Leading organizations are integrating their innovation strategy, portfolio management process and new product development process into one seamless process. The goal is to effectively blend strategy with tactics. Easier said than done!

In this presentation Dr. Scott Edgett presents how leading companies are using portfolio management as the critical joiner to link strategy with pipeline management and how they are looking to portfolio management to achieve focused resource and pipeline balance. Topics include how to create a winning innovation strategy; strategic linkage via roadmaps; portfolio metrics; pipeline alignment and effective resource allocation approaches and techniques.

Dr. Scott J. Edgett is an internationally recognized expert in the field of new product development and portfolio management. He is CEO and co-founder of the Product Development Institute, Ontario, Canada. Scott is a noted speaker and consultant having conducted executive seminars and consulting projects in United States, Canada, Europe, Middle East and Japan. Some of his recent clients include 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 five books. His latest are entitled Portfolio Management for New Products 2^nd Edition and Product Development for the Service Sector. Scott holds a Bachelor of Business Administration in Accounting, an MBA in Marketing/ Finance and a Ph.D. in Marketing (New Product Development). Scott can be contacted at 905-648-0095, or [email protected]

The typical pipeline management process is very far from being "lean". It contains massive queues, large batch sizes, and imbalanced flows. Scarce resources are diluted over many projects, making everything move slowly.  Long cycle times lead to long planning horizons, making forecasting very risky. To deal with this risk, even more "just-in-case" projects are added, further clogging the system. In this keynote address Don Reinertsen will present a very different approach to pipeline management, one that applies the logic of lean. He will explain:

• How to quantify the cost of queues in the pipeline

• Why the concept of project priorities is fundamentally flawed

• How the concept of batch size applies to pipeline management

• How "pull-based" control can reduce dependency on forecasting

• Why traditional metrics undermine a "lean" pipeline

Don Reinertsen is President of Reinertsen & Associates, specializing in the management of the product development process. Before forming his own firm, he consulted at McKinsey & Co., an international management consulting firm, and was Senior Vice President of operations at Zimmerman Holdings, a private diversified manufacturing company. His contributions in the field of product development have been recognized internationally. He is particularly noted for bringing fresh perspectives and quantitative rigor to development process management. In 1983, while a consultant at McKinsey & Co., he wrote a landmark article in Electronic Business magazine that first quantified the value of development speed. This article has been cited in the frequently quoted McKinsey study that indicated “6 months delay can be worth 33 percent of lifecycle profits.” He coined the term “Fuzzy Front End” in 1983 and began applying world class manufacturing techniques in product development in 1985. His latest book, Managing the Design Factory, is recognized as a powerful and thoughtful application of manufacturing thinking to product development. Don is also co-author of, Developing Products in Half the Time. Mr. Reinertsen holds a B.S. in Electrical Engineering from Cornell University and an M.B.A. with distinction from Harvard Business School.