Download Brochure
(PLM01_brochure1.pdf - 259 kb)
BONUS! Every confererence
attendee will receive a complimentary one-year subscription to MIT's
Sloan Management Review!
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Conference Presentations
Feature Presentation
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Managing Innovation Trajectories for Sustainable Success |
RPI |
Susan Walsh Sanderson
[BIO]
Associate Professor
Lally School of Management
Rensselaer Polytechnic Institute
Numerous studies examining
company longevity have found that most organizations do not
survive the upheavals of change and competition over the long
haul. Indeed, the average life expectancy of a multinational
company—in the Fortune 500—is between 40 and 50 years. However,
some organizations do withstand significant changes in markets
and technologies and are able to transform themselves. To
achieve long term success, companies must reallocate resources
in a timely fashion to take advantage of technology and market
changes. Industries undergoing rapid technological change
require companies to balance the exploitation of their existing
technologies and products with the exploration and investment in
new technologies and markets.
Outstanding companies,
such as Sony, are able to produce a steady stream of
commercially memorable products, "business classics", that help
define innovation trajectories and anchor the development of
product families. In addition, they develop new technologies and
capabilities that allow them to create new to the world
products. In this session, you will learn approaches to creating
and managing new product families in the context of rapid
technological change and digital convergence.
Industry Case Studies
Developing Technology and Innovation Roadmaps
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Integrating Technology into Product Architecture |
Sun Microsystems |
Jonathan Propp
[BIO]
Manager, Strategic Decisions
Sun
Microsystems
Sun Microsystems combines a
decentralized business structure with a high degree of
technology sharing across the product line. The company also
must contend with rapid change in its core technologies. Making
the wrong technology choice can be fatal to a product line. This
presentation focuses on how Sun manages technology strategy
across its hardware businesses and makes decisions on
integrating technology into product
architecture.
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Product Generation at "the Edge of Chaos" |
Hewlett-Packard |
Joni Ohta
[BIO]
Senior Consultant
Hewlett-Packard
Product Generation in highly
innovative, fast-paced businesses benefit from less structure to
enhance innovation and ability to respond to shifting business
environments. The Edge of Chaos, for complex adaptive systems,
is the point that maximizes innovation and ability to evolve,
yet holds the system together and prevents it from flying out of
control. This has been a difficult balance to achieve. Many
systems are over constrained and others are not scalable,
transferable, nor very long-lived - too chaotic. We present
learnings from successful, innovative product generation
organizations within HP that have, over time, demonstrated their
ability to successfully live at the Edge of Chaos.
Forecasting Customer Demand /
Optimizing Lifecycle Profits
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Creating New Products - Keeping with Customer Requirements
and Rapid Innovation Demands |
IKOS Systems, Inc. |
Juergen Jaeger
[BIO]
Director of Worldwide
Channel Marketing
IKOS Systems, Inc.
Creating a new product does not
simply mean to design "something." Rather, it involves
developing the right product for a well-defined market segment
at the right time! But how do you decide what that market
segment is? What product features are needed? How do you
differentiate from your competition? Juergen will explore
possible solutions to the above questions by examining how to:
- Uncover market needs and
discover product opportunities
- Take advantage of
discontinuities (technical and/or business)
- Improve ROI through early
integration of market requirements: Product features,
Product positioning
- Extend profitable product
lifecycles through scalability by design
- Leverage global
resources
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Product Cost Management at Harley-Davidson |
Harley-Davidson |
Dan O'Callaghan
[BIO]
Product Cost Manager
&
Dantar Oosterwal
[BIO]
Product Cost Manager
Harley-Davidson
Over the past 15 years,
Harley-Davidson has seen the demand for its products grow over 5
fold. Identifying New Product Cost Management as a key
contributor to maintaining future growth, Harley-Davidson
modified its process for new product development cost management
to better focus on managing product cost through all phases of
development. This process links the cost of new products to
corporate financial objectives and provides an iterative process
of cost understanding with development objectives. Product Cost
Management at Harley-Davidson encompasses the elements of
Business Planning and Target Based Performance. This
presentation will describe the journey to Product Cost
Management at Harley-Davidson and the inclusion of Knowledge
Based Tools to make it successful. Through a case example, you
will learn how Harley-Davidson strikes a balance between
Quality, Cost and Timing by applying this process in the
understanding of product cost during early development.
Ensuring Product Ramp-up
and Successful Product Transistions
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Genesis of a New Product: A Small Tech Company's Innovative
Approach |
Navitrak |
David
C. Roach [BIO]
Director of Development
Navitrak International
Successfully
launching a new product in a small technology company requires
an even more strategic, agile and innovative approach to the
product development process. Hear Navitrak’s account of the
steps and trade-offs involved in the current launch of their
Digital Navigation System (DNA), the company’s first product in
the hand held GPS market.
Dave Roach, Director
Development, will walk you through the development process,
product ramp-up and launch of their newest product. You will
learn their approach to effectively determining (and
integrating) customer requirements, mapping the competition,
selecting the right partners, strategizing the best methods for
deployment, testing the product and ultimately launching.
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Reducing Transition to Production Risks |
Raytheon |
Robert Hawiszczak
[BIO]
Technical & Strategy Starpoint
Raytheon
Concerned about their ability to
move efficiently from product development to full rate
production, Raytheon Operations and Engineering sponsored a
project to create an improved process for Product Readiness
capability. Closer alignment of product development with
internal manufacturing and key suppliers was critical. The
process focused on improving the existing "Gating process, "
specifically, Gate 10. It is the culmination of a series of
"gates" that are used at key transition points in the life cycle
of a development program. Gate 10 looks at the maturity of a
product design and its readiness to move into production. Key
deliverables of the effort included: a Business Unit Operating
instruction for Gating application, an improved Gate 10 and a
detailed Gate 10 checklist. The process is deployed as a
self-assessment with input from internal program and external
production readiness experts leading to consensus on risks and
corrective
actions.
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IBM's Reengineering for Profitable Product Development |
IBM |
Paul C. Aspinwall [BIO]
Process Architect
IBM
In August of 1993, IBM CEO Louis
V. Gerstner commissioned seven reengineering efforts with an
objective to improve effectiveness and efficiency in IBM’s
efforts. Several of these efforts centered around selecting
which business areas and products to invest in, and how to
better manage the resulting projects and business areas. This
talk will focus on the Market Planning and Product Development
business process and their interactions as embodied in IBM’s
Integrated Product Development process model. Executive,
project, and support teams will be highlighted along with the
experience in measuring transformation progress. |
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