B initiative was
designed to fundamentally reevaluate the way Merck
prioritizes targets, develops Preclinical Candidates (PCCs)
and bring them through to later stage registration
trials. Now in implementation, TT2B�s goal is to
increase Probability of Success (POS) by bringing
forward into late development those candidates that have
the highest likelihood of becoming new and valuable
medicines.
TT2B involves three integrated approaches to facilitate
development:
As
part of TT2B, an Experimental Medicine group was
launched, which develops biomarkers and models to
prioritize targets in early stage development. The group
aims to enable earlier decision making in development by
quickly, cheaply, and accurately establishing proof of
concept. In addition to freeing up more time and
resources to focus on Merck's pipeline, the success of
this initiative will drive increased employee
satisfaction. With the clarification of decision rights,
roles and objectives, this Transformation initiative
reflects Merck Research Lab�s commitment and first true
effort towards driving decision-making to more
individuals. |
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DAY THREE
Delivering a Pipeline of Continuous Innovation Through
Open Innovation |
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Tim Cusack
Principal Scientist
Innovation and Technology
Reckitt Benckiser |
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Reckitt
Benckiser is one of the world's leading manufacturers of
household, health and personal care products with a
strong reputation for innovation. Net revenue growth has
outpaced much of the industry, and the company�s
�powerbrands� have achieved number one or two positions
in most markets. In order to deliver a pipeline of
continuous innovation for these brands, the company has
routinely relied on externally sourced technology.
Success in theses partnerships not only involved
delivering what consumers want, but also required a
shared focus on key business drivers (e.g. speed to
market, gross margins).
In
this talk, Mr. Cusack will discuss Reckitt Benckiser�s
approach to Open Innovation including:
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Utilization of
consumer insight to define product strategy
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Company organization
and roles to facilitate technology sourcing
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Partner selection and
management
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DAY THREE
Becoming the OEM Partner of Choice �
A Perspective from Hawker Beechcraft
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Ed
Petkus
Vice
President
New Product Development
Hawker Beechcraft |
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Hawker
Beechcraft Corporation (HBC) has a long legacy within
the general aviation industry as an innovative and �do
it yourself� organization. The challenges in today's
global aviation business environment dictate that
companies partner or perish. HBC is reinventing itself
under new ownership to remain an innovative leader with
superior products in the general aviation market.
In this
presentation Ed Petkus will share elements of Hawker
Beechcraft's journey in becoming the aviation OEM
partner of choice using elements of the Alliance
Framework.
These elements include:
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Aligning the goals and
strategies of your own organizations before even
considering a partnership.
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Helping your partners
align their goals and strategies.
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Surfacing the �deal
breakers� quickly.
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Creating an alliance
that shares risks and opportunities in an equitable
win/win fashion.
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Establishing a lasting
relationship when the end goal is vaguely defined
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DAY THREE
Open For Business:
Air Products & Chemicals Technology |
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Vince Magnotta
Manager
Corporate Technology Transfer
Air Products |
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Contrary to popular belief, Open Innovation has many
dimensions. Traditionally, open innovation is viewed as
the use of external resources to supplement internal R&D
and commercialization efforts. More broadly, open
innovation encompasses transfer of technology both into
and out of the organization to optimize value creation
and extraction. It also embraces the best transfer of
technology within the organization globally. An
additional dimension of Open Innovation is using
external resources to fund internal development.
In this
presentation, Tao and Magnotta will explore all of these
dimensions, share case examples from their experiences
at Air Products and incorporate descriptions of enabling
tools and work processes throughout the presentation.
Key presentation topic areas to include:
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Traditional Open
Innovation - Globally
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Open Innovation within
the Organization
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Sharing Air Products
Technology via Licensing Out
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Leveraging State and
Federal Funding Sources
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