4 Leaf Model The evaluation process first starts with assessing the companies work processes and business model understanding in 15 different areas. Gaps are found between the company and the best-practices of competitors. The financial value of these gaps is also determined by knowing from a competitive dataset, how much book value similar [...]
In the knowledge economy, more than 80 percent of all assets of companies are intangibles i.e. Intellectual Capital. Determining the real value of these assets is crucial to any investment decision. Thus it is critical for a company to obtain a fair valuation of these assets, be it either a corporation or venture. [...]
Resources Capabilities Importance Urgency In this figure it can be seen that there are a number of project’s requiring low levels of creativity, as represented by the green and blue circles. It makes the most sense for organization to tackle these projects quickly and achieve the business returns that result. The more difficult [...]
Capabilities, Importance, Urgency A way to help improve the situation is to take Covey’s original two-dimensional matrix and add a third dimension. The third dimension is the creativity required for the project (or the level of thought as explained in Chapter 4). The “Capabilities, Importance, Urgency” figure shows this. When laying an organization’s [...]
Important Versus Urgent There are often conflicting priorities that arise from the various business, technology, marketing, manufacturing, IP and HR viewpoints. A way to reconcile this confusion is by using Stephen Covey’s “The seven habits of highly effective people” method of time management. In his work, Stephen Covey, segmented all the tasks that [...]
Agile / Lean IP Integration As shown in the "Agile/Lean Integration" figure, the goal of the IP supporting personnel should be to integrate their activities into the agile development methodology. This means the project development team should be IP-educated before entering into the planning phase where initial IP priorities are identified. In the [...]
R&D Funnel Map If the R&D organization is using stage gate process the best points of integration are at the gate reviews as explained earlier. If it is using an Agile or Lean Process the best integration point is during the review process at the end of a scrum. By way of example, [...]
Methods of Accelerating Innovation and Product Development For efficient IP and business integration to occur it’s best to start the integration during the R&D process. The “Methods of Accelerating Innovation and Product Development” figure shows five means of acceleration and how four aspects of the development phases can be accelerated. The last column [...]
Truly integrated processes however also involve excellent communication skills. Communication of IP processes comprises three elements. These are: (1) educating all levels of the organization on the lognormal distribution of value, its implications, and deployment of company resources accordingly, (2) selecting what forms of intellectual capital to track, and (3) using a mixture [...]
The Dyadic Fourth Generation R&D Organization On the operations side of 4G innovation the Tenth Principle of 4G directs the creation and operation of two new types of innovation labs that supplement traditional R&D labs and market research activities such as focus groups and surveys that are jointly staffed by partner organizations. The [...]
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