Driving Repeatable, Productive Innovation


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This session of Invention Machine's webinar series features guest speakers Tom Wiegele, VP of Technology at Goodrich Sensors and Integrated Systems and Joe Barkai, Practice Director for IDC Manufacturing Insights' Product Lifecycle Strategies Research Service as they share their perspectives on driving sustainable, productive innovation.

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  • Everyone is on automatically on mute, so you don’t need to worry about background noise during the call. On the right-hand side of your screen you should see a space for you to ask a question. It looks like a chat window. With this feature, you can type a question at any time throughout the presentation and we will answer as many of them as we can at the end. As with all live events over the Internet, we hope you’ll bear with us if we run into any technical difficulties during the session. If you experience any technical difficulties simply notify us using the question box and we will get back to you as soon as we can. With that, I think we are ready to get started.
  • The topic today is one that is near and dear to most companies these days: how to make innovation a core competency. We all recognize that Innovation is a key to success – in lean times as well as good times. But how do we move from accidental innovation to making innovation a repeatable, sustainable core competency?To help us sort through this topic, we have two experts on the webinar with us today:Joe Barkai is practice director for IDC Manufacturing Insights' Product Lifecycle Strategies research service. In this role he examines discrete manufacturing industries to identify business imperatives, best practices and emerging technologies. His research topics center on effective product lifecycle management, including innovation, design and engineering, service and warranty, and product end of life. Joe has more than 20 years of industry experience and is a recognized thought leader on the business value of technology in manufacturing.Tom Wiegele is the vice president of technology at Goodrich Sensors and Integrated Systems. Tom has a Ph.D in Mechanical Engineering and has a strong background in Micro Electrmechanical Systems – or MEMS. He has been in technical leadership positions for nearly 15 years, and in his current role he leads the development of leading edge aerospace systems, including aircraft health management systems, precision guided munition systems, wireless sensing systems, and cockpit data management systems. Prior to Goodrich, Tom worked for Motorola for 12 years, developing MEMS sensors and wireless devices.Over the next 30-40 minutes, Joe and Tom will share their thoughts on driving sustainable innovation in manufacturing organizations today. Joe will talk about the research he has done at IDC and the findings and best practices he is seeing. Tom will then talk about how Goodrich is approaching this problem, both through organizational changes and through software and tools.Before I turn things over to our first speaker though I’d like to quickly introduce your host for today’s webcast, Invention Machine.
  • In fact, our customer base spans just about every sector of manufacturing, and includes leaders in every industry.These companies are working with Invention Machine to develop new products, improve existing systems, mitigate risk, maximize the value of their IP, and analyze new technologies and market opportunities.In short, Invention Machine is helping these companies become innovation leaders – and through that, market leaders.
  • Our product is Invention Machine Goldfire. Goldfire is a software platform that brings together three critical elements: Goldfire includes a series of innovation workflows for problem solving and opportunity analysis Goldfire turbo-charges these workflows with advanced research capabilities that provide precise answers and ideas from internal and external sources And Goldfire also includes powerful innovation collaboration capabilities, ensuring that you are able to connect with the appropriate experts across your organization.In short – Goldfire makes innovation a repeatable, sustainable process.For more information about Invention Machine and Goldfire, we encourage you to visit our website – inventionmachine.comWith that, I’m going to hand things over to Joe to get us started…
  • 46% of the resources allocated to product development and commercialization are wasted spent on products that fail to yield an adequate financial return or are cancelled before they reach the market.
  • Compliance-ITAR and Export Controls. Same re: IP management
  • Fragmented supply chain
  • Smart, efficient, purposeful innovation
  • Driving Repeatable, Productive Innovation

    1. 1. Driving Sustainable, Productive Innovation Joe Barkai Tom Wiegele Practice Director, VP, Technology Product Lifecycles Strategies ResearchGoodrich Sensors and Integrated Systems IDC Manufacturing Insights
    2. 2. Webcast Platform
    3. 3. Our Topic Today  Innovation is well recognized as a key to success  But how to make innovation a repeatable, sustainable core competency? Joe Barkai Practice Director, Product Lifecycles Strategies Research IDC Manufacturing Insights Tom Wiegele VP, Technology Goodrich Sensors and Integrated SystemsPage 3
    4. 4. Company at a GlanceInvention Machine drives sustainable innovationfor manufacturing organizations worldwide A leading innovation software provider with hundreds of customers in more than 25 countries Based in Boston, with offices in six BLUE GLOBE countries and a global network of INSTEAD distributors and partners
    5. 5. Invention Machine Customers Aerospace & Defense Automotive Consumer Technology Energy & Environment Life Sciences IndustrialPage 5
    6. 6. Invention Machine Goldfire The Innovation Software Solution • Proven problem solving and opportunity analysis methodologies • Precise access to internal and external knowledge • Innovation collaboration Makes innovation a repeatable, sustainable process
    7. 7. Driving Sustainable, Productive InnovationJoe BarkaiIDC Manufacturing Insights
    8. 8. Scary Statistics  About 20% of projects are over time, and 35% of product companies had experienced at least one runaway project.  Most products fail to meet expectations: – Only one out of every 4 product development programs yields a product that reaches the market – Two thirds of those do not meet expectations  46% of the resources allocated to product development and commercialization are wasted© IDC Manufacturing Insights Page 8
    9. 9. Why Is It So Difficult to Make Decisions? Time to Market Pressures / Shorter Engineering Cycles Shrinking Budgets Technology Operational Compliance Complexity Complexity Outsourcing/ Partnerships Knowledge Deficit Aging Workforce IP Management© IDC Manufacturing Insights Page 9
    10. 10. Decisions, Decisions, Decisions… Minimize Time & Costs Minimize Minimize Costs & Inventory WasteRequirements Research Design Make Sustain End of Life Maximize Maximize for Maximize Maximize Maximize Reuse Performance Efficiency & Service Compliance , Quality & Productivity; Level & Compliance Quality Value-add Services Reapply Amend Enhance Continuous Improvement© IDC Manufacturing Insights Page 10
    11. 11. Complexity Exceeds Capacity  Decision-making is a multi-disciplinary collaborative process inclusive of all stakeholders, throughout the product lifecycle – Spans communities of practice, geographies and enterprises – Multiple diverse technical and business disciplines and practices – Conflicting business and technology drivers  Fewer focal points for product-centric decisions – Absence of physical product Complexity  Changing workforce demographics Capacity© IDC Manufacturing Insights Page 11
    12. 12. Changing Demographics A Shrinking Pool of Skilled LaborWorkforce Eligible to Retire by 2013 Under 35 Over 50 23% 38% Workforce Eligible to Retire by 2013 35-49 25% 39% 20% 15% 10% 5% 0% Source : Aviation Week© IDC Manufacturing Insights Page 12
    13. 13. It’s Not About R&D Budget … It’s how you use it… $300,000 3Com 3M Apple $250,000 Applied Materials MSFT Boeing Boston Scientific Caterpillar $200,000 Cisco Apple Deere & Co. Mkt Cap J&J Dell IBM EMC $150,000 Cisco Google HP HP IBM $100,000 Intel Qualcomm J&J Juniper Networks Medtronic $50,000 Microsoft Dell Juniper Oracle Qualcomm $0 Sun Texas Instruments 0% 5% 10% 15% 20% 25% R&D (% Revenue) Internal R&D spend. Many invest in innovation through acquisitions. Size = Revenue FY 08 Source: IDC Manufacturing Insights, 2009 © IDC Manufacturing Insights Page 13
    14. 14. Sustainable Innovation  Align innovation with business strategy – Vitality vs. stability – Role of business disruption  Boost innovation while maintaining balance and efficiency – Thoughtful vs. reckless innovation – Market disruption vs. business continuity  Leaning innovation – Innovate as necessary – Reuse as much as possible – Outsource when appropriate© IDC Manufacturing Insights Page 14
    15. 15. Knowledge Reuse for Efficient Innovation  Exploit all existing physical and intellectual properties – Inventory – Designs – Expertise and best practices – Throughout the extended enterprise  Gains – Faster time to value, time to market  Direct reuse  Manufacturing processes and tooling  Quality management and ECO containment – And into the supply chain  Quality  Service and warranty forecasting – Optimization in allocation of scarce resources – Risk mitigation© IDC Manufacturing Insights Page 15
    16. 16. Making Better Decisions  Create a product innovation framework – Aligns innovation with strategy – Considers all aspects of the product throughout its lifecycle – Balanced view  Technology decisions  Budget and resource allocation  Role of partners and suppliers considerations  Enable clear end-to-end visibility and context for – Innovation needs and opportunities – What-if & tradeoff analyses – Risk mitigation© IDC Manufacturing Insights Page 16
    17. 17. Continue learning: Access the Full Take a Quick Slide deck & 2-minute view the Tour of webinar replay GoldfirePage 17