|
Expert
insights:
Dr. Jay Paap
on classic
challenges from anticipating customer needs through pursuing
long term projects, and how companies can use external sourcing
to overcome many of the most daunting obstacles to innovation.
Dr. Paul Germeraad
on how to
assess the value of internal technology assets and capabilities,
as well as how to evaluate and integrate externally developed IP.
Sheryl Greenberg,
PhD, Senior Industrial Liaison Officer at
MIT�s
Industrial Liaison Program on how to successfully tap the
best minds and research capabilities of academic institutions to
transform early stage technologies into cutting-edge products.
Practitioner examples:
How
Nokia finds new
business opportunities/technologies in �stealth mode� through
VC, investment bankers, IP lawyers�before competitors How it
determines which technologies and applications are best for
generating new revenue streams
How
IBM
evaluates IP, both internal and external, for maximum growth and
profitability � optimizing its portfolio of intangible assets
Procter & Gamble�s
critical success factors for technology-based partnerships �
including criteria for evaluating ideas/opportunities. Next
steps for its influential Connect + Develop program
How
Avery Dennison
views core competencies, adjacencies and "new/new" opportunities
for growth. How its Innovation Hothouse program works and 8
lessons from the road
About
Kraft Foods'
"Growth Diamond." How they
created processes and avenues for external technologies to come
in and changed NIH culture to one of greater openness
About
Corning Inc.�s
rigorous process for opportunity assessment, now in place for
several years.
How
Church & Dwight
� one of the nation�s top fast-moving consumer goods
companies -- has implemented tools, processes and cultural
changes to build and manage a broad product portfolio
underpinned by many diverse technologies. How finding and
maintaining quality external relationships as means of
innovation are essential for C&D.
How
Dow AgroSciences
integrated and simplified the process that project teams use
with Open Innovation broker, InnoCentive, to get external ideas
for problem solving. The changes have resulted in a 50% decrease
in the time to submit problems and an increase in the number of
submissions.
How
Cadbury
motivates and manages project managers, how it facilitates OI
transfer, and how the process moves from concept into stage gate.
Johnson & Johnson�s
approach to disruptive innovations technologies, creating new
businesses, and re-defining current franchises.
How
BD Diagnostics
conducts technology intelligence and scouting activities
critical to the future growth of the BD Diagnostics business.
How collaborative relationships with universities and companies
are built.
Kimberly-Clark�s
Global Health Care�s methods for identifying new product
opportunities that drive growth in key medical device platforms.
How they implemented customer-driven front-end concept
development, technology scouting, and other innovation
best-practices.
Pre-conference Workshops:
1. Starter
course on Tech
Scouting
2. New session on
Managing Open
Innovation Relationships
3. Strategic
Roadmapping & Project Selection
4. Advanced
Scouting/Roadmapping
Interactive Panel Discussions
Comparing Tech Scouting
Experiences & Resources -
Industry practitioners discuss their experiences with
opportunity hunting, tech scouting tools & processes, brokers
and intermediaries, technology assessment, deal-making and more.
This candid exchange between panelists and audience is designed
to answer your specific questions and offer recommendations.
Integrating Internal
and External Innovation - How
to successfully bring outside in.
Cultural/organizational/staffing considerations,
rewards/incentives, metrics, stage-gate and development
processes, and financial/strategic objectives.
|
