When a company’s IP culture varies across a company’s business units and IP functional groups inefficiencies develop. This was highlighted during a recent webinar with many prominent companies IP organizations represented. The simple answer of having “a single organization responsible for making sure everything is uniform” was appropriately shouted down by noting in [...]
The news of a Union being formed at Google highlights the importance of congruent Company Vision, Mission and Values. Although formation of a Union will not likely have a material effect on Google’s top management’s incongruent behavior, the Union’s formation does indicate that senior individuals are deviating from the basic “tacit” governing principles [...]
Speed to Market "Must Do's" If you have decided that you need to improve speed-to-market, then these are what is absolutely necessary. MeasureMeasure time-to-market for all NPD projects and build a data-base for use by project teams when they are planning their work. The start time and end time must be clearly defined [...]
There are Five General Guidelines for "Enablers" Related to Improving Speed to Market. It is essential to take them into account before embarking on a program to improve Speed to Market. 1. Enablers of Product Development Speed Vary; focus on the ones that count. Enablers are pre-conditions for managing time-to-market and achieving speed-to-market. [...]
There are firms, products and markets for which increasing speed-to-market is likely to bring needed benefits to the company, there are others for which it may not. One high level trade-off is made at the project level. If a project team receives appropriate top-management support, they have access to more company resources and [...]
Value Matrix for Speed to Market The advantages derived from improving Speed-to-Market depend upon a company’s brand image or reputation. The best way to segment this viewpoint is via a “Value Matrix for Speed to Market” that segments based on Relative Cost vs. Performance. On the x-coordinate is the company’s relative cost to [...]
At a high level of generality development speed is associated with new product success. However many, but not all, firms benefit from implementing time-to-market practices to increase speed-to-market. This picture becomes more complicated when considering individual organizations and products as there are organizations and products for which increasing speed-to-market is likely to increase [...]
1. “Intellectual Property Strategy”, by Harry Grinnell, IP Review, Autumn 2006.2. “IP Strategy”, by John Cronin, presentation at LES Workshop, May 2002.3. “Business Model Archetypes”, by Peter Weill, Working Paper, May 2004.4. “Summary of IP Elements”, by Unknown, lesNouvelles, Dec. 2005, p. 161. 5. “Asset-based monopolies”, by Unknown, Research Technology Management, September 2003, [...]
The following benchmarking data is provided to show the variability in metrics that exist between R&D organizations in different business areas, and with differing strategies to be labeled as a “high-performance brand” versus a “value brand”. Input Metrics Benchmarks: Type of R&D / Innovation Funding Distributions R&D / Innovation Funding Sources / Allocations [...]
There’s a great deal that is been written on metrics for business. The intent of this section is not to review such material. Instead this section has some unique collections of metrics it provides insight into managing innovation and intellectual property. Business Logistics Model In the “Business Logistics Model” figure performance indicators for [...]