ASAE and New Product Development by Mariah Burton Nelson

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ASAE: The Center for Association Leadership has developed a New Product Development Framework that has changed the way we do business. All new-product ideas now receive strategic, systematic review, complete with numerical scores. Legacy products are also reviewed to see if they have outlived their usefulness. This slide deck describes what we're doing and offers guidance for other nonprofits or associations that want so start their own New Product Development Framework.

By Mariah Burton Nelson, VP, Innovation and Planning, ASAE

Published in: Business, Technology
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  • Judith, Kenny, Kevin and I: Innovation Roundtable. Support. Cheering: You already have innovative STRUCTURE, with Judith designated as manager in Office of Innovation and Collaboration; Innovation Advocates.ACS Award for Team Innovation
  • MARIAH -- 3:45 – 4:15
  • ASAE and New Product Development by Mariah Burton Nelson

    1. 1. New Product Development (NPD) Framework Spark Innovation. Serve Members. Strengthen ASAE.
    2. 2. What Is New Product Development? A disciplined, strategic process for deciding what to create, what to discontinue, and how to balance the whole portfolio.
    3. 3. How does ASAE Benefit? • Better decisions • Better products • Better ROI
    4. 4. What Are Our Goals? • Green-light products that… – Serve members AND – make good business sense… • “Sunset” products that… – have outlived usefulness – OR generate low ROI
    5. 5. … on What Matters
    6. 6. Three Interconnected Parts Product Review Portfolio Analysis Idea Generation
    7. 7. How Does This Work? All NEW products receive a careful strategic review before approval All “legacy” products are reviewed periodically All are encouraged to search for new ideas
    8. 8. What Counts as a “Product”? Anything ASAE produces & distributes, for a fee or for free
    9. 9. What Does NOT Count as a Product? • “Support and Enablers”: Governance, Executive Management, Finance, IT, Web, Social Media, Marketing • Projects (plans, undertakings, tasks) e.g. Web updates, research, presentations, meetings.
    10. 10. What Criteria Does the NPD Team Use? Innovation (not required, but desired) Value (Strategic Fit, Member Needs, Market Viability, Feasibility) Financial Net (Projected $) Red Flags (potential problems)
    11. 11. Scoring 1) If Value scores <3.5 = RED (unless high on innovation)* 2) If Value scores = 3.5+, proposal reviewed for Projected Net. a) If Net >0 and low Red Flags = GREEN. b) If Net <0, decision made via NPD consensus. c) Similarly, Red Flags scores >3.5 trigger in-person NPD discussion. 3) *If Innovation scores >3.5, this triggers development and exploration, even if Value scores are low – because a disciplined NPD process can squelch innovation if you’re not careful. 4) Yes, this sounds complicated but we prefer to think of it as sophisticated . Seriously, we do believe in the “keep it simple” rule, but this was as simple as we could make it. And, so far, it’s working.
    12. 12. How Was This Process Created? 1) Corporate best practices, especially Robert G. Cooper’s Stage-Gate, modified for ASAE 2) Staff input via “Listening Tour” 3) Pilot testing
    13. 13. Staff Requests of NPD Team 1) Inclusion 2) Transparency 3) In-person communication 4) Departmental trainings 5) Clear information in variety of formats 6) Systems thinking 7) Research and data-based decision-making 8) Simple software design 9) All info in one easily accessible place 10) Streamlined, fast process 11) Decouple discontinued products from staff performance. Don’t say "Product X is being discontinued because it was run poorly."
    14. 14. Who’s on the NPD Team? 9 Review Team staff members with expertise in business, fundraising, innovation, membership, programs, publications, & partnerships. 6 Resource Team members (IT, Web, HR, Meetings, Research, Marketing, Finance) develop the budget
    15. 15. APPLICATION STEP ONE Staff/Members Develop Idea
    16. 16. APPLICATION STEP TWO Applicant Proposes Idea to NPD Team
    17. 17. APPLICATION STEP THREE NPD Team Reviews Proposal with input from CEO
    18. 18. Two Possible Decisions Green: Approved (often with recommendations) Red: Declined (with explanation)
    19. 19. Idea Generation Study Portfolio and Market Analysis Choose Strategic Buckets Solicit ideas from members, staff Develop some into proposals
    20. 20. Complaints and Challenges So Far 1) “Who gets to be on the NPD Team?” 2) “Will decisions be fair?” 3) “We’re losing autonomy.” 4) “Hurry up – but everyone must be included & happy.” 5) “We were already successful without this.” 6) “Why focus on money? 7) “How many products DO we have?” 8) “How many products SHOULD we have?” 9) “How can we be truly innovative?”
    21. 21. How Can You… Spark Innovation, Serve Members, & Strengthen Your Organization?
    22. 22. Three Key Steps 1)People 2)Products 3)Process
    23. 23. People: Build the Team a) Who will be the decision-makers? b) What expertise should they have? c) Who will be in charge? d) How will you involve others (staff and members)?
    24. 24. Products: Clarify What’s In, Out a) How will you define product? b) How will you define new product? c) Will you evaluate all, or just new products?
    25. 25. Process: Create an Efficient Method a) How will you review products? b) How will you analyze the portfolio? c) Where will you start?
    26. 26. Let’s stay in touch MNelson@asaecenter.org ASAE Member Collaborate Group: Ideas & Innovations Twitter: TallMariah Innovation is always unfinished: a work in progress!

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