Monday, 15 December 2003

Better ROI for R&D Internal vs. external R&D? Here’s how.

When German manufacturing meets western new new product development activies, creative productivity can get stifled but not when there is a balance between intenal and external innovation and R&D activities. Only hiring internatl R&D teams? Only hiring external teams? Home company worker performance is effected. Here’s how to mitigate thoese factort to fully increase firm wide productivity with Better ROI for R&D Internal vs. external R&D

Wednesday, 19 November 2003

NPD Rollout with forced Multiple country manufacturing? Customization is the key!

How is it that one product gets to market faster than another and because production is in multiple countries? Coordiantion due to the timing of differences in manufacturing capabilities across multiple countires. How can you mitigate this? Customization of Product Technology and International New Product Success: Mediating Effects of New Product Development and Rollout Timeliness

Sunday, 5 October 2003

Industrial New Product Launch Strategies and Product Development Performance

Previously it used to be simply how many do we make? Forgetting what to launch, where to launch, when to launch and why to launch are the keys to product success with timing being the most important. Industrial New Product Launch Strategies and Product Development Performance gives the mechanism on how to achieve this focus for NPD effectiveness inside your firm.

Friday, 5 September 2003

Innovate or Die - Is that a Fact? Yes with the proper foundation. Time.

Mechanism for incremental NPD efforts is the assumption that the NPD efforts are based on Now and not a the time honored R&D model of investigavige exploration. With Innovate or Die - Is that a Fact? we see that skipping over the foundations of managing spontaneous ideas causes penthouses built on moving sand where as creating a long term innovation and R&D pipeline is the path to sustained market dominance.

Tuesday, 12 August 2003

Coping with Chaos in Change Processes? Here’s how.

Three models to embrace chaos and base their change practice are discussed via enlightened modern, an ironic, and a postmodern mechanism for dealing with NPD and innovation situations of Coping with Chaos in Change Processes described as a professional identity towards a path to launching the unknown. Want to get your head around your own head and that of your team. Here's how.

Wednesday, 9 July 2003

Is your firm in Circular Chaos? Or Linear Logic? The sweet spot: Creative NPD.

From Cougar’s Creative Problem Solving Model to Ecological Creative Problkem Solving Modelling Product Innovation Processes, from Linear Logic to Circular Chaos explains how companies with multiple NPD efforts and an internet R&D mentality can effectively hit a sweet spot of Creatgive NPD thus embracing both sides of the innovation coin.

Monday, 9 June 2003

Entrepreneurial Radical Innovation. Building it within your SME

How to take your radical market changes to the market? A very hungry sales team specifically entrepreneurial push radically outweighs market pull and technology push models. Radical Product Innovations in SMEs -  The Dominance of Entrepreneurial Orientation. Demonstrates that it is a sales job no matter what. 

Monday, 12 May 2003

The Last NPD mile: Innovation Interventionists errors & how to mitigate them.

In a recent Creativity and Innovation Management article we see the details of
The Last Stage of Product Development -  Interventions in Existing Operational Processes the mechanism of how to mitigate the interventionist push and alternative methods to smoothly transition between the stress of NPD push inititaves inside an organizaiotn and market uptake during new product initiatives. Simply: empathy for constant change – the anthesis of the wait and see what’s coming model of most firms.

Saturday, 12 April 2003

101 samples proves: innovation is mangled by typical large co micromanaging

See too much measurement inside your organization? Find too much analysis and meetings re: what color are the absolute optimal before the product is even tried by customers? Empirical Evidence for the Necessity of a Balance  Management in Promoting Organizational Innovativeness details the optimal model for inter and intra organizational management structures as a function of innovsation development. Simply keep it lean, and here’s how to measure how lean you are.

Wednesday, 12 March 2003

Want more creativity & ROI? 6 ways Hi-Tech firms make that happen.

It is often a daunting series of efforts to promote the development of a truly creative organization and Creativity and Work Environment in a High-Tech Context give the details of how this is done with a 6 phase approach to the organizational effects of creating and fostering creativity inside high tech organizations.

Saturday, 15 February 2003

How do patents by grants determine NPD effectiveness? Here’s how.

When is the value of Patents and patenting strategies an effect mechanism for geographic influence in a firms capability to protect intellectual property? A potential mecahinsm for determing value of products is the granting process as a signal of a products effectiveness for consultion, uptake and fuding. The Value of Patents and Patenting Strategies - Countries & Tech Geographic Patterns further describe this, and if you have the time, it’s usually free money.

Wednesday, 12 February 2003

Want serious innovation: Competence and Organization determine it all.

Never has Schumpeter been more correctly analyized than in Competence and Organization -  Two Drivers of Innovation via the models for organizational structure when properly integrated with flexibility, reactivity, risk-taking, internal communication and the establishing of a strategy, the significance of the company size decreases by half and innovation and NPD efforts go through the roof. Now turning that into ROI, that’s a whole different effort.