Tuesday, 12 December 2006

Finding the balance with radical innovation

Through five case studies in radical innovation development, The Nexus of Corporate Entrepreneurship and Radical Innovation concludes that proactiveness, risk taking and autonomy are stimulants where as aggressiveness has a negative effect on development and performance. An excellent example and framework for Innovation and disruptive design launches.

Sunday, 5 November 2006

Making Technology Useful - A Design Model

How do you do this effectively? The Impact of User-Oriented Design on New Product Development -  An Examination of Fundamental Relationships details the impact of user-orientated design (UOD) in the new product development process and provides a comprehensive approach on how to use it. 

Friday, 20 October 2006

How to get "The Look" to increase design ROI

The Different Roles of Product Appearance in Consumer Choice explores product appearance in consumer choice by identifying six indicators for defining the aesthetic performance and testing them on target consumers.  These six indicators provide a useful tool for managers on how to use “the look”to position a product on the market and forecast optimal product performance. Tool-sets galore.

Saturday, 9 September 2006

Advocating the use of ATC in Product Design

How can you Link Marketing and Engineering Product Design Decisions viaAnalytical Target Cascading well here's how and the application of a new marketing method quantifier, analytical target cascading (ATC) to marketing and engineering design goals in order to forecast optimal product development decisions.  The conclusion is mixed but does suggest this adds another positive layer in making product design decisions. 

Friday, 18 August 2006

What is the cost of investing in discontinuous products? Missing the ROI boat

Rapid technological development has lead to a trend for discontinuous new products emerging on the market. The Roles of Marketing and Industrial Design in Discontinuous NewProduct Development explores the marketing and industrial development process for discontinuous innovations and concludes that it is an unconventional.  What's the end advice? managers must consider the implications in industrial design and marketing activities when developing discontinuous product and imbed in the process a full dose of design thinking for maximizing NPD efforts.

Tuesday, 18 July 2006

Good design = Profits. Period

Does Good Design Directly effect ROI? How could it not? The Impact of Industrial Design Effectiveness on Corporate Financial Performance quantifies the relationship between good industrial designto a companies financial performance.  Looking at past results as well as forecasting positive result pattern for seven-years, this is a strong argument for the investment in design in business.

Wednesday, 21 June 2006

Knowledge is the missing link to deisgn success

Innovation is imperative in high-technology sectors, but beyond this what leads to success?  High-Technology Service Innovation Success: A Decision-MakingPerspective concludes that that there is a positive correlation between knowledgeable decision maker within an organization as well as conscientious intelligence gathering on customers and technology.

Thursday, 18 May 2006

Give them what they didn't know they want? Else? They only know what they have

How does any company know what customers want before they want it? Responsive and Proactive Market Orientation and New-Product Success - details traditional responsive market orientation as well as a proactive approach.  The result is that proactive market orientation leads to new product success and increase custom loyalty.And a model to evaluate it. Of course.

Saturday, 22 April 2006

The softer side of Innovaton - Corporate Cultures

Corporate Culture and Commitment: Impact on Performance of InternationalNew Product Development Programs a must read for managers of new product development, here we see the full identification of softer behavioral environment dimensions within NPD programs.  This article measures the success of 252 international NPD programs by examining indicators in three dimension: organizational, new product development and globalization.  The outcome, success = integrate soft dimensions into NPD programs.

Sunday, 12 March 2006

“Disrupting” disruptive design to produce even wilder innovations.

There are alternative models to disruption if that kind of mentality is just too far for your organizations philosophy to go and Disruptive Technology Reconsidered shows a few ways to achieve such a system inside your organization. Carefully considered, these are just a few mechanisms that allow for your firm to grow to the level that you need to create market breakthroughs. Here's how.

Monday, 13 February 2006

Want international product success? Product standardization isn’t going to cut it in a global marketplace. But there is a way….

New product development is not a national sprint it is an international marathon and with firms operating in disperse geographic areas and with multimational teams of manufactures and marketers there are specific tactics to ensure international success. Internationalization and the Dynamics of Product Adaptation shows the details on how to make that a reality for your firm, and how we adapt products for our customers ensuring international success.

Tuesday, 17 January 2006

Want Knowledge? Want Innovation? You’re going to have to manage for it.

What is the rule of managing knowledge gathered for the purposes of innovation exchange and the ROI that comes from these efforts? Role of Knowledge Mgmt in Innovation details the specific empirical framework for the creation of a simple system for the exploitation of innovation and market gathered data to create a substantial ROI platform for your organization. Now that’s design thinking that makes every CFO happy.