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    Innovation Benefits Realization for Industrial Research (Part-5) Innovation Benefits Realization for Industrial Research (Part-5) Presentation Transcript

    • Technology Innovation Management Framework for Industrial Research Part-5 Dr. Iain Sanders January 2005
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    • WHAT RESOURCES CAN HELP:PRODUCTS DELIVERING THESE FEATURES Platform 1: (Stages II, Part 5) Integrating Technology Innovation with Business Function – Part I: Laying the Foundation
    • PLATFORM 1: II (5 - Example) Introduction to Goldfire Innovator 6
    • Goldfire Innovator Across The EnterprisePLATFORM 1: II (5 - Example)  Intellectual Property (IP) and Technology Strategy Planning  Product Engineering and R&D  Process Engineering & Production Control GOLDFIRE INNOVATOR™ Strategic Product & Research Production & Engineering Technology & Design Manufacturing Planning PRODUCT LIFECYCLE MANAGEMENT PROCESS 7
    • Technology Planning and Strategic IPPLATFORM 1: II (5 - Example) Strategic Product & Research Production & Engineering Technology & Design Manufacturing Planning • Understand Corporate IP assets & competencies Innovation • Understand competitive IP assets & activities Landscape • Build strategy with awareness of where technology has been and where it will likely go; Technology Evolution Analysis Capture & Share • Find new ideas leading to fresh markets Innovation • Identify strategy to gain freedom to operate; Market Barrier Design Work-around Strategic IP • Devise defensive IP strategies; Management Vulnerability Assessment 8
    • Product R&D and EngineeringPLATFORM 1: II (5 - Example) Strategic Product & Research Production & Engineering Technology & Design Manufacturing Planning • Strategic innovation roadmap planning Problem Research Solution Definition Validation • Increase quantity & quality of idea generation • Focus R&D investment for maximum ROI Strategic Options Strategic Concepts Solution • Drive break-through new-market innovations Generation • Drive break-away product renovations • Find solutions faster with Solution Manager $ TRIZ • Validate conceptual designs upstream Value Semantic Engineering Knowledge • Capture valuable corporate IP Bases • Provide CAD Engineers design reference 9
    • Product Engineering and Production ControlPLATFORM 1: II (5 - Example) Strategic Product & Research Production & Engineering Technology & Design Manufacturing Planning • Complete closed loop innovation cycle Digital linking production process back Manufacturing to product design • Understand process in multi-dimensional way ERP • Production process planning System • Identify and correct process inefficiencies • Production process optimization • Design new streamlined processes 10
    • Introduction to Goldfire InnovatorPLATFORM 1: II (5 - Example)  Goldfire Innovator:  Integrates rigorous innovation methodologies, problem analysis, knowledge sharing, and research capabilities into a single package  Increases the efficiency and productivity of every engineer and innovation specialist 11
    • Introduction to Goldfire InnovatorPLATFORM 1: II (5 - Example)  Goldfire Innovator:  Enables companies to systematically analyze, conceive, research and validate more cost- effective, higher-quality products and processes  Provides access to worldwide patent databases and the largest library of cross-disciplinary scientific content  Semantically-indexed for precise knowledge retrieval 12
    • Introduction to Goldfire InnovatorPLATFORM 1: II (5 - Example)  Core components of Goldfire Innovator:  Optimizer  Researcher  Innovation Trend Analysis  Each of these components leverage IMC’s Innovation Intelligence, as well corporate and personal knowledge, providing tightly-integrated analysis and problem solving capabilities 13
    • Introduction to Goldfire InnovatorPLATFORM 1: II (5 - Example)  Optimizer:  Structures and brings consistency to the Innovation process through workflows, which combine specific tasks  Workflows are specifically designed to guide the optimization of technical systems  Enables the definition of custom workflows, tailored to meet specific innovation process needs 14
    • Introduction to Goldfire InnovatorPLATFORM 1: II (5 - Example)  Researcher:  Provides unparalleled capabilities in precision research and analysis by leveraging:  IMC’s semantic analysis technology, specifically designed to extract innovation concepts  IMC’s Innovation Intelligence, which includes:  Global Patent Collections  Proprietary database of cross-disciplinary Scientific Effects  Corporate KBs, Personal KBs, & ―Deep Web‖ 15
    • Introduction to Goldfire InnovatorPLATFORM 1: II (5 - Example)  Innovation Trend Analysis:  Provides valuable insights into competitive landscapes by facilitating analysis of innovation and technology trends by using industry patents  Delivers insights critical to position companies for:  Successful entry into new markets  Setting new innovation trends  Driving incremental product / process improvements 16
    • Introduction to Goldfire InnovatorPLATFORM 1: II (5 - Example)  Goldfire Innovator tasks include:  Device Analysis  Process Analysis  Root-Cause Analysis  Goldfire Innovator Solution Manager:  Framework for managing problems and solutions throughout the product life-cycle as a persistent document 17
    • PLATFORM 1: II (5 - Example) Introduction to Semantic Technology 18
    • Goldfire Innovator Semantic TechnologiesPLATFORM 1: II (5 - Example)  Goldfire Innovator enables R&D professionals to:  Accomplish precise knowledge retrieval  Capture knowledge from internal and external resources  Analyze company, inventor, and technology profiles Let’s examine some common “semantics” terms… 19
    • ―Natural language‖PLATFORM 1: II (5 - Example)  An overused, poorly understood term with 2 common meanings  Natural Language Interface: A search interface that accepts normal questions and statements. Practically: Does not require Boolean operators (AND, OR, NOT)  Natural Language Processing: Analysis of text using linguistic rules and patterns Without Natural Language Processing technology, Natural Language Interfaces are ineffective—primarily marketing hype 20
    • ―Semantics‖PLATFORM 1: II (5 - Example)  Ironically, an ambiguous and frequently misused term  Definition: The meaning of words, phrases, or sentences  Semantic analysis is one level higher than syntactic analysis Semantic claims The reality Most NL Only extract noun phrases. Relationships between noun and companies modifiers contain little valuable information. Uses co-occurrences to find probabilities that words are somehow Statistical search related. Do not understand ―meaning‖ — how the words are related. Simply expand search queries with keyword synonyms. Performs Synonym search no statistical or structural text analysis and sacrifices precision. True semantic analysis: Interprets the semantic roles of phrases Goldfire (Subject, Action, Object etc.) and understands how they are related: Innovator ―Meaning Finger Prints‖. 21
    • ―Conceptual‖ SearchPLATFORM 1: II (5 - Example) Conceptual search means different things to different companies Conceptual The reality Search claims Classic dilemma: precision and recall are zero sum. One Keyword search word returns thousands of results, but numerous words miss many relevant documents. Most NL Only search noun phrases. companies Statistical Search is based on probability that a collection of words search are related to a query. Goldfire Finds sentences with a specific semantic relationship Innovator between phrases, parts of speech, etc. 22
    • Precise Knowledge Retrieval RequiresSemantic Preprocessing of Documents PLATFORM 1: II (5 - Example)  Goldfire Innovator Semantic Technology: • Why is semantic indexing necessary for precise knowledge retrieval? • What information is stored in a semantic Knowledge Base? • How do Natural Language queries select relevant results from semantically-processed documents? 23
    • Keywords cannot deliver precise knowledgePLATFORM 1: II (5 - Example) Google finds over a million results! 24
    • Innovator’s Semantic Processing StagesPLATFORM 1: II (5 - Example)  5 step process for turning unstructured text into searchable semantic index  Analysis decomposes sentences into numerous deep semantic structures including Subject, Action, and Object, and recognizes their relationships  Deep semantic structure represents the essential meaning of sentences Goldfire Innovator’s Unique Strengths 25
    • Step 4: Syntactic AnalysisPLATFORM 1: II (5 - Example) Innovator models the syntactic structure of entire sentences “The pump first moves water to a storage tank.” Most natural language companies only extract noun phrases… View IMC White Paper for more information 26
    • Step 5: Semantic AnalysisPLATFORM 1: II (5 - Example) Innovator extracts deep semantic relationships Semantic Processing Keyword Processing Extracts underlying meaning Without full syntactic and semantic analysis, traditional keyword processing creates a simple bag of noun phrases - you never know the relationships pump moves water between phrases or parts of speech. Subject Action Object ? water to a storage tank pump ? Prep. Phrase (Indirect Object) storage tank ? 27
    • Key Concept: ―Noun Phrase‖PLATFORM 1: II (5 - Example)  Definition  Examples: tower; conceptual development; faulty hydraulic fuel pump  Noun phrase = noun head + modifiers  ―faulty hydraulic fuel pump‖  Noun phrase extraction ―Coiled electric wires have been developed for use in electromagnets that operate at high temperatures.‖ coiled electric wires electromagnets high temperatures 28
    • Semantic processing captures the ―meaningfingerprints‖ of sentences and phrases PLATFORM 1: II (5 - Example) “Today the user can download 10,000 documents from the Web by typing the word screen.” Noun Phrases Topics today today user user Web Web word screen screen 10,000 documents document Subject-Action-Object user - type - word screen user - download - 10,000 documents 29
    • Example: What Natural Language queries will findthis sentence in a semantic Knowledge Base? PLATFORM 1: II (5 - Example) “Sucrose reduces the viscosity of soap by about 20% up to about 99%.” Subject Action Object sucrose reduce viscosity of soap 30
    • A range of queries can match the semanticfingerprint of the example sentence PLATFORM 1: II (5 - Example) Subject Action Object User query… ―sucrose‖ ―reduce‖ ―viscosity of soap‖ 1) What reduces the viscosity of ? Yes Yes soap? 2) For what can sucrose be used? Yes ? ? 3) What affects the viscosity of ? ? Yes soap? 4) What can sucrose reduce? Yes Yes ? 5) Is it known that sucrose reduces Yes Yes Yes the viscosity of soap? 31
    • Innovator matches the fingerprint of your queryto the fingerprints in Knowledge Bases PLATFORM 1: II (5 - Example) Process… NL (fingerprint) ? Process… Semantic Knowledge Base DOC (fingerprints) RTF HTM(L) PDF TXT 32
    • Goldfire Innovator Leverages External,Internal, and IMC Semantic Fingerprints PLATFORM 1: II (5 - Example) Invention Machine Content Scientific Patent Effects Collections Goldfire Innovator Integrates Your Prospect’s Content Knowledge for You Includes Deep Web Internet Corporate Personal 33
    • Goldfire Innovator Semantic Analysis:Architecture and functionality Direct answers to questions PLATFORM 1: II (5 - Example) Insight into your assets Innovative ideas New business opportunities Solutions Innovation trend analysis applications Company Competitive Technology Patent Profile Analysis Analysis Citation Natural Language Search Knowledge Bases: Knowledge Semantically indexed Concept relationships Semantic Indexing Unstructured information Personal files, E-mail, intranet Patents Scientific Effects Deep Web access Internet 34
    • Goldfire Innovator SemanticTechnology Benefits PLATFORM 1: II (5 - Example)  Precise search results to deliver solutions  Convenient Natural language interface  Applications that make (re-)search more effective: Concept extraction, dynamic Topics categorization, synonym generation, direct link to source, concept highlighting, document summarization  Flexible tools that do not require tweaking  Ability to integrate content from diverse sources  Robust analysis applications to identify trends and provide insights  Unique pre-indexed content to expedite results 35
    • PLATFORM 1: STAGE IIIDESIGN A TECHNOLOGY & INNOVATION PORTFOLIO
    • PLATFORM 1: III III Design a Technology & Innovation Portfolio  Aligned to each strategic role should be an identification of the core technologies or technical expertise areas that you anticipate will be necessary for developing new products.  The first step is to inventory the current technologies that are still in a research exploration phase. Identify a core technology as a launching pad for a variety of potential new products.  Once core technologies & new technical skill areas have been identified for innovation efforts, adequate investments & appropriate technical talent must be secured.  The challenge is to accurately identify the technologies that can best be exploited & provide competitive strength to the new products under development. 37
    • OVERVIEW:ALIGNMENT OF NEEDS WITH CAPABILITIES Platform 1: (Stage III) Integrating Technology Innovation with Business Function – Part I: Laying the Foundation
    • PLATFORM 1: III III Rapid Intelligence Processing BUSINESS TARGET VALUE TO IRL INTELLIGENCE PRIORITIES TECHNOLOGY MANAGEMENT Finding Ideas from the PLATFORM BUY-IN Marketplace (Business): OBJECTIVE? 1. Unexpected Successes ASSIGN EXPERTS 2. Unexpected Failures TO ADDRESS NEEDS 3. Unexpected External FRST OUTCOME? Events UTILIZE PROBLEM- 4. Process Weaknesses SOLVING TOOLS 5. Industry / Market Structure Changes DOES IRL HAVE 6. High-Growth Areas THE EXPERTISE? SET OUTCOMES, 7. Converging Technologies DEADLINES, KPIs 8. Demographic Changes 9. Perception Changes COMMERCIAL 10. New Knowledge PROJECT PLANNING OPPORTUNITY? AND IMPLEMENTATION 39
    • PLATFORM 1: III III Three Dominant Interactions Intelligence Gathering & Processing Rewards & Incentives, Problem-Solving Time Allocated & & Concept Formulation Managed, to Identify & Resources Pursue Opportunities 40
    • (ACTUAL) TECHNOLOGY PLATFORMS Platform 1: (Stage III, Part 1) Integrating Technology Innovation with Business Function – Part I: Laying the Foundation
    • PLATFORM 1: III(1) The Rocket
    • PLATFORM 1: III(1) Strategies set out …  Path to Value Creation  Underpinning World Class Science  Credible Financial Stability  People and Resource Requirements
    • PLATFORM 1: III(1) Locating Technology Platforms Technology Platform 1 Technology Platform 2 Technology Platform 3 Technology Platform 4 Technology Platform 5
    • PLATFORM 1: III(1) Locating Technology Platforms Bioprocessing Carbo Chemistry IBT Electrotechnology Carbohydrate Chemistry Materials Technology Photonics Engineering Dynamics Hydrogen and Distributed Energy Materials Innovation High Temp Superconductivity Applied Maths Smart Materials & Structures Comms / Sensors Nanotechnology Imaging and Sensing Imaging & Detecting MSL Measurement for Industry Workshop Assistive Devices Optoelectronics Automation Systems
    • PLATFORM 1: III(1) State of the Platforms - 2004 Carbo MfI IBT HTSFocussedWorldClass I&DScience Nano SMS HDE Photonics AD Readiness for Value Creation
    • PLATFORM 1: III(1)Strategic Emphasis – ―Biotech / OrganicChemicals‖ Platforms Carbo IBTFocussedWorldClassScience Photonics Readiness for Value Creation
    • PLATFORM 1: III(1) Strategic Emphasis – ―Energy / Infrastructure‖ PlatformsFocussed HTSWorldClassScience SMS HDE Readiness for Value Creation
    • PLATFORM 1: III(1) Strategic Emphasis – the rest MfIFocussedWorldClass I&DScience Nano AD Readiness for Value Creation
    • PLATFORM 1: III(1) Potential Platform Clusters  Biotech / Organic Chemicals  Carbo, IBT, Photonics  GSF, Biopharm  Energy / Infrastructure  HTS, Hydrogen & Dist. Energy, (SMS)  Precision Sensing / Modelling  Imaging & Detecting, Nano, MfI, (Photonics)  MfI to play a greater linking role
    • Technology Product Business Niche Market Driving Force Funnel Platform Opportunity Identifying & characterising New drugs PHARMNZ World Class Science bioactive compounds (molecule ownership) Cancer/specific ailment IRL will invest in: Cures Carbohydrate Chemistry Pharmacuetical chemical Niche Manufacturing BIOPHARM/ Health & Ageing Natural Products Chemistry production of Specialist APIs GLYCOSYN Population Microbe Fermentation Diagnostic Systems SENSE-MAN Medical Measurement Catalysts Internal characteristic for humans & Sensing Devices Toxins detection Automation & Control Wood Systems SENSE-WOOD Wood Systems Productivity Algorithm Creation Microwaves Integrated (perimeter?) PERI-SAFE Perimeter Systems Computer Vision Omniscient systems Surveillance System (?? - maybe other) SecurityPLATFORM 1: III(3) Acoustic Sensing Statistics & Math Modeling Integrated (factory?) FACTORY-SAFE Factories Measurement Surveillance System (?? - maybe other) Digital Signal Processing Acoustic Physics Wireless delivery of content Location triggered TOUR INFO Tourism Information Network Design through integrated systems communication Systems & Advertising Magnet Design Acoustics for Public SONIC BOOM HTS Wire Properties Signal Processing Projection Active Acoustic Leisure & Advanced Composites Systems Entertainment Stress Analysis Acoustics for Personal SONIC BAM Inorganic Chemistry Projection Sol-Gel Chemistry Smart materials Devices/Materials BOUYS INC Custom Made Metallurgy & boat loadings (specifics tbd) Leisure Marine Materials Performance Design & custom To order SUPER COIL HTS Coils & Magnets Electro Chemistry manufacture of HTS coils HTS Coiling Opto Electronics Customised SUPER POWDER HTS Powder Ceramics HTS Powder Polymers HTS Materials Science HTS Wire SUPER WIRE HTS Wire Environment Need to partner: & Energy Disease Physiology Screening/Testing HTS Coated SUPER GEN2 HTS Coated Conductors Conductors Physiology Fuel Cell Software Development Integration Hydrogen DG FRENERGY The Hydrogen Communication Content Systems & Devices Economy Electrical Engineering Hydrogen Hull Loadings Storage Systems Hydrodynamics Material Manufacture Materials Plant Life Evaluations METEVAL Asset Management Motor Design Performance & Software Hydrogen Generation Synthesis & integration of Molecules, Prototypes ELECTROMATS Electronic Materials Electronic Device Testing targeted materials & Components Interaction 51
    • COMMERCIAL OPPORTUNITIES IMPACTING SEVERAL TECHNOLOGIES, OUTCOMES, CAPABILITIES ETC. Platform 1: (Stage III, Parts 1-3) Integrating Technology Innovation with Business Function – Part I: Laying the Foundation
    • PLATFORM 1: III(1-3) Benefits of Sustainable Design Sustainable Design offers businesses opportunity to enhance environmental performance, while simultaneously improving their bottom line. Companies that apply Sustainable Design find that it:  Reduces environmental impact of products/processes.  Optimizes raw material consumption and energy use.  Improves waste management/pollution prevention systems.  Encourages good design and drives innovation.  Cuts costs.  Meets user needs/wants by exceeding current expectations for price, performance and quality.  Increases product marketability. Sustainable Design can also provide a means for establishing a long- term strategic vision of a companys future products and operations. In general, Sustainable Design is an enabling force to shape more sustainable patterns of production and consumption. 53
    • PLATFORM 1: III(1-3) Increased Innovation  By incorporating Sustainability into product design/development, companies gain a fresh perspective on established practices, resulting in new ideas and solutions. For example:  New product/service concepts.  Alternate production techniques.  Increased employee participation.  Greater creativity. 54
    • PLATFORM 1: III(1-3) Greater ability to compete, add value, and attract customers  There is a growing global demand for environmental quality in products and services. Incorporating Sustainability into product design can help companies:  Meet emerging market demands.  Differentiate their products in the marketplace.  Improve their image and win customer attention.  Attract investment. 55
    • PLATFORM 1: III(1-3) Become more cost-effective  Become more cost-effective. Sustainability targets opportunities for cost-reduction at all stages of a product’s life and ensures the greatest reduction in environmental effects/releases per dollar invested. The results are:  Reduced production costs.  Increased product quality.  Elimination of compliance costs.  Increased return on environmental investments. 56
    • PLATFORM 1: III(1-3) Reduce environmental impacts & liability  By decreasing a product’s impact on the environment, Sustainability helps companies:  Ensure compliance with environmental regulations.  Reduce uncertainty with respect to future environmental requirements.  Improve access to insurance and financing.  Achieve better community relations.  Contribute to a better local, regional and global environment. 57
    • PLATFORM 1: III(1-3) Gain a systems perspective  Sustainability, which focuses on a product’s life cycle, helps companies create corporate links between product design, supply chain management and sales/marketing, thereby providing:  An overall, systemic view of company operations.  A mechanism for cross-functional teams to continuously improve products. 58
    • PLATFORM 1: III(1-3) Internal & External Sustainability Drivers  Motivation to implement Sustainability can come from two different directions.  Within the company itself—internal drivers.  From the immediate surroundings—external drivers. 59
    • PLATFORM 1: III(1-3)Internal Sustainability Drivers Need for increased product quality.  A high level of environmental quality will raise product quality in terms of functionality, reliability in operation, durability & repairability. Image improvement.  Communicating a product’s environmental quality to users through an environmental ―seal of quality,‖ such as the Environmental Choice Label or a good report in consumer tests, can improve a companys image significantly. Need to reduce costs.  Companies can combine Sustainability strategies with financial benefits by:  Purchasing fewer materials for each of its products  Using energy and auxiliary materials more efficiently during production.  Generating less waste and lowering disposal costs.  Disposing of hazardous waste. Need to stimulate innovation.  Sustainability can lead to radical changes at the product system level—the combination of product, market and technology. Such innovations can provide entry into new markets. Employee motivation.  Personnel morale generally increases when employees are empowered to help reduce the environmental impact of the companys products and processes. Sustainability can also boost employee motivation by improving occupational health and safety. A sense of responsibility.  A growing awareness among all levels of staff that business must play an important role in working towards sustainable development can provide a strong incentive for implementing Sustainability. 60
    • PLATFORM 1: III(1-3) External Sustainability Drivers  Government Policies.  Market demand/competition.  Trade/industrial organizations.  Waste charges.  Environmental requirements for design awards. 61
    • PLATFORM 1: III(1-3) Government Policies Product-oriented environmental policy is growing rapidly in northern Europe, the United States and Japan. Some examples and trends:  Legislation on ―extended producer responsibility‖ or ―take-back obligation.‖ Germany has introduced a take-back obligation for goods such as television sets, computers and cars. The U.S. Environmental Protection Agency requires discharge disclosures for certain types of generators.  Introduction of eco-labelling programs for labelling products or product groups.  Requirement to provide environmental information on products and processes, requiring business to pursue more pro-active environmental communication policies.  Development of industrial subsidy programmes to stimulate Sustainability activities and encourage companies to carry out research into potential environmental improvements.  Termination of subsides on energy-intensive production methods and energy/raw material consumption. 62
    • PLATFORM 1: III(1-3) Market demand/competition The needs/wants of suppliers, distributors and end-users are powerful drivers for environmental improvement. Some examples and trends:  Requirements by some companies—generally large corporations—for environmental-safeguarding declarations from suppliers. Some companies are systematically looking at their entire supply chain and imposing the new environmental standards or other measures of environmental performance.  Boycotts or other actions by consumer organizations/environmental groups. For example, Greenpeace successfully pressured industry to develop GreenFreeze, an ecologically efficient refrigerant made of propane and butane that can replace environmentally harmful chlorofluorocarbons (CFCs).  Environmental requirements incorporated into consumer product testing. If a product fails to get a high score on these requirements, it will no longer qualify for the title of ―best buy‖ or ―good choice,‖ no matter what other excellent features it may possess. Good environmental ratings can increase market share.  Increased implementation of ―responsible care programs‖ in many industries, resulting in more companies with experience in cleaner production. In cases where intense competition exists for a particular product, companies with a good environmental profile can have an ―edge.‖ 63
    • PLATFORM 1: III(1-3) Trade/industrial organizations  These organizations often encourage member companies to take action on environmental improvement and/or my impose penalties on companies that do not take required action.  As well, standardization organizations are expanding all existing norms and standards to include environmental issues. The ISO 14 000 series will become the international standard for certifying environmental management systems. It is expected that product-related aspects, such as the obligation to collect and publish environmental data, will be incorporated in this standard. 64
    • PLATFORM 1: III(1-3) Waste charges  Waste-processing charges such as land-fill and incineration costs are likely to increase, based on the principle of ―polluter pays.‖ The prevention of waste and emissions, re-use and recycling will consequently become more economic. 65
    • PLATFORM 1: III(1-3) Environmental requirements for design awards  Several respected design competitions have now stipulated that contestants must provide specific environmental information on their products.  One example is the German Industry Forum (IF) Design Award, affiliated with the Hannover Messe, which has a five- year plan to obtain environmental information on aspects such as packaging, materials used, re-usability and warranties. Other international design competitions now pro-active with regard to the environment are:  IDEA award in the United States.  G-Mark award in Japan.  Form Finlandia award by Nestle.  Excellent Swedish Form by the Swedish Design Council.  Brown Competition in Germany.  ION award in the Netherlands. 66
    • PLATFORM 1: III(1-3) Sustainability & Product Lifecycle  With the global market is undergoing continuous and rapid change, you company’s ability to innovate and be flexible will be crucial to its profitability.  The Sustainability Strategies can play a significant role in product innovation by:  Providing new criteria for evaluating design such as choices for materials, production techniques, finishing technologies, and packaging methods. The new criteria can often lead to innovative product or service solutions.  Considering the entire product life cycle—a process which can stimulate partnerships with suppliers/distributors/recyclers, open up new market areas, and increase product quality. 67
    • PLATFORM 1: III(1-3) Sustainability & Product Lifecycle Products impact the environment at all stages of the product life cycle. Key environmental factors include:  energy supply.  raw materials acquisition.  component/product manufacturing.  transportation and distribution.  product use.  end-of-life product disposal. Sustainability allows you to systematically evaluate a product and set continuous improvement goals for the entire product life cycle. This life cycle generally has five phases:  design.  production.  distribution.  product use.  end-of-life. 68
    • PLATFORM 1: III(1-3) Sustainable Design & Sustainable Development  Sustainability is designed to help companies adopt environmental practices that will lead to a more sustainable and healthier society. Therefore, Sustainable Design both supports, and works within, the context of other environmental initiatives.  Sustainable Development  Industrial Ecology  Pollution Prevention (PP)  Environmental Management Systems (EMS)  Occupational Health and Safety (OH&S) 69
    • DEFINING THE DEVELOPMENT PROCESS Platform 2: (Stages IV-V) Integrating Technology Innovation with Business Function – Part I: Laying the Foundation
    • PLATFORM 2: STAGE IVSTAGED DEVELOPMENT PROCESS
    • PLATFORM 2: IV IV Design a Staged Development Process  Purpose 1. Provide a logical approach for systematically creating something new 2. Enable decision & approval points to be integrated into the process after each stage 3. Offer a way to manage this process by tracking the number of new concepts under development at any one time in each stage  Questions 1. What might we offer? 2. Can we make it work? 3. What results can we expect? 4. Are we on track & ready to go? 5. How are we doing & what have we learned?  9 Stages 72
    • PLATFORM 2: IV (1-3) The 9 Stages of the Development Process 1. CONSUMER PROBLEMS & NEEDS EXPLORATION  Conduct qualitative research with consumers to explore & identify their gripes, complaints, hassles, & problems that they experience in a given product category, activity, behaviour, or function. These problem areas provide a focus for idea generation 2. PROBLEM SOLVING & IDEA GENERATION  Generate new solutions & creative approaches that address the identified consumer problems. An idea is a description of a product that details what a product does & lists the key benefits that will be provided to consumers <1ST FILTER: IDEA SCREENS> Selecting High-Potential Ideas 3. CONCEPT DEVELOPMENT  Take screened ideas & develop them into "three-dimensional" descriptions of a product. A concept should describe the product features & attributes, its intended use, & its primary benefits to be perceived by consumers. It outlines the core technologies that will be used & states general technical feasibility. It addresses how the product might be positioned against competition & defines who the primary purchaser will be 73
    • PLATFORM 2: IV (4-7) The 9 Stages of the Development Process 4. BUSINESS ANALYSIS  Formulate a market & competitive assessment that projects the potential revenue size & attractiveness of the new product concept. Develop a rough, three-year pro forma that estimates future financial performance <2ND FILTER: CONCEPT SCREENS> Selecting High-Impact Concepts 5. PROTOTYPE DEVELOPMENT  Complete development of the product & run product-performance & consumer- acceptance tests 6. PLANT SCALE-UP  Determine roll-out equipment needs & manufacture the product in large enough quantities to identify "bugs" & problems. Run additional product-performance & quality tests 7. MARKET TESTING  Launch the product into select test markets to gauge potential performance & educate target buyers 74
    • PLATFORM 2: IV (8-9) The 9 Stages of the Development Process <3RD FILTER: TESTED PRODUCT SCREENS> Optimizing the New Product Offering 8. COMMERCIALIZATION  Introduce the product & sell it to the trade. Initiate awareness building & trial stimulation programs to reach the targeted consumer base 9. POST-LAUNCH CHECK-UP  Monitor performance of the new product at six & twelve months after launch & evaluate potential changes or improvements to be made 75
    • PLATFORM 2: IV 1st, 2nd & 3rd Filter Screen Components  Strategic Screens  Fit with Strategic Objectives  Exploits Internal Strengths  Source of Competitive Advantage  Consumer Screens  Need intensity  Uniqueness / Differentiation  Financial Screens  Size of Opportunity  Impact on Existing Business  Return Potential 76
    • PLATFORM 2: STAGE VINNOVATION PROJECT MANAGEMENT
    • DEVELOP BUSINESS PLAN Platform 2: (Stages V, Part 1)Integrating Technology Innovation with Business Function – Part I: Laying the Foundation