5th Front End Of Innovation Conference

5th Annual & Transforming Potential Into Reality: Where the Greatest Minds in New Product Innovation GET INSPIRED Featuring a cast of more than 90 All–Star, Keynote Level speakers ready to help you fine tune and revamp your innovation engine The Open Innovation Predict the Future Business Model Innovation Ambidextrous Organizations Fact-Based Decision-Making Genuine Ingenuity Methodology Gary Loveman Dustan E. McCoy Vijay Govindarajan Michael L. Tushman Henry Chesbrough Dr. Peter H. Diamandis Chairman, Chief Executive Officer, Chairman & Professor of International Business Professor of Business Executive Director, Chairman, Founder, & President & President Chief Executive Officer and director of Tuck’s Center for Administration Center for Open Innovation X-Prize Foundation and Harrah’s Entertainment Inc. Brunswick Corporation Global Leadership at Dartmouth Harvard Business School University of California, Berkeley & Chairman – Zero Gravity College & Best Selling Author & Best Selling Author Best Selling Author Growth as a Process Leadership & Culture Service Innovation Partnering for Innovation Daniel Henson Brad J. Rogers Mike Jannini Bill Lloyd Vice President & Chief Marketing Officer Senior Vice President, Innovation & Executive Vice President & General Senior Vice President & Chief General Electric Product Excellence Manager, Brand Management Technical Officer Bank of America Marriott International, Inc. Eastman Kodak Company Design Thinking Design Thinking Voice of the Customer Innovation Strategy David Swift Charles Jones Penny McIntyre Rob Shelton Author of “Making Innovation President Vice President Global Consumer Design Senior Vice President of Marketing Work” Whirlpool North America Whirlpool North America Coca–Cola Realizing the Potential of Ideas Discovery Portfolio Innovation Rebels Tools & Trends Doug Burcicki Todd Siler Eric W. Meyer Bill Malloy Senior Manager, Marketing & Author of “Think Like a Genius” and creator Director of Global New Business International Brand Manager, Product Management of Metaphorming Development Electronics Yazaki North America, Inc. Sunny Delight Beverages Company Oakley Sheraton Boston Hotel • May 8–11, 2007 • Boston, MA BUSINESSWEEK CHAMPIONS OF INNOVATION LIVE! Your Product IS Your Business. Make Innovation Work for You. Be a Part of Something Extraordinary… Meet the BusinessWeek Champions of Innovation* who will share what is TOP OF MIND for them…on Uncover How to Manage, Measure, & Profit the Front End of Innovation. from your Front End Investment Led by: Focus Areas Include: Bruce Nussbaum, Assistant Managing Editor – BusinessWeek Magazine’s Innovation & Design coverage ✔ Business Model Innovation ✔ Managing the Discovery Portfolio ✔ Design Thinking With: ✔ Open Innovation Stephanie Barry Dondeena G. Bradley Lara Lee Cheryl Perkins ✔ Fact–Based Decision Making Director Global Ph.D., Director Strategic Vice President of Former Chief Innovation ✔ Operational Innovation ✔ Globalization of the Front End Innovation Marketing Enthusiast Services Officer WD-40 McNeil Nutritionals Harley–Davidson Kimberly–Clark ✔ Partnering for Innovation ✔ Innovating in the Digital Age Corporation ✔ Realizing the Potential of Ideas ✔ Innovation Rebels: Learning Carol Pletcher Amy Radin Marissa Mayer Sam Lucente Vice President, Chief Innovation Chief Innovation Officer Vice President ✔ The Front End for Services from Non–Fortune 500’s Search Products & Officer Citigroup of Design User Experience Cargill Hewlett–Packard Google (*BusinessWeek’s Inside Innovation, June 2006, “Champions of Innovation” by Michelle Conlin) To Register: Call (888) 670–8200 • Fax (941) 365–2507 • E–mail register@iirusa.com Visit www.frontendofinnovation.com

Thanks for Dear New Product and Service Leader, Sharing… To those who attend the PDMA/IIR Front End of Innovation event year after year, welcome to the best yet! To those of you who are new to the event, we are confident you will find this event to be the most thought provoking and groundbreaking of We want you to have the best, most its kind. It is the only truly comprehensive event focused on ALL aspects of front end strategy and process. exciting and refreshing experience possible from the moment you arrive at WHY does it warrant its own event? FEI to the moment you leave. Because of your direct feedback, one of our goals for 2007 was to focus more on The Front End of Innovation (FEI), or discovery portion of the innovation process, remains to be the source for major growth in corporations. TRACK QUALITY and ensure that the Most companies have developed very efficient development processes for bringing incremental innovations to the market. In contrast, few case studies presented in the breakout companies have an efficient front end for developing the next generation platform products. What does a robust FEI look and feel like? What sessions are just as enriching as in the are the latest tools and techniques used by companies to achieve success? How do these companies achieve repeatable success in today’s general session presentations. The core virtual and global community? Learn from thought leaders and through case studies…how success is accomplished. team has dedicated much of their time this year to assist in a more elaborate In addition to certain FEI core competency topics that are discussed every year, such as: Leadership & Culture, Tools & Techniques, and detailed screening process in order Innovation Strategy, and Voice of the Customer…this conference will tackle head on, new HOT TOPICS, BUZZ WORDS, AND FUTURE to deliver the most value to you. TRENDS for 2007. They include: Design Thinking ~ The least used and the least understood element of the Front End…and quite possibly one of THE most “mission • As you read through this brochure, you critical” aspects to get right. will be amazed at the outcome of this effort, which has resulted in higher level The Front End for Services ~ The PDMA is not just all about new product development, but new service development as well! Service presentations, by companies on the • forefront of innovation today, on the companies do not have the option of standing still. These breakout sessions will address ways service companies are leaving the old status topics and business issues that matter quo behind in order to innovate and truly delight customers with useful and smart services that enable a better quality of life. most to you and your organization NOW. Business Model Innovation ~ This is the result of combining product innovation with operational innovation…and quite the new buzz • word with senior level executives. This methodology generates superior returns in a category lifecycle. A Very Special Thanks Operational Innovation ~ Going beyond product innovation, Operational Innovation is leveraged across all supporting business units • to the Dedicated FEI such as sales, marketing, etc. and funneled down into the supply chain, creating “the total organization” and enabling a competitive advantage that protects margins. Core Team… Innovating in the Digital Age ~ Worldwide innovation networks continue to increase in size and scope as global corporations reach • Conference Chairman: out to tap far-flung innovation resources and technical expertise. The growing use of virtual teams in R&D has created new opportunities for Peter Koen, Associate idea generation and new product development. These trends constitute what has been termed “Virtual R&D”. We will explore how Professor, Wesley J. Howe organizations are leveraging global innovation networks and virtual teams to develop new products and extend the creativity value chain. School of Technology Management – Stevens Realizing the Potential of Ideas ~ Discover what human potential is and how nourishing human potential can contribute to • Institute of Technology innovation in your organization, and continuously flow with it to ensure that others do as well. The Board: • Brenda Arnold, Vice President Fact-Based Decision Making ~ Based on the latest research, this is an evidence-based approach to determine the best practices, • Innovation – Ashland, Inc. methods and tools used that will consistently increase the value of the front end. • Scott Boyce, Emerging Technologies Globalization of the Front End ~ We are living in a globally competitive environment. This is certainly a future trend that many – Rohm & Haas Company • companies have not explored due to a lack of understanding and “know how” as it relates to globalizing the Front End process. Today’s top • Christina Hepner Brodie, Lead companies will come face to face with this issue as their business continues to grow. We will demonstrate the link between globalization and Principal – PRTM corporate performance, and the maximum return that can be gained. • Andrew Kugler, Corporate Director Strategic Marketing – Welch Allyn Innovation Rebels: Learning from Non-Fortune 500’s ~ Attractive to the BIG companies because they always ponder “Can big • • Peter Lawrence, Chairman – companies be serial innovators?” & attractive to the small companies because for many of them…it is hard to scale the processes of BIG Corporate Design Foundation companies down to fit their model • Karen Sobel Lojeski, Ph.D., President & CEO – Virtual Distance Managing the Discovery Portfolio ~ These presenters will explore how is the idea flow is managed and triaged. Knowledge • International management and the sharing/archiving of ideas is also a critical part of the idea management process. Hear how companies are innovating • Rita Pilate, Director – Johnson & without recreating the wheel. Johnson Consumer Products Partnering for Innovation ~ Two or more companies that come together to leverage each others capabilities and technologies to • Lorette Pruden, Principal – Inventive • Strategies innovate • Jeneanne Rae, Co-Founder – Peer Open Innovation ~ True innovators need to look beyond the “four walls” of their organization for new ideas. Building on words of wisdom • Insight LLC from Henry Chesbrough at our 2005 meeting, it is more about how innovation outside your corporation is fostered and encouraged……but • Rebecca Seibert, Strategy & New remember to protect your intellectual assets while you do! Business Development – Chemtura Corporation We realize the FEI event has continuously delivered the most cutting edge content out there. This • Jeffrey Stirrat, Master Black Belt – year we’ve raised the bar again. Attending in 2007 is a must…not a maybe. Ethicon, Inc. • Mary Ellyn Vicksta, Innovation Pioneer Our core team has worked with considerable diligence since our last meeting to further enhance this PREMIER CONFERENCE of the front end – Kimberly-Clark Corporation by eliciting the best thought leaders in both academia and industry to participate. You will learn how to dramatically increase the effectiveness of your company’s front end by attending this event. Not to mention the number of outstanding networking opportunities available. You could build an entire rolodex of “Who’s Who” just by joining us in Boston, May 8 – 11, 2007 for yet another simply amazing experience! Contact Me Any Time See you there, of the Year… Interested in becoming a speaker? Do you have a compelling success story © 2007 IIR Holdings, Ltd. or case study that you want to share? To submit a proposal for speaking Sabina Gargiulo Peter Koen Kim Rivielle Dale McIntyre opportunities, contact Sabina Sr. Conference Producer Chairman Managing Director VP of Conferences Gargiulo at sgargiulo@iirusa.com. Marketing & Strategy Division Stevens Institute of Technology Marketing & Strategy Division PDMA IIR/PDMA IIR To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 2 Visit www.frontendofinnovation.com

AGENDA AT A GLANCE Pre-Conference Workshop: Tuesday, May 8, 2007 PM Workshop: 1:00 – 4:00 A. All You Ever Wanted to Know About the Front End of Innovation (FEI) – A Practical Primer Workshop for New Practitioners & Managers of Innovation Geoff Waite, Simon Karger, & Dan Edwards – SAGENTIA INC. Pre-Conference Workshop: Wednesday, May 9, 2007 AM Workshops: 9:00 – 12:00 B. Going Beyond Product Innovation: Increasing Innovation ROI through Business Model & Operational Innovation C. InnovationCUBE™: A Systematic Process for Making Innovation Creation Doable, Repeatable, & Measurable Every Time Mark Deck & Bill Lay – PRTM Bart Huthwaite – THE INSTITUTE FOR LEAN INNOVATION Luncheon 12:00–1:15 PM Workshops: 1:15 – 4:15 (workshops will include one (1) 15 minute break) D. Partnering in Innovation Driven by Voice of the Customer E. Innovating in the Digital Age Sheila Mello & Wayne Mackey – PRODUCT DEVELOPMENT CONSULTING, INC. Karen Sobel Lojeski, Ph.D. – VIRTUAL DISTANCE INTERNATIONAL, Craig A. A. P. Samuel – HEWLETT-PACKARD SERVICES WORLDWIDE & Dan Rasmus – MICROSOFT Pre-Conference Symposium 1: Wednesday, May 9, 2007: A Playbook for Global Innovation 9:00 Morning Opening Remarks & Introduction: 11:30 Q&A Roundtable and Lessons Learned Marc H. Meyer – NORTHEASTERN UNIVERSITY & AUTHOR & Gloria Barczak – NORTHEASTERN UNIVERSITY 12:00 Luncheon Concepts & Methods for the Front End of Innovation in a Global Context Organization & Culture 1:15 Leveraging Systems Solutions Across Global Environments: The One Company Approach 9:15 Framework & Simple Example: A Strategic Framework: Adding Value to Global Platforms Dr. Hugo B. Poza – FORMER RAYTHEON 9:30 Leveraging & Growing Brands Globally: A Strategic View 2:00 Freescale Semiconductor’s Free Your Mind! (FYM!) Global Innovation Initiative John Helferich – FORMER MARS, INC. Val M. Arris – FREESCALE SEMICONDUCTOR, INC 10:15 Networking Break 2:45 Networking Break 10:30 Framework & Simple Example: User Centered Design, Here and Abroad 3:00 Managing Globally Dispersed Innovation Teams Gloria Barczak – NORTHEASTERN UNIVERSITY 10:45 Global Brands & Regional Design – A User Centered Process for Defining Global Hard Points and Regional Soft 3:45 Q&A Roundtable and Lessons Learned Points of the Customer Experience Harry West – NORTHEASTERN UNIVERSITY 4:15 Symposium Adjourns Pre-Conference Symposium 2: Wednesday, May 9, 2007: Realizing the Potential of Ideas and their Possibilities 9:00 Chairman’s Opening Remarks & Introduction: An Adventure in Flowing With the Forces of Innovation 2:00 Shaping & Harnessing Your Innovation Process: The Interplay Between Perception & Reality Todd Siler, Ph.D. – Author Joe Dellaria – 3M PHARMACEUTICALS 9:30 How Do You Realize Human Potential in Your Organization? 2:45 Networking Break 10:30 Networking Break 3:00 How to Leverage Our 27,000 Associates to Generate New Product Ideas 10:45 “Unpacking”: Explaining, Analyzing, & Interpreting the Symbolic Models Tod Pepin – HANNAFORD BROS. CO. 11:30 Group Reflection Exercise 3:45 Wrap Up & Report: 12:00 Luncheon Todd Siler, Ph.D. – Author 1:15 Ideation & Concept Development: Perpetuating the Fallacy of Fun 4:15 Symposium Adjourns Letesa Isler – HILL’S PET NUTRITION 4:30 Kickoff Keynote: The Best Way to Predict the Future is to Create it Yourself! Peter H. Diamandis, MD – X–PRIZE FOUNDATION, ZERO GRAVITY, & ROCKET RACING 5:30 Networking in the Expo Hall Main Conference Day One: Thursday, May 10, 2007 7:00 Registration & Morning Coffee 8:30 KEYNOTE PRESENTATION Innovating Service “Breakfast of Champions” with BusinessWeek’s Champions of Innovation* Gary Loveman – HARRAH’S ENTERTAINMENT INC. (*See brochure details for more information on how you can qualify to attend the “Breakfast of Champions”) 9:30 BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 1 7:45 PDMA Introduction & Word of Welcome: Dale McIntyre – PDMA What is Top of Mind? Chairman’s Opening Remarks: Peter Koen – STEVENS INSTITUTE OF TECHNOLOGY Moderator: Bruce Nussbaum – BUSINESSWEEK’S INNOVATION & DESIGN COVERAGE Innovation Champions: Lara Lee – HARLEY–DAVIDSON, Amy Radin – CITIGROUP, Dondeena G. Bradley, Ph.D. – MCNEIL GENERAL SESSION NUTRITIONALS & Sam Lucente – HEWLETT–PACKARD 8:00 Best Practices in the Front End: An Evidence Based Approach 10:45 Networking Break ~ Located in the Expo Hall Peter Koen – STEVENS INSTITUTE OF TECHNOLOGY CONCURRENT TRACKS TRACK A: Innovation Strategy TRACK B: Design Thinking TRACK C: Service Innovation in the Front End TRACK D: Managing the Discovery Portfolio Track Chairs: Christina Hepner Brodie – PRTM & Andrew Track Chair: Peter Lawrence – The Corporate Design Track Chair: Jeneanne Rae - Peer Insight LLC & Track Chairs: Rita Pilate – Johnson & Johnson, Consumer Kugler – Welch Allyn Foundation BusinessWeek On-line Columnist & Jeff Stirrat – Ethicon 11:30 KEYNOTE Making Innovation Work: How to Manage, KEYNOTE A Holistic View of Corporate Design & KEYNOTE Connecting Capabilities to Innovate in Services Opportunity Discovery at Fortune Brands Measure, & Profit From the Front End Investment Innovation Culture Alexis P. Goncalves – CITIGROUP GLOBAL CONSUMER David Hagopian – FORTUNE BRANDS & Geoff Waite – Rob Shelton - Author Bill Buxton – MICROSOFT RESEARCH GROUP SAGENTIA INC. 12:15 Luncheon – With a Special Presentation by Penny McIntyre – Coca-Cola on “The Critical Role of Voice of the Customer at Coke” - Dessert will be served in the Expo Hall from 1:15pm – 1:30pm 1:30 Strategy Development: Accelerating Innovation Implementing Corporate Innovation Strategy through Innovating from the Inside: How to Build Your Own KEYNOTE Setting the Stage for Identifying the Next Development with Confidence Design Innovation Tiger Teams Generation CPG Platform Charles Stunson – SPRINT NEXTEL Alistair Hamilton - SYMBOL TECHNOLOGIES George Mudie – BRITISH SKY BROADCASTING LTD Eric W. Meyer - SUNNY DELIGHT BEVERAGES COMPANY KEYNOTE 2:15 Developing a Breakthrough Innovation Capability PANEL DISCUSSION Innovation through Customer PANEL DISCUSSION The Biggest NPD Blunders of the 20th Century: How to Michael Giersch – IBM & Gina Colarelli O’Connor –Centered Design From Transactions to Brands Avoid Making the Top 10 List in the 21st Century RENSSELAER POLYTECHNIC INSTITUTE Led by: Bruce Nussbaum – BUSINESSWEEK Mike Jannini – MARRIOTT INTERNATIONAL, INC. Kelly L. Frey, MS, JD – BAKER DONELSON BEARMAN With: Clive Roux – PHILIPS DESIGN & Sam Lucente – CALDWELL & BERKOWITZ, PC HEWLETT-PACKARD Networking Break 3:00 GENERAL SESSION 5:00 ACADEMIC FORUM: Developing New Breakthrough Business Models Strategy as Creating the Future KEYNOTE PRESENTATION 3:30 KEYNOTE PRESENTATION Growth as a Process at GE Vijay Govindarajan – DARTMOUTH COLLEGE & AUTHOR Daniel Henson – GENERAL ELECTRIC 5:30 On the Roots of Dynamic Capabilities 4:15 KEYNOTE PRESENTATION Design, Innovation & Value Creation Michael L. Tushman – HARVARD BUSINESS SCHOOL & AUTHOR KEYNOTE PRESENTATION David Swift & Charles Jones – WHIRLPOOL NORTH AMERICA 6:00 End of Main Day One Networking in the Expo Hall to begin promptly at 6:00 pm Main Conference Day Two: Friday, May 11, 2007 7:15 Morning Coffee 9:15 BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 2 What is Top of Mind? (Continued) 8:00 Chairman’s Opening Remarks: Moderator: Jessie Scanlon - BUSINESSWEEK ONLINE, INNOVATION & DESIGN COVERAGE Peter Koen, Associate Professor – STEVENS INSTITUTE OF TECHNOLOGY Innovation Champions: Carol Pletcher – CARGILL, Stephanie Barry - WD-40, Marissa Mayer – GOOGLE & Cheryl GENERAL SESSION Perkins – KIMBERLY-CLARK CORPORATION KEYNOTE PRESENTATION 8:15 KEYNOTE PRESENTATION Sustaining “Genuine Ingenuity”: Building Innovation into Product & Strategy Development in a Mature Business 10:30 Networking Break ~ Located in the Expo Hall Dustan E. McCoy – BRUNSWICK CORPORATION CONCURRENT TRACKS TRACK A: Leadership & Culture TRACK B: Partnering for Innovation TRACK C: Innovation Rebels: Learning From Non- TRACK D: Tools, Trends & Advancements Track Chairs: Brenda Arnold – The Valvoline Company & Track Chairs: Rebecca Seibert – Chemtura & Scott Boyce Fortune 500’s Track Chairs: Mary Ellyn Vicksta – Kimberly-Clark Karen Ann Lojeski – Virtual Distance International – Rohm and Haas Track Chair: David Kingsbury – Radar Communications Corporation & Lorette Pruden – Inventive Strategies KEYNOTE Oakley Innovation: Breaking All the Rules & KEYNOTE Driving Sustained Innovation with Process, 11:15 KEYNOTE Innovate Anywhere, Deploy Everywhere What Gets Measured Gets Innovated* Culture & Discipline Najib Abusalbi - SCHLUMBERGER Winning Mark Turrell – IMAGINATIK Bradley J. Rogers – BANK OF AMERICA Bill Malloy – OAKLEY, ELECTRONICS *This is a Sponsored Session KEYNOTE Partnering for Innovation at Kodak 12:00 Project B.I.G. – Building a Customer Centric, Engineering a Better Club – PING’s Path to Increased Leveraging the Internet to Drive Innovation-Focused Breakthrough Innovation Culture & Capability Bill Lloyd – EASTMAN KODAK Innovation Market Research John B. Lynch – MILLIPORE CORPORATION Daniel R. Shoenhair – PING, INC. Chris Sensibaugh - NESTLE & Brendan Light – BUZZBACK MARKET RESEARCH Luncheon - Dessert will be served in the Expo Hall from 1:45pm – 2:00pm 12:45 2:00 Improving Innovation Effectiveness through Orbiting the Giant Hairball (And Living to Tell About It) Sponsored Session KEYNOTE The Wisdom of Crowds in the Front End Entrepreneurial Boot Camps Gaylon White - EASTMAN CHEMICAL COMPANY This session is being led by HOTSPEX Doug Burcicki - YAZAKI NORTH AMERICA, INC. © 2007 IIR Holdings, Ltd. PETIT Guido – ALCATEL-LUCENT 2:45 Building Innovation Processes Globally Confidential Open Innovation – Case Example from Fostering Innovation in Small Businesses: The Role of Using Enterprise Strategic Decision Management as a Marcus Burr – YUM RESTAURANTS INTERNATIONAL & Surgical Procedure Innovation Government “Tool” to Drive Innovation Joe Gammal - SYNECTICS Gary B. McAllister – DEPUY MITEK, INC. & Jeff Hovis – Dorothy Timmons - ENTERPRISE IRELAND Gary DeGregorio – MOTOROLA, INC. PRODUCT GENESIS 3:30 Networking Break GENERAL SESSION 4:30 PANEL DISCUSSION – PART 2 Open Innovation: A Leader’s View on the Challenges & Benefits of Driving Change in Industrial R&D 4:00 OPEN INNOVATION FORUM Moderator: Stephen Socolof - NEW VENTURE PARTNERS LLC KEYNOTE PRESENTATION – PART 1 Participants: Todd Abraham – KRAFT, David Yaun – IBM Open Business Models: How to Thrive in the New Innovation Landscape Henry Chesbrough – UNIVERSITY OF CALIFORNIA, BERKELEY & AUTHOR 5:15 Conference Adjourns

Pre-Conference Workshop: Tuesday, May 8, 2007 NEW Add-On Day for 2007! 1:00 – 4:00 (workshop will include one (1) 15 minute break) Announcing the first ever FEI PRIMER mini-course for new practitioners & managers of innovation! The FEI conference is an excellent forum to learn the latest thought leadership and experience of innovation practitioners…and this workshop will help delegates form a solid platform from which to make the most of the conference. A. All You Ever Wanted to Know About the Front End of Innovation (FEI) – A Practical PRIMER WORKSHOP for New Practitioners & Managers of Innovation Innovation is not new – it is the very essence of human development. However, the WORKSHOP SUMMARY: discipline of innovation – how you manage it, structure it and make it happen – is new. 1) Seminar style overview of all of the key “ingredients for innovation”, covering scope, The advances in the “science of innovation” over the last decade have been enormous context, SPROC models, innovative teams, FEI process models, theories of creativity and present quite a steep learning curve for those newly tasked by their organizations to 2) Facilitated round-robin session to elicit and discuss the delegate’s key issues, “drive innovation”. The workshop will introduce many of the most important aspects of difficulties and desired learnings from the workshop and the conference innovation in a series of presentations and interactive exercises. 3) Deeper interactive exploration of how to tackle these key aspects, using informal case • Learn what innovation really is, in a commercial context, and how to do it studies and references to illustrate how they are tackled in practice • Learn what organizations have to do drive innovation – the SPROC model: strategy, 4) Seminar style overview of the FEI toolkit covering tools for needs and opportunity process, resource, organization & culture – which levers do you have discovery, strategic alignment, voice of the customer, pre-concept validation and • Explore and share your own challenges in establishing and executing innovation evaluation, creativity, problem solving, out-sourcing and open innovation • Hear examples of how other companies enabled innovation and which levers they pulled 5) Breakout sessions to practice a selected subset of key tools • Learn how the Front End of Innovation is structured and how other companies implement it Facilitators: • Pick up a kit bag of tools & techniques for FEI and learn and practice a few of those Geoff Waite, Vice President – SAGENTIA INC that are most important to you Simon Karger, Director of Innovation & Technology Management – SAGENTIA INC Dan Edwards, Director of Innovation & Technology Management – SAGENTIA INC Pre-Conference Workshops: Wednesday, May 9, 2007 AM Workshops: 9:00 – 12:00 (workshops will include one (1) 15 minute break) B. Going Beyond Product Innovation: Increasing Innovation ROI through Business Model & Operational Innovation The innovation process at most companies typically concentrates on driving product and these can generate superior returns over traditional product innovation service innovation – focusing on WHAT the company offers to customers. Apple’s iPod • Where and when operational innovation and business model innovation are more and associated iTunes service is a good example. Sometimes, innovation ROI can be far appropriate in a category lifecycle greater if focused on HOW a company operates to provide those products and services. • Barriers that traditional innovation processes create for new forms of innovation The digital rights management system behind iTunes is a critical operational innovation • Case examples of companies that have begun to systematically tap operational and that enables a competitive advantage that protects margins. Even more impressive are business model innovation the returns generated by Business Model innovation, combining both product innovation • The importance of open innovation with a broader partner ecosystem in delivering and operational innovation. The entire portable digital music and entertainment open business model innovation ecosystem created by Apple is such an example, changing Apple’s business model from • Capabilities required to tap operational innovation and business model innovation a manufacturer of consumer electronics to a provider of broad range of digital • A roadmap for growing innovation capabilities needed to address operational entertainment delivered direct to consumers. innovation and business model innovation Despite the growing list of breakout innovations that extend far beyond the product, the Facilitators: innovation process in most companies continues to focus on the product alone. Process Mark Deck, Director - PRTM & PDMA PAST PRESIDENT innovation, service delivery innovation, supply chain innovation, and business design Bill Lay, Director – PRTM innovation ideas die on the vine or simply never materialize because the innovation engine is too myopic and innovation capabilities are too limited or not open enough. Special contributions to this workshop have been made by Henry Chesbrough, Executive Director, Center for Open Innovation & Author – University of California, Berkeley This advanced, interactive workshop will explore what’s involved in shifting the focus of innovation to include operational and business model innovation, why it’s compelling economically, and a roadmap for change to capture that value. Specific topics to be covered include: • Definitions and examples of operational and business model innovation and how The first 50 participants to register for this workshop will receive a complimentary copy of Henry Chesbrough’s latest, “Open Business Models: How to Thrive in the New Innovation Landscape” InnovationCUBE™: A Systematic Process for Making Innovation Creation Doable, Repeatable, & Measurable Every C. Time Innovation is not a top priority for survival and growth. Yet over 80% of all innovative • Measure solutions against one another to make sure you make the right decision efforts fail to meet objectives. What is needed is a “repeatable innovation process.” The • Create your own innovation data bank to store ideas for future use InnovationCube™ does this by replicating the dynamics of innovation. It takes the • Develop a corporate-wide innovation improvement effort “mystery” out of innovation to make it understandable, practical and doable. The Cube Participants Will Take Away: enables every employee to play an innovative role. • A demo copy of the new Web-based InnovationCube™ This “hands on” workshop will show you how to: • A signed copy of Bart Huthwaite’s latest book, “The Rules of Innovation” • Make innovative thinking part of any project, process, business system or product • An innovative “pop up” cardboard Cube as a handy reference tool improvement • Link innovation to existing initiatives such as Six Sigma, Lean, Quality Function Facilitator: Deployment, Portfolio Planning, and Effective Project Management Bart Huthwaite, Sr., Founder – THE INSTITUTE FOR LEAN INNOVATION • Find new “blue water” opportunities before your competition even wakes up • Solve the Universal Value Equation that customers crave © 2007 IIR Holdings, Ltd. • Generate ten times your usual number of practical ideas 12:00 - 1:15 Luncheon Available only to those that are attending both an AM and PM Workshop or All Day Symposium To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 4 Visit www.frontendofinnovation.com

PM Workshops: 1:15 – 4:15 (workshops will include one (1) 15 minute break) D. Partnering in Innovation Driven by Voice of the Customer Innovation is a major focus for companies today. Yet the role of the voice of the customer The workshop will help attendees view product decisions in a new way: (VoC) in innovation is often somewhat vague. We’ve heard many times, “Understand what • Re-thinking innovation along customer value dimensions gets in your customer’s way of doing their jobs or meeting their goals, and you’ll know • Incorporating partnerships into your innovation decisions exactly what to innovate.” Focusing on innovation without a robust understanding of • Breaking down organizational barriers to innovation through customer value customer requirements is a high-risk proposition. Funding your innovation opportunities to • Determining where to invest your scarce R&D dollars for a maximum return address unmet customers requirements is the way to win with tight budgets and constrained resources. But that isn’t enough! Leveraging the results of three major recent Focus on how you can drive the front end of your innovation program with the VoC and benchmarking studies, this workshop will lead you through a best practices-based partnering. Key topics will include: approach to integrating partnerships into your VoC and innovation processes. • Fundamentals for gathering the voice of the customer Pursuing innovation partnerships with the right tool set dramatically increases your • Guidelines for determining customer requirements chances of winning in the market. That's what this interactive session is all about -- • Objectives for forming, measuring and managing partnerships avoiding the disastrous consequences of being innovative but getting it wrong (patent • Approaches to drive your innovation portfolio with customer value paralysis) and providing a practical formula for getting it right. Developing and executing Facilitators: an innovation partnership strategy while identifying clear customer requirements is at the Sheila Mello, Managing Partner & Principal & Wayne Mackey, Principal – PRODUCT core of a company's potential for growth -- it determines everything from where your DEVELOPMENT CONSULTING, INC. resources are applied to what your customers will buy. E. Innovating in the Digital Age Innovation in the Industrial Age was a relatively straightforward process that depended This workshop will discuss: on centralized R&D efforts conducted in controlled and largely homogeneous • How innovation gets done in the Digital Age organization environments—think Bell Labs. But the Digital Age has radically transformed the • The role of innovation in the high-performing company innovation process—and indeed, the very concept of innovation. The demographics of • How the concept of Virtual Distance can help measure and improve the innovation the Digital Age workplace have become much more multicultural and much more environment distributed, and corporate innovation is now dispersed among teams strung all around • Choosing information and communications technologies that spur innovation the globe—and even, sometimes, outsourced to other organizations. This session will • Sustaining a Culture of Innovation across time and space investigate the effect these radical changes have had on the process of innovation and Facilitators: what can be done to lower virtual distance so that your teams are more connected and Karen Sobel Lojeski, Ph.D., CEO – VIRTUAL DISTANCE INTERNATIONAL & Research work with improved collaboration and efficiencies. Director - INSTITUTE FOR INNOVATION & INFORMATION PRODUCTIVITY Craig A. A. P. Samuel, Chief Knowledge Officer – HEWLETT-PACKARD SERVICES WORLDWIDE Dan Rasmus, Director of Information Work Vision - MICROSOFT Pre-Conference Symposium 1: Wednesday, May 9, 2007 A Playbook for Global Innovation Symposium to run concurrent with pre-conference workshops Morning Opening Remarks & Introduction From the Co-Chairs: Approaches for Managing People Globally in the Front End of Innovation 9:00 Marc H. Meyer, Matthews Distinguished University Professor of Entrepreneurship and Leveraging Systems Solutions Across Global Environments: The One 1:15 Innovation – NORTHEASTERN UNIVERSITY & Author of “The Power of Product Company Approach Platforms” and “The Fast Path to Growth: Leveraging Knowledge and Technologies to Profitable growth today demands re-use of existing technologies/products applied to new New Market Applications” operational environments. It also requires total company commitment to delivering the Gloria Barczak, Professor of Marketing and New Product Development - needed solution to resolve the customer’s problem. Limited investments focused on high- NORTHEASTERN UNIVERSITY payoff, demonstrable, multi-purpose and flexible solutions are key to ultimate success. Every company understands the importance of growth. Yet, few successfully craft and • Customers today are looking for total integrated solutions, NOT products implement long-term growth strategies; instead, they spend their time on incremental • This demands “One Company” behavior, where product divisions of a company work innovation or rely on acquisitions. Still, organic, internal growth, accomplished through together to achieve a desired solution product line renewal and new service development, is essential to the long-term vitality • Successful “One Company” behavior can only be achieved when each participating of corporations across all industries, borders, and countries. product division has “skin” in the solution proposed • Existing technologies/products (TPs) can generally satisfy current needs, allowing limited The Fast Path to Growth takes on the challenge that large corporations face in investments to be focused on adapting these TPs to new operational environments generating internal innovation: developing new product lines that address new market • Double-digit, profitable growth is available to companies that focus energy/monies on applications and provide the corporation with new streams of revenue. The development integrated system solutions framework that this symposium offers to address this challenge integrates the key Dr. Hugo B. Poza, Former Senior Vice President, Homeland Defense – RAYTHEON disciplines–new product strategy, user research, concept development and prototyping, market testing, and business modeling— needed for enterprise global growth. Freescale Semiconductor’s Free Your Mind! (FYM!) Global Innovation 2:00 Initiative Concepts & Methods for the Front End of Innovation in a Global Context Like many companies, Freescale Semiconductor recognized that they needed to accelerate Framework & Simple Example - A Strategic Framework: Adding Value 9:15 a resilient innovative culture and began to embark on an initiative that would kick start it to Global Platforms from deep within. The result, which launched in 2005, is a very ambitious compliment to their front end and provides one fifth of their total disruptive innovation picture. Leveraging & Growing Brands Globally: A Strategic View 9:30 • FYM! is an innovation mentoring program across all skill sets and organization Leveraging brands globally is an excellent strategic choice for growth. But saying it is far boundaries based on managing up, as well as down, protocol easier than doing it. This talk will outline practical strategies for leveraging brands • Strict behaviors, “teacher” mentality & High performers comprise the mentors resulting globally and give frameworks necessary to move ahead with confidence. in improved, business aware employees at the idea’s completion • Strategies for global brand leverage • 20 teams formed using 30 countries of business membership • Case studies of successful and unsuccessful global brand leverage • Personality of each FYM! site is different than the others • Frameworks to apply to your situation and opportunity • Idea repository is web-based & user friendly, 24,000 employee accessible, yet blocks • Organizational cultural requirements for successful global brand leverage vendors or patentable idea details viewing John Helferich, Former Senior Vice President of R&D – MARS, INC. • Metrics of ROI, status of ideas in the flow, and light-hearted competitive breakout by site is available real-time 10:15 Networking Break • An advanced, other-idea, keyword search engine is used prior to new idea submission which entices across team collaboration and leap-frog effect Framework & Simple Example - User Centered Design, Here and Abroad 10:30 Val M. Arris, Business Operations, Technology Solutions Organization – FREESCALE Global Brands & Regional Design – A User Centered Process for SEMICONDUCTOR, INC 10:45 Defining Global Hard Points and Regional Soft Points of the Customer 2:45 Networking Break Experience Managing Globally Dispersed Innovation Teams For a consumer all purchase decisions are local – the product must work for who they 3:00 are where they are. For the company there is enormous advantage in establishing a Dissimilar languages, cultures, and time zones provide added complexity to the already global brand with common design elements in each region. The challenge is to negotiate difficult task of managing cross-functional innovation teams. Four key challenges face global the right trade-offs between global hard points and regional soft points to optimize the team leaders and particular skills and attributes are needed to deal with these challenges. experience of consumers in each region and the total assets of the company. • Benefits of globally dispersed teams • Global design research • Why companies are using globally dispersed teams • Explicit and tacit differences between regions • Four challenges of being a Global Team Leader: members speak different native • Global and regional design and evaluation languages, have different cultural backgrounds, live/work in multiple countries, and • Deploying and executing across the organization come from different companies • Examples drawn from many categories based on experiences of one of the worlds • Actions necessary to deal with each challenge © 2007 IIR Holdings, Ltd. leading international design firms Gloria Barczak, Professor of Marketing and New Product Development - Harry West, Executive Professor – NORTHEASTERN UNIVERSITY NORTHEASTERN UNIVERSITY Q&A Roundtable and Lessons Learned Q&A Roundtable and Lessons Learned 11:30 3:45 12:00 Luncheon 4:15 Symposium Adjourns To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 5 Visit www.frontendofinnovation.com

Pre-Conference Symposium 2: Wednesday, May 9, 2007 Realizing the Potential of Ideas and their Possibilities Symposium to run concurrent with pre-conference workshops Chairman’s Opening Remarks & Introduction: Shaping & Harnessing Your Innovation Process: The Interplay Between 9:00 2:00 Perception & Reality An Adventure in Flowing With the Forces of Innovation Discovering and capturing the financial value of innovations is an activity that every Innovation has become the oxygen, water and other essential elements that healthy business must master to grow and remain healthy. Every day managers and sustain our lives and organizations, enabling us to flourish today. It is currently investigators are faced with making choices on how to wisely use resources at their the cornerstone of all “knowledge-driven organizations,” to borrow a wise disposal. Tight timeliness and limited financial means constrain their efforts to find a phrase by the CEO of Buckman Labs and the knowledge-creation-sharing- constant flow of breakthrough ideas to insure the continued profitability of the business. management pioneer Robert H. Buckman. Deciding which idea or prospect offers the best opportunity is difficult at best. The But what does the process of innovation actually entail—especially, at the front end? And quality of these decisions are complicated by biases (your own and others), residual how can we continually participate in the process in order to grow, evolve, and remain uncertainty and a lack of knowledge. How can one make sensible decisions and reduce inspired to succeed at realizing our innovations? the randomness of success in developing new products and building a stronger business under these conditions? Through some fun, informal, experiential learning activities and lively presentations of case studies by experts in the field, the FEI Conference will offer some special The talk is made up of two parts. Part one analyzes the interrelationships between opportunities for participants to discover first-hand how they can not only contribute to people’s perception of an idea and the reality of whether or not it can work. This analysis innovation in their organizations, but continuously flow with it and ensure that others do identifies pitfalls to avoid, actions to take, and strategies to free the investigators from as well. This includes dealing with the challenges of and obstacles to fostering biases (their own and others) that inhibit accurately assessing whether an idea can work. innovation. Part two presents a set of values and beliefs which will help every organization to more effectively manage and resource new ideas, promote an attitude of innovation, and Todd Siler, Ph.D., Author of “Think Like a Genius” and creator of Metaphorming: The Next ultimately produce a culture which fosters discovering innovative ideas needed to drive Generation of Brainstorming Tools the future profitability of the organization. How Do You Realize Human Potential in Your Organization? 9:30 • People’s perception and the reality of whether or not an idea can work are frequently • What does human potential mean to you and your organization? disconnected • What’s the connection between creativity and human potential? • Ideas fall into two broad categories: information rich and information deficient • How does creativity power innovation and inspire success? • Information rich and information deficient ideas must be resourced and managed • What are some of the best ways to innovate, based on experience? differently • How do you foster company-wide innovation through knowledge-sharing? • When biases and assumptions are handled improperly time, money and resources will be wasted on ideas that cannot work Assignment: to collaboratively build Symbolic Models, which represent the • Organizations must invest and manage sufficient resources in the information deficient participant’s responses to the above questions with imagination quadrants if they desire to find innovative products Joe Dellaria, Lead Research Specialist - 3M PHARMACEUTICALS 10:30 Networking Break 2:45 Networking Break “Unpacking”: Explaining, Analyzing, & Interpreting the Symbolic 10:45 How to Leverage Our 27,000 Associates to Generate New Product Models 3:00 Ideas The Symbolic Models from the first exercise will be “unpacked” in detail using one voluntary group to demonstrate the unpacking process, then each group will show and The best ideas often come from within. You best customers are your associates and you describe the essence of their models to the other. need to value their ideas. The key in idea generation is to start from a lot of ideas to end up with a few good ones. Assignment: The participants will summarize their key points and briefly describe • 950 new product ideas in less than 3 months generated through an internal contest their top 3 ideas for innovations, based on their symbolic models • More good ideas than what our team could handle • Reasonable set up cost Group Reflection Exercise 11:30 • Total win-win for our associates and for our Category Managers 12:00 Luncheon Tod Pepin, Vice President of Center Store Merchandising – HANNAFORD BROS. CO. Ideation & Concept Development: Perpetuating the Fallacy of Fun 1:15 Wrap Up & Report: 3:45 Most traditional marketers think that idea generation is fun -- an opportunity to get a Todd Siler, Ph.D., Author of “Think Like a Genius” and creator of Metaphorming: The Next bunch of people in a room, eat snacks, and wax exoterically about new ideas. The truth Generation of Brainstorming Tools is the idea generation and concept development phases of the new product process are a disciplined marriage of focused creativity to address consumer needs, and a consumer 4:15 Symposium Adjourns insight “centric” concept approach. • Building consumer intimacy (beyond VoC) • Identifying rich and sustainable platforms • Brainstorming and screening ideas • Developing consumer insight “centric” concepts Letesa Isler, Associate Director, Category Innovation Center - HILL’S PET NUTRITION Kickoff Keynote: General Session* 4:30 The Best Way to Predict the Future is to About Peter H. Diamandis, MD: Dr. Diamandis is the Chairman and CEO of the X PRIZE Create it Yourself! Foundation, which awarded the $10,000,000 Ansari X PRIZE. This nation is destroying itself by its inability to take risk. You Diamandis is now focused on building the X PRIZE Foundation into a world-class prize institute whose mission is to bring about can not have breakthroughs without taking risk. The day radical breakthroughs for the benefit of humanity. The X PRIZE is before something is truly a “breakthrough” it is a “crazy now developing X PRIZES in fields such as Genomics, idea”… (like computing on silicon rather than vacuum tubes). Automotive, Education, Medicine, Energy, and Social arenas. So how do we embrace and allow for crazy ideas? How do we allow risk? Governments fear congressional investigations Diamandis is an international leader in the commercial space arena, having founded and run many of the leading entrepreneurial and large corporations fear having their stock prices companies in this sector. Diamandis also serves as the CEO of plummet… so most breakthroughs come from individuals or Zero Gravity Corporation; a commercial space company small corporations. developing private, FAA-certified parabolic flight utilize Boeing • The X-PRIZE Foundation is setting out a series of $10M 727-200 aircraft. He is the Chairman & Co-Founder of the Rocket purses to drive innovation and breakthroughs in key areas of Racing League. Diamandis is a co-founder and Director of Space Today’s Grand Challenges – areas such as Adventures, the company which brokered the launches of four Energy/Automotive; Medicine/Genomics; Space; private citizens to the International Space Station. Social/Education In 1987, Diamandis co-Founded the International Space University • Diamandis is linking two of the largest industries (Tourism (ISU) where he served as the University's first managing director. and Entertainment) to spaceflight to help drive funding and Today he serves as a Trustee of the $30M ISU that is based in technology Strasbourg, France. Prior to ISU, Diamandis served as Chairman of Students for the Exploration and Development of Space (SEDS) • Diamandis will outline the birth of the Rocket Racing League an organization he founded at MIT in 1980. SEDS is the world's (Pod Racing or NASCR with Rockets) as well as Zero largest student pro space organization. Gravity Corporation’s weightless flights Peter H. Diamandis, MD, Chairman & CEO – X-PRIZE Dr. Diamandis attended MIT where he received his undergraduate degree in molecular genetics and graduate degree in aerospace FOUNDATION, ZERO GRAVITY, & ROCKET RACING engineering. After MIT he attended Harvard Medical School where he received his M.D. In 2005 he was also awarded an honorary © 2007 IIR Holdings, Ltd. Doctorate from the International Space University. *This session is open to everyone attending Front End of Innovation 2007 5:30 Networking in the Expo Hall To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 6 Visit www.frontendofinnovation.com

Main Conference Day One: Thursday, May 10, 2007 7:00 Registration & Morning Coffee KEYNOTE PRESENTATION 8:30 “Breakfast of Champions” with BusinessWeek’s Champions of Innovating Service Innovation for Special VIP Groups Only* In this keynote address, Gary Loveman, Chairman, CEO and President of Harrah's Entertainment, Inc., the world's largest gaming entertainment company, will reveal how In June 2006, BusinessWeek released their new quarterly, Inside Innovation, which Harrah's has developed sophisticated technological and analytical capabilities which, speaks to great ideas, best practices, and metrics to help BusinessWeek readers coupled with the company's service-driven culture and highly targeted marketing, have understand the discipline of innovation and harness its potential**. Our conference truly enabled Harrah's to achieve a degree of customer loyalty that's generated consistent believes in their mission and vision, which is to share and highlight unparalleled same-store sales gains and a platform for sustained growth. innovative content and the people involved in shaping the future of today and tomorrow. Gary Loveman, Chairman, President, & Chief Executive Officer - HARRAH’S ENTERTAINMENT INC. *To show our support, we have secured 8 out of BusinessWeek’s Top 25 Champions of Innovation to present at our 2007 conference. We have also arranged for a private breakfast open to the companies that send groups of 7 or more to this event as a special “Thank You” for your support and dedication to the PDMA and the Front End of BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 1 9:30 Innovation conference. At this networking breakfast, groups will have the opportunity to What is Top of Mind? mingle with some of these Champions and pick their brains on what is top of mind for They are the best-kept secret of the business world: a whole new breed of \"C-suite\" them in the front end of innovation. managers who wear titles such as \"chief marketing officer,\" \"director, design and brand experience,\" or the voguish new moniker \"chief innovation officer.\" And CEOs from **The following excerpts are from a cover letter by Geoffrey A. Dodge, Senior Vice President & Publisher – Citigroup to Harley-Davidson, from Google to Procter & Gamble, are empowering these BusinessWeek, introducing the new quarterly Inside Innovation (IN), on June 26, 2006. For more information about BusinessWeek’s Inside Innovation, please visit www.businessweek.com. BusinessWeek managers to build radically new cultures of creativity. is a McGraw-Hill Company. These are the Champions of Innovation. In an era when Six Sigma controls no longer guarantee competitive advantage, when outsourcing to China and India is universal, PDMA Introduction & Word of Welcome: 7:45 when creeping commoditization of products, services, and information hammers prices, Dale McIntyre, Vice President of Conferences – PRODUCT DEVELOPMENT & innovation is the new currency of competition. It is the key to organic growth, the lever to MANAGEMENT ASSOCIATION (PDMA) widen profit margins, the Holy Grail of 21st century business. Which is why these forward-thinking leaders have so much power. Chairman’s Opening Remarks: Peter Koen, Associate Professor, Wesley J. Howe School of Technology Management – In its inaugural issue of Inside Innovation, BusinessWeek STEVENS INSTITUTE OF TECHNOLOGY identified 25 Champions of Innovation. Eight of those leaders have joined us for the Front End of Innovation conference, where they'll talk about the ideas, trends, and GENERAL SESSION issues that are top of mind for them. Moderator: Bruce Nussbaum, Best Practices in the Front End: An Evidence Based Approach 8:00 Assistant Managing Editor - What are the best practices, methods and tools used in the Front End which will BUSINESSWEEK’S INNOVATION consistently increase the value, amount and success probability of high profit concepts & DESIGN COVERAGE entering the new product development funnel? Under the auspices of an industrial academic team and funds from the United States National Science Foundation a large cross-sectional survey of 180 business units from medium to large companies was done Innovation Champions: in order to determine evidence based top quartile management practices. Peter Koen, Associate Professor, Wesley J. Howe School of Technology Management – STEVENS INSTITUTE OF TECHNOLOGY Lara Lee, Vice President of Enthusiast Services – HARLEY-DAVIDSON Amy Radin, Chief Innovation Officer - CITIGROUP Dondeena G. Bradley, Ph.D., Director Strategic Marketing - MCNEIL NUTRITIONALS Sam Lucente, Vice President of Design – HEWLETT-PACKARD 10:45 Networking Break - Located in the Expo Hall CONCURRENT TRACKS BEGIN. Feel free to go in and out of any session. TRACK A TRACK B TRACK C TRACK D Innovation Strategy Design Thinking Service Innovation in the Managing the Discovery Track Chairs: Christina Hepner Brodie – Track Chair: Peter Lawrence – The Front End Portfolio PRTM & Andrew Kugler – Welch Allyn Corporate Design Foundation Track Chair: Jeneanne Rae - Peer Insight Track Chairs: Rita Pilate – Johnson & LLC & BusinessWeek On-line Columnist Johnson, Consumer & Jeff Stirrat - Ethicon 11:30 Connecting Capabilities to Innovate Opportunity Discovery at Fortune KEYNOTE KEYNOTE in Services Brands – “Making Sure Our Making Innovation Work: How to A Holistic View of Corporate Design When it comes to innovation, these are the Creative Efforts Hit the Bulls-Eye!” Manage, Measure, & Profit from the & Innovation Culture best and worst of times. The digital era has FortuneBrands companies share in common Front End Investment Never have we needed informed design and made available rich new sources of data that they lead their markets and have to well executed innovation, and perhaps never about customers to feed the innovation Presenting a practical how-to guide to constantly innovate to the next level to stay have we been so poorly equipped to do so. process. Yet most companies still struggle dramatically increase the ROI on innovation ahead. Having great ideas is one of our We can change this, but the question with combining and integrating customer and focuses on the key management strengths but only part of the story. The key is…does your organization really want to? intelligence and customer intimacy to drive decisions and actions at the critical front to profitable innovation is first knowing in • It takes almost as much creativity to innovation. This inefficiency to integrate end. Manage the front end to harness the what areas to have the ideas and then understand a good idea as to have it in these capabilities inhibits transforming power of business model and technology knowing how to select and validate them. the first place insights into actions and leaves many innovation, drive growth, create advantage, Using a view of Opportunity Discovery which companies without an effective innovation • Innovation depends as much on the and redefine the competitive environment of includes trends, value chain, unmet needs, engine. This session will focus on a ability of the culture to understand ideas an industry. market structure and brand, Fortune Brands framework to integrate these capabilities. as it does on the ideas themselves • How you innovate determines what you companies have been able to choose the • Hear how Citigroup Global Consumer • While design is a distinct specialized innovate right hunting grounds for different businesses Bank is integrating customer intelligence profession and therefore everyone is not within the group and maximize the impact of • Great innovators look at both technology and customer intimacy to drive new a designer our innovation efforts. innovation and business model value creation • Innovation cannot depend on or reside in innovation to create sustained • The complete – system – view of front • Reflect on how these capabilities any one part of an organization competitive advantage end opportunity discovery and how to combine to increase innovation choose which approaches are right for • Stagnant saturated markets may present • Partnerships and networks are the effectiveness each particular business situation the greatest opportunities to the well organizational building blocks of • Get to know how a financial services equipped company innovation • How to describe and explore a value business can structure an effective chain, with ethnographic study, to • Innovation processes, tools, people and Bill Buxton, Principal Researcher – innovation system identify and prioritize B2B opportunities leadership are all dependent on well MICROSOFT RESEARCH designed metrics and incentives • Applying the cycle of front end discovery Alexis P. Goncalves, Director Customer through need, opportunity and finally Experience – CITIGROUP GLOBAL Rob Shelton, Author – “Making concept CONSUMER GROUP Innovation Work” • The use of qualitative and quantitative VoC tools in conjunction with commercial assessment and technical feasibility to select and validate needs and opportunities. © 2007 IIR Holdings, Ltd. David Hagopian, Senior Director, Technical Innovation – FORTUNE BRANDS, INC. & Geoff Waite, Vice President, SAGENTIA INC. 12:15 Luncheon With a Special Presentation by Penny McIntyre, Senior Vice President of Marketing – Coca-Cola on “The Critical Role of Voice of the Customer at Coke” Dessert will be served in the Expo Hall from 1:15pm – 1:30pm To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 7 Visit www.frontendofinnovation.com

TRACK A TRACK B TRACK C TRACK D Innovation Strategy Design Thinking Service Innovation in the Managing the Discovery Track Chairs: Christina Hepner Brodie – Track Chair: Peter Lawrence – The Front End Portfolio PRTM & Andrew Kugler – Welch Allyn Corporate Design Foundation Track Chair: Jeneanne Rae - Peer Insight Track Chairs: Rita Pilate – Johnson & LLC & BusinessWeek On-line Columnist Johnson, Consumer & Jeff Stirrat - Ethicon 1:30 Strategy Development: Accelerating Implementing Corporate Innovation Innovating From the Inside: How to KEYNOTE Innovation Development with Strategy through Design Build Your Own Innovation Tiger Taking the Guesswork Out of Confidence Teams Symbol is a forward-thinking company with Finding Next Generation Platforms a commitment to innovation and quality. But As our group develops concepts we often Earlier this year BSkyB piloted a new This presentation reviews a systematic don’t just take our word for it. With tributes are saddled tremendous amounts of data, approach to innovation. The pilot took 9 approach to identifying a holistic, consumer- from business entities, design organizations such as: employees from different functional areas of centric, innovation/new platform strategy. and IT associations, we stand out in the the enterprise, taught them team, • Research Data (e.g. competitive The result is a strategy which integrates industry. Our most recent honors are listed presentation and innovation skills, with the information, ideation sessions, market brand positioning, technology focus areas, below: challenge to come up with one good idea in research) and an initiative pipeline. 12 days. The team then pitched their ideas • Business Requirements (e.g. user needs, 2006 • Understand an overall process for for development investment. financial, organizational & technical) The Wireless Broadband Innovation Awards managing innovation strategy and new 2006 named Symbol's Mobility Services As a result five new service propositions platform development At the same time we as innovators, feel the Platform (MSP) as the \"Best Innovation in were launched into the development pipeline • Discover a framework for integrating pressure to quickly and confidently Wireless Security Management.\" Symbol in the summer 2006. Marketing, Product Development and commercialize our product. was also a finalist in three other categories • Immersion: understanding customer management resources with a common • Instill confidence by generating options as well: \"Best VoIP Product\" (MC70), \"Best issues and opportunities innovation vision that tie to key metrics (e.g. NPV, Enterprise Wi-Fi Product\" (WS5120) and • The human aspects of innovation: in an • Learn how to leverage both qualitative probability of failure) \"Best Enterprise Deployment (Government enterprise you need innovation teams, and quantitative consumer insight tools • Generate bulletproof options by Organizations).\" not individuals to identify and validate new growth leveraging key human resources within 2005 platforms • Tiger teams: an executive dream team your organization Fortune named Symbol one of “America’s and seed to upping the innovation • Review tools used to quantify the • Accelerate development by choosing the Most Admired Companies” quotient at our firm robustness of your company’s innovation best strategy & anticipate roadblocks Microsoft Corp. gave Symbol the Windows portfolio • The role of HR: to drive a change in early in development Mobile Award for Innovation in Marketing for culture you need the support of your HR Eric W. Meyer, Director of Global • Plan effectively by creating a timeline its marketing of the MC9000 family of mobile department New Business Development - that allows for embarking on a strategy computers • Executive sponsorship: how to gain SUNNY DELIGHT BEVERAGES and quickly morphing into other VAR Business Magazine gave Symbol executive sponsorship for an innovation COMPANY strategies, until the product is PartnerSelect Program a “Five-Star Rating” pilot commercialized or laid to rest. Alistair Hamilton, Vice President Corporate George Mudie, Director of Customer & Charles Stunson, Senior Innovation Manager Innovation & Design - SYMBOL Interactive Technology – BRITISH SKY – SPRINT NEXTEL TECHNOLOGIES BROADCASTING LTD 2:15 Developing a Breakthrough The Biggest NPD Blunders of the PANEL DISCUSSION KEYNOTE Innovation Capability: Lessons 20th Century: How to Avoid Making Innovation through Customer From Transactions to Brands Learned the Top 10 List in the 21st Century Centered Design Over the past 10 years, Marriott International Companies are rapidly evolving their level of This presentation will cover some of the has transitioned from a lodging company to Design executives from two leading sophistication in developing and biggest failures in NPD R&D in the last a brand company. Despite our service companies will describe how the front end of commercializing breakthrough innovations. century as examples of best practices that economy, services branding and experience their innovation process is delivering higher Just a few years ago, strong maverick can be used to avoid the same historical innovation is still an emerging science and value results by including customer individuals were primarily responsible for mistakes this century. At the other end of art. observation and other research that is breakthroughs their companies delivered, the spectrum we will discuss magnificent • Can an 80 year old company reinvent translated and developed by design to through rule breaking and senior sponsors \"failures\" that led to incredible product itself to remain relevant in the 21st achieve market success. providing air cover. No longer. Companies are development. We will also touch on creating century? developing entire management systems that products for which there is no discernable Moderator: • Can 150,000 employees be a nimble work with rather than against these individuals, market, but which have revolutionized our team? Bruce Nussbaum, Assistant Managing Editor thereby enabling breakthroughs over and over. world. - BUSINESSWEEK’S INNOVATION & • Do 3rd party real estate investors invest • Breakthrough Innovation Capability: • Lessons from the History Channel - The DESIGN COVERAGE in experience R&D? Discovery, Incubation, & Acceleration Ten Biggest NPD “Blunders” of the 20th • Can a 3000 hotel brand company • Each competency has its own mandate, Century Panelists: compete with boutique hotel skills, processes and metrics • Getting from \"A Good Idea\" to a \"Great Sam Lucente, Vice President of Design – entrepreneurs? • Senior leadership over the incubation Product\" - Establishing a Creative HEWLETT-PACKARD Mike Jannini, Executive Vice competency is crucial for the Culture Clive Roux, Senior Director - PHILIPS President & General Manager, Brand development of breakthroughs • Found Money - Creating Revenue DESIGN Management – MARRIOTT • New roles are emerging in companies to Streams from Intellectual Property INTERNATIONAL, INC. help develop a new business creation Created during NPD mentality • Managing Ideas - The \"Leaky\" Nature of • The degree of companies’ sophistication Intellectual Property in managing for the future Kelly L. Frey, MS, JD, Shareholder – BAKER Michael Giersch, Vice President Strategic DONELSON BEARMAN CALDWELL & Planning – IBM & Gina Colarelli O’Connor, BERKOWITZ, PC Associate Professor and Director, Radical Innovation Research Program, Lally School of Management and Technology – RENSSELAER POLYTECHNIC INSTITUTE 3:00 Networking Break - Located in the Expo Hall GENERAL SESSION ACADEMIC FORUM: Developing New Breakthrough Business Models 5:00 Strategy as Creating the Future KEYNOTE PRESENTATION 3:30 We now live in an era of almost constant change where companies find that their Growth as a Process at GE strategies need almost constant redefinition-either because the old assumptions are no The CMO of GE is responsible for driving sales and commercial excellence, globalizing longer valid, or because the previous strategy has been imitated and neutralized by the company, and driving organic growth through new products and innovation. In the competitors, or because technological developments and globalization offer keynote presentation, we will discuss all of the above, as well as how GE integrates unanticipated opportunities. Rooted in these premises, the strategic challenges for imagination into their strategic process for growth. organizations become: How do we identify the market discontinuities (e.g., fundamental shifts in technology, customers, competitors, lifestyle/demographics, globalization, Daniel Henson regulations, etc.) that could transform our industry? How can we create new growth Vice President & Chief Marketing Officer - platforms with a view to exploit the market discontinuities? What kind of organizational GENERAL ELECTRIC DNA must we have in order to anticipate and respond to changes on a continual basis? How do we execute breakthrough strategies? Vijay Govindarajan, Professor of International Business & Director of Tuck’s KEYNOTE PRESENTATION 4:15 Center for Global Leadership at DARTMOUTH COLLEGE & Best-Selling Author Design, Innovation and Value Creation of “Ten Rules for Strategic Innovators – From Idea to Execution” Whirlpool Corporation is the $20B global leader in the appliance sector who has successfully leveraged design as a core strategy to break out of the commodity On the Roots of Dynamic Capabilities stalemate that has typified the industry in the past. We will share examples of how 5:30 design and innovation have created a cultural change at Whirlpool and a focus on Dynamic capabilities are rooted in a firm's ability to simultaneously exploit current creating exciting, engaging products for our global brands and consumers. capabilities as well as explore into new spaces. Yet those organizational characteristics • How design is inextricably linked to brand and brand value creation and leader behaviors associated with exploitation are fundamentally inconsistent with • Importance of establishment and maintenance of visual brand equity those associated with exploration. This session will explore the paradoxical organization design, cultural, and senior team processes and behaviors associated with effectively • Role design and innovation play in shaping compelling consumer experiences leading innovation streams. I will discuss streams of innovation at the business unit and • Examples of how design and innovation has impacted Whirlpool Corporation in a © 2007 IIR Holdings, Ltd. corporate levels of analysis. positive manner • How design is the ‘front end of the front end’ for innovation Michael L. Tushman, Paul Lawrence Class of 1942 Professor of Management – HARVARD BUSINESS SCHOOL & Best Selling Author of “Winning through David Swift, President – Charles Jones, Vice President, Innovation: A Practical Guide to Leading Organizational Change and Renewal” WHIRLPOOL NORTH AMERICA Global Consumer Design – WHIRLPOOL NORTH 6:00 End of Main Day One - Networking in the Expo Hall to begin promptly at 6:00 pm AMERICA To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 8 Visit www.frontendofinnovation.com

Main Conference Day Two: Friday, May 11, 2007 7:15 Morning Coffee BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 2 9:15 What is Top of Mind? (Continued) Chairman’s Opening Remarks 8:00 Moderator: GENERAL SESSION Jessie Scanlon Innovation & Design Editor - KEYNOTE PRESENTATION 8:15 BUSINESSWEEK ONLINE Sustaining ‘Genuine Ingenuity’: Building Innovation into Product & Strategy Development in a Mature Business Innovation Champions: In continual operation for over 160 years, Brunswick has invested that time in tirelessly earning, building and reasserting a reputation for quality, innovation and shooting straight. This is summarized in Brunswick’s tagline, ‘Genuine Ingenuity.’ In his keynote, Mr. McCoy will discuss some of the issues Brunswick, specifically Brunswick Boat Group, faced as they crafted a structured approach to innovation. Carol Pletcher, Chief Innovation Officer – CARGILL Highlights will include: Stephanie Barry, Director Global Innovation - WD-40 • How to effectively blend the traditional, unstructured approach to innovation with a Marissa Mayer, Vice President, Search Products & User Experience – GOOGLE more disciplined and predictable business process Cheryl Perkins, Former Chief Innovation Officer – KIMBERLY-CLARK CORPORATION • How to solicit participation and support from all areas of the business—including management, employees, partners, and customers 10:30 Networking Break in the Expo Hall • How to innovate in both product and business process Dustan E. McCoy, Chairman & Chief Executive Officer – BRUNSWICK CORPORATION CONCURRENT TRACKS BEGIN. Feel free to go in and out of any session. TRACK A TRACK B TRACK C TRACK D Leadership & Culture Partnering for Innovation Innovation Rebels: Learning From Tools, Trends & Advancements Track Chairs: Rebecca Seibert – Chemtura & Non-Fortune 500’s Track Chairs: Brenda Arnold – The Valvoline Track Chairs: Mary Ellyn Vicksta – Kimberly- Company & Karen Ann Lojeski – Virtual Scott Boyce – Rohm and Haas Clark Corporation & Lorette Pruden – Track Chair: David Kingsbury – Radar Distance International Inventive Strategies Communications 11:15 Innovate Anywhere, Deploy What Gets Measured Gets KEYNOTE KEYNOTE Everywhere Innovated: How to Drive Scalable & Driving Sustained Innovation with Oakley Innovation: Breaking All the Sustainable Innovation with Metrics Schlumberger is focused on creating and Process, Culture, & Discipline Rules & Winning nurturing an innovation culture that & Targets Bank of America realized that there was a limit Oakley is not a typical company that has a differentiates its products and services in the There is a high correlation between companies to driving growth through acquisitions. The market cap of over $1 Billion, and our marketplace, enhancing the value creation with successful corporate innovation programs challenge was that past core growth rates innovation does not follow the typically for its customers. and the existence of well-defined innovation were not going to be sufficient to meet growth innovation path. Everything from the office Schlumberger is a global oilfield services metrics and targets, throughout their goals. So how to build an innovation engine building to the leaders of the company are company often recognized as the world innovation process. Targets and metrics will that could be relied on to consistently deliver different, but somehow Oakley is at the top leader in the upstream exploration and drive corporate innovation programs for the gap closing growth and delight customers? of its market. production industry. In this, Schlumberger foreseeable future. Through a journey of introspection, analysis, • Product development the Oakley way relies on skilled innovative people and • To be successful, innovation should be design, execution and learning, Bank of • The Oakley culture is a critical part of leading edge IT, taking an open innovation managed like any other business America has developed an innovation engine the success approach involving partners, academia, and discipline by aligning corporate strategy that is sustained by process, discipline and • Maintaining core competencies and an internal network of grass-roots with innovation program targets culture. Numerous innovations have resulted, focusing on our athletes innovators. • The Innovation Revenue Growth Gap as well as several breakout innovations such • How to make a $40 million business in 6 • Innovation does not happen by itself: it should be calculated for each division or as the Keep The Change ® card. In this months needs incubation and organizational business unit Presentation, Brad Rogers, SVP of Innovation guidance Bill Malloy, International Brand • Key metrics, measurement frequency & Product Excellence for Bank of America’s • Innovation requires visible organizational Manager, Electronics - OAKLEY and targets should be agreed with Global Wealth & Investment Management commitment, which includes time, management at all levels of the business, will discuss the process, tools and resources, funding and messaging organization methodologies employed to drive sustained • A community of innovators is critical to • Innovation infrastructure is required to innovation. the emergence of ideas from inside the boost innovation pipeline activity, drive • The journey to innovation; a multi- company, but the role of the community participation and measure target generation roadmap is not always obvious or easy to promote achievement across divisions • Practical application of tools, processes • Geographical and cultural diversity, and • Innovation Process Metrics are lead and practices a global presence, are enormous indicators of innovation success • Key lessons learned, obstacles advantages • The total Innovation Pipeline Opportunity overcome and challenges ahead Najib Abusalbi, Director Research & Value should be at least 3-5 times the Brad J. Rogers, Senior Vice Innovation - SCHLUMBERGER innovation revenue targets President Innovation & Product • Innovation Revenue should be defined Excellence – BANK OF AMERICA and tracked over time Mark Turrell, Chief Executive Officer – IMAGINATIK PLC* * This is a sponsored session 12:00 Project B.I.G. – Building a Customer KEYNOTE Engineering a Better Club – PING’s Leveraging the Internet to Drive Centric, Breakthrough Innovation Path to Increased Innovation Innovation-Focused Market Partnering for Innovation at Kodak Culture & Capability Research In 2001, PING, Inc. found itself in a In the process of reinventing its business, competitive disadvantage relative to Project B.I.G. had its beginnings in Fall of The increasing speed of business and Kodak has established a broad range of innovation capacity and flow. This 2005 while we were discussing the need to shortened time-to-market cycles has made partnerships with other companies and presentation will discuss the strategies the achieve double digit growth organically innovation a constant endeavor for marketers. organizations. As the head of Kodak’s company employed to drastically increase its through innovation. Our innovation pipeline Most concur that about 1 in 1000 product research operations and corporate Vice- performance in this critical area. was lacking breakthrough innovation so we ideas make it to market. To stay ahead, president, Mr. Lloyd will speak about the • Competitive Environment & Company decided to change the way that we filled our marketers need to either create more ideas ability of successful partnerships to extend Background innovation pipeline from a product-centric to more quickly or improve the quality of early the scope of internal research. With several • Developing a Lean Product Development a customer-centric approach. stage product ideas to reduce the ratio needed decades of experience in printing and Process to get a product to market. Market research • Real world example of innovation culture imaging industry, Mr. Lloyd will provide (MR) can meet these accelerating needs, but • Proper Use of Technology change ample anecdotes of successful and less only through innovation in market research. • The Learning Environment Paradigm • Evolution of a customer centric product successful strategies for building • MR has failed the innovation community definition process to meet specific • PING’s Performance Gains partnerships. by failing to be an innovative market itself market needs Daniel R. Shoenhair, Director, Engineering • Building a successful partnership • The internet has the potential to • Metrics that are useful to measure Business Manager – PING, INC. • Common pitfalls revolutionize the MR industry innovation • Stories of success (and disappointment) • Traditional MR measures do not apply to • Application of learning from Front End of • Bargaining the innovation process as they necessarily Innovation 2006 conference • Functions seek to compare to what is known John Lynch, Ph.D., Director R&D – Bill Lloyd, Chief Technical Officer & • No one yet has the answer as to how to MILLIPORE CORPORATION Senior Vice President – EASTMAN best measure and direct innovativeness KODAK COMPANY at the leading edge © 2007 IIR Holdings, Ltd. • Innovative new online research tools integrate sub-conscious thoughts and feelings with conscious reactions Chris Sensibaugh, Director of Consumer Insights – NESTLE & Brendan Light, Vice President Research Strategy & Development – BUZZBACK MARKET RESEARCH To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 9 Visit www.frontendofinnovation.com

Tracks continued... TRACK A TRACK B TRACK C TRACK D Leadership & Culture Partnering for Innovation Innovation Rebels: Learning From Tools, Trends & Advancements Track Chairs: Rebecca Seibert – Chemtura & Non-Fortune 500’s Track Chairs: Brenda Arnold – The Valvoline Track Chairs: Mary Ellyn Vicksta – Kimberly- Company & Karen Ann Lojeski – Virtual Scott Boyce – Rohm and Haas Clark Corporation & Lorette Pruden – Track Chair: David Kingsbury – Radar Distance International Inventive Strategies Communications 12:45 Luncheon Dessert will be served in the Expo Hall from 1:45pm – 2:00pm 2:00 Improving Innovation Effectiveness Orbiting the Giant Hairball (And Sponsored Session KEYNOTE through Entrepreneurial Boot Living to Tell About It) The Wisdom of Crowds in the Front This session is being led by HOTSPEX. For Camps Why is it important for a supplier of raw End: A Market-Based Method to more information as it becomes available, materials to connect with brand owners and Alcatel-Lucent Ventures (ALV) is a program Answer High-Stakes, High-Risk please visit our conference web site, consumers? How is it done and what responsible for creating new businesses for www.frontendofinnovation.com. Questions in Pursuing New happens when it's tried? Eastman's Alcatel-Lucent and empowers teams with Innovation Lab website and Material Products innovative business ideas to bring new Difference sampling strategy are examples products to market for ultimate \"acquisition\" Creating alternatives is easy, choosing of one company's efforts to orbit the giant by Business Groups. A Venture Council (VC) among them correctly is hard. The difficulty hairball of corporate policy, conformity and with business and technology experts in making choices at the Front End is that status quo to deliver creativity and growth evaluates periodically new business it’s often an apples-to-oranges comparison – opportunities. proposals and identifies champions to drive and you’re not allowed to bite before you • As Gordon Mackenzie writes in Orbiting investment. Entrepreneurial Boot Camps choose. There are new market-based the Giant Hairball: \"Orbiting is (EBC) are fast learning and training tracks, techniques, however, that make it possible responsible creativity – vigorously organized by Alcatel-Lucent University in to get the best decision, without a lot of exploring and operating beyond the collaboration with Business Schools, research. Yazaki used just such an approach Hairball of the corporate mind set…all bringing together entrepreneurial people and in a simulated Concept Auction to tap the the while remaining connected to the ideas with the aim to develop Business existing hidden knowledge throughout the spirit of the corporate mission\" Opportunity Plans and defend them to VC’s. company and make a choice among several • The success of Eastman's design EBCs offer an alternative, structured and hard alternatives. initiatives has come from \"orbiting the relatively cheap way to bring new ideas with • Markets are recognized as the best way giant hairball\" – doing things differently business potential to the VC and create a to see the future before it happens and doing things better true entrepreneurial culture with actionable • There are practical market-based tools, innovations. • The traditional value chain is being like the Concept Auction, that can replaced by value constellations that • Entrepreneurial Boot Camps: Scope, routinely inform high-stakes decisions consist of projects that revolve around Objectives and Program • You can find out not only what’s ideas and involve players who add the • Role of Business Schools and Venture preferred, but also what’s risky, what’s greatest value Capitalists in EBCs: What, Why, Where not, what the organization supports, and • For companies to be part of these and How? who knows best. constellations, they must demonstrate • Outcome and Lessons Learned of 2 • Knowing what’s desired by the market is the ability to be creative and add value EBCs organized in 2006 great, but knowing what’s supported by • The HR aspects of Innovation through Gaylon White, Director, Design Industry the company – before launching a EBCs: Impact of Dating Events, Team Programs - EASTMAN CHEMICAL product – can save more than a career Building, Networking and Virtual COMPANY Doug Burcicki, Senior Manager, Distance Marketing & Product Management - PETIT Guido, Director of Alcatel-Lucent YAZAKI NORTH AMERICA, INC. Technical Academy – ALCATEL-LUCENT 2:45 Building Innovation Processes Confidential Open Innovation – Fostering Innovation in Small Using Enterprise Strategic Decision Globally Case Example from Surgical Businesses: The Role of Management as a “Tool” to Drive Innovation A group of leading companies have banded Procedure Innovation Government As Yum Restaurants International (YRI) Small and medium sized companies are the together to define international standards of expanded its Pizza Hut & KFC brands, its Open Innovation offers companies the excellence for Enterprise Strategic Decision historical reliance on the US businesses for opportunity to embrace ideas and inventions engine of growth for the Irish economy and Management (IEEE P1694 ESDM). Currently big innovation ideas ceased to be an from far outside their domain of operation. innovation is the key to their success. enterprises of all sizes have no framework efficient way to meet the evolving needs of a This free flow of information, however, However many do not operate using a formal stage gate process and have difficulty from which to manage all the decisions growing and diverse international business. comes at a price, often sacrificing across the organization and/or its roles. This Embarking on the global rollout of a new confidentiality and the ability to fully protect scaling down the processes of the larger makes it extremely difficult to understand stage/gate innovation process, it became new ideas. This case example introduces companies. This presentation will look at how the Irish government stimulates growth how any one decision sits in context with evident that a core need was to significantly methods and techniques to gain the benefits other decisions and to manage the increase the level and quality of both insight of Open Innovation without sacrificing through innovation. • The balance of capability and motivation consequences of all the decisions across and idea generation that was taking place at confidentiality and intellectual property the enterprise and over time. The ESDM the front end of the process. protection. in insuring innovation occurs within decision management framework also • A surgical procedure and device businesses provides the ideal framework for Faced with stretched resources and varying challenge is explored that could not be • Leveraging global best practices collaboration and innovation. Ideation done degrees of internal experience and external addressed by conventional user-focused • Development of the skills necessary to in the context of one or more decisions is expertise, YRI needed to think differently innovation techniques make innovation happen always in a business context and provides about how to establish a formal process for • Methods are introduced to allow broad- • Framework to integrate and enhance the idea path to innovative solutions across generating breakthrough ideas. ranging experts from outside the medical regional service provision and a broad spectrum. • Dramatically and cost effectively domain to participate in innovation capabilities • The ESDM standard will improve value accelerate the idea generation process efforts without concern for confidentiality • Lasting economic benefits of investing in creation through better decision quality, • Drive greater cross functional • A problem and solution space innovation speed, consistency, clarity, execution collaboration and a shared responsibility abstraction technique is introduced to Dorothy Timmons, Manager, Innovation and efficiency for innovation ensure protection of intellectual property Management Initiative – ENTERPRISE • This decision framework will provide the • Leverage new thinking skills used in rights IRELAND common language and information invention for insight generation • Demonstrated Confidential Open structure to enable true collaboration • Build a stronger linkage between insight Innovation results are presented that across the diverse roles & ideas translate best practices from far outside • This decision framework will enhance the medical domain into proprietary and Marcus Burr, Vice President Consumer innovation and knowledge reuse and patentable solutions Insight - YUM RESTAURANTS support proactive management in the INTERNATIONAL & Joe Gammal, Principal Gary B. McAllister, Director of R&D – face of growing complexity and constant –SYNECTICS, INC. DEPUY MITEK, INC. (a Johnson & Johnson change Company) & Jeff Hovis, Managing Partner – • ESDM will also facilitate the execution of PRODUCT GENESIS major programs, joint ventures and strategic alliances • Software tools have been created to assist individuals and teams in the use of the ESDM decision framework Gary DeGregorio, Distinguished Member of the Technical Staff – MOTOROLA, INC. © 2007 IIR Holdings, Ltd. 3:00 Networking Break To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 10 Visit www.frontendofinnovation.com

GENERAL SESSION OPEN INNOVATION FORUM KEYNOTE PRESENTATION – PART 1 PANEL DISCUSSION – PART 2 4:00 Open Business Models: How to Thrive in the New Innovation Open Innovation: A Leader’s View on the Challenges & Benefits of Landscape Driving Change in Industrial R&D In my previous work, Open Innovation, companies sought out external technologies and Open Innovation has become a major theme for enhancing innovation to spur corporate pushed out unused internal technologies based upon their fit with the company’s growth and also represents a major potential lever for improving R&D productivity. Listen business model. In this new book, I explore the implications of companies learning to to leaders in the forefront of implementing Open Innovation talk about their motivations, innovate their business models, not just their technologies. the lessons learned, and the pros/cons of the accompanying culture change. • A better business model beats a better technology • While competitive and market pressures have continued to force corporations to improve productivity, gains in R&D productivity have remained elusive • Not all business models are created equal: business models range from commodity models to highly differentiated platform models • After a period of retrenchment and restructuring, corporations have again been looking for innovation to spur growth • Managing intellectual property must be driven by the company’s business model, which means that it is too important to be left to the lawyers • Open Innovation has presented the biggest potential lever for dramatically increasing innovation and improving R&D productivity at the same time • While many large companies would do well to become more open, some small companies err on the side of being too open • Open Innovation requires a dramatic new approach to innovation and a major culture change in the R&D organization Henry Chesbrough, Professor – UNIVERSITY OF CALIFORNIA, BERKELEY & • How do corporations achieve this culture change in a successful way? AUTHOR Moderator: Stephen Socolof, Managing Partner - NEW VENTURE PARTNERS LLC Participants: Todd Abraham, Chief Technology Officer – KRAFT David Yaun, Vice President, Corporate Communications - IBM 5:15 Conference Adjourns SPEAKER REPRESENTATION & INDUSTRY MIX ACADEMICS, AUTHORS, & GURUS SOLUTIONS PROVIDERS & McNeil Nutritionals – Dondeena G. PHARMACEUTICALS, HEALTHCARE, Bradley, Ph.D., Director of Strategic THOUGHT LEADERS & MEDICAL DEVICES Author – Rob Shelton, “Making Innovation Marketing Work” BuzzBack - Brendan Light, Vice President, 3M Pharmaceuticals – Joe Dellaria, Lead Nestle – Chris Sensibaugh, Director of Research Strategy & Development Research Specialist BusinessWeek – Bruce Nussbaum, Consumer Insights Assistant Managing Editor, Innovation & Hotspex – Richard Ng, Vice President of Depuy Mitek, Inc. – Gary B. McAllister, Sunny Delight Beverages Company – Eric Design Coverage Research and Analytics Director of R&D W. Meyer, Director of Global New Business BusinessWeek Online – Jessie Scanlon, Imaginatik plc – Mark Turrell, CEO Development Editor, Innovation & Design Coverage SERVICES New Venture Partners – Stephen Socolof, WD-40 – Stephanie Barry, Director of Global Dartmouth College – Vijay Govindarajan, Managing Director Bank of America – Brad J. Rogers, Senior Innovation Professor of International Business, Director Vice President, Innovation & Product Product Development Consulting, Inc. – Whirlpool NA – Charles Jones, Vice of Tuck’s Center for Global Leadership & Excellence Sheila Mello, Managing Partner & Principal President, Global Consumer Design Author “Ten Rules for Strategic Innovators – Citigroup – Amy Radin, Chief Innovation From Idea to Execution” Product Development Consulting, Inc. – Whirlpool NA – David Swift, President Officer Wayne Mackey, Principal Harvard Business School – Michael L. Citigroup Global Consumer Bank – Alexis Tushman, Paul Lawrence Class of 1942 Product Genesis – Jeff Hovis, Managing ELECTRONICS P. Goncalves, Director of Quality Intelligence Professor of Management & Author Partner “Winning through Innovation” General Electrics – Daniel Henson, Vice Google – Marissa Mayer, Vice President, PRTM – Bill Lay, Director President & Chief Marketing Officer Search Products & User Experience Making Innovation PRTM – Mark Deck, Director Oakley – Bill Malloy, International Brand Hewlett-Packard Services Worldwide – Northeastern University – Gloria Barczak, Sagentia Inc. – Dan Edwards, Director of Manager, Electronics Craig A.A.P. Samuel, Chief Knowledge Professor of Marketing & New Product Innovation & Technology Management Officer Development Philips Design – Clive Roux, Senior Sagentia Inc. – Geoff Waite, Vice President Director Northeastern University – Harry West, Sagentia Inc. – Simon Karger, Director of Executive Professor TECHNOLOGY & HIGH-TECH Innovation & Technology Management GOVERNMENT Northeastern University – Marc H. Meyer, Eastman Kodak Company – Bill Lloyd, Synectics – Joe Gammal, Principal Matthews Distinguished University Senior Vice President & Chief Technical Enterprise Ireland – Dorothy Timmons, Professor of Entrepreneurship & Innovation Officer Manager, Innovation Management Initiative The Institute for Lean Innovation – Bart & Author “The Power of Product Platforms” Huthwaite, Founder Hewlett-Packard – Sam Lucente, Vice & “The Fast Path to Growth” President of Design Virtual Distance International – Karen HOSPITALITY, ENTERTAINMENT, Rensselaer Polytechnic Institute – Gina Sobel Lojeski, Ph.D., CEO IBM – David Yaun, Vice President Corporate & TRAVEL Colarelli O’Connor, Associate Professor & Communications Director, Radical Innovation Research British Sky Broadcasting Ltd – George Program IBM – Michael Giersch, Vice President COMMODITIES Mudie, Director of Customer & Interactive Strategic Planning Technology Stevens Institute of Technology – Peter Cargill – Carol Pletcher, Former Chief Koen, Associate Professor, Wesley J. Howe Microsoft – Dan Rasmus, Director of Innovation Officer Harrah’s Entertainment Inc. – Gary School of Technology Management Information Work Vision Loveman, Chairman, President & Chief Schlumberger – Najib Abusalbi, Director Executive Officer Think Like a Genius – Todd Siler, Ph.D., Microsoft Research – Bill Buxton, Principal Research & Innovation Head of Innovation & Author “Think Like a Researcher Marriott International, Inc. – Mike Jannini, Genius” Executive Vice President & General CONSUMER GOODS & CONSUMER Manager, Brand Management University of California, Berkeley – Henry TELECOMMUNICATIONS PACKAGED GOODS Chesbrough, Executive Director, Center for Yum Restaurants International – Marcus Alcatel-Lucent – PETIT Guido, Director of Coca-Cola – Penny McIntyre, Senior Vice Open Innovation & Author “Open Burr, Vice President of Consumer Insights Alcatel-Lucent Technical Academy President of Marketing Innovation” & “Open Business Models” Motorola – Gary DeGregorio, Distinguished Fortune Brands, Inc. – David Hagopian, X-Prize Foundation – Peter Diamandis, MANUFACTURING Member of the Technical Staff Senior Director, Technical Innovation Chairman & CEO Brunswick Corporation – Dustan E. Sprint Nextel – Charles Stunson, Senior Hannaford Bros. Co. – Tod Pepin, Vice McCoy, Chairman & Chief Executive Officer Innovation Manager President of Center Store Merchandising AUTOMOTIVE & AEROSPACE Freescale Semiconductor, Inc. – Val M. Hill’s Pet Nutrition – Letesa Isler, Associate Harley-Davidson – Lara Lee, Vice President Arris, Business Operations, Technology OTHER Director, Category Innovation Center of Enthusiast Services Solutions Organization Kimberly-Clark Corporation – Cheryl Baker Donelson Bearman Caldwell & Raytheon – Dr. Hugo Poza, Former Senior Millipore – John B. Lynch, Ph.D., Director Perkins, Former Chief Innovation Officer Berkowitz, PC – Kelly L. Frey, MS, JD, Vice President, Homeland Defense of R&D Shareholder Kraft – Todd Abraham, Chief Technology Yazaki NA – Doug Burcicki, Senior PING, Inc. – Daniel R. Shoenhair, Director Officer Manager, Marketing & Product Management Engineering Business Manager Mars, Inc. – John Helferich, Former Senior Symbol Technologies – Alistair Hamilton, Vice President of R&D CHEMICALS Vice President Corporate Innovation & Design Eastman Chemical Company - Gaylon White, Director Design Industry Programs © 2007 IIR Holdings, Ltd. To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 11 Visit www.frontendofinnovation.com

LET’S DO IT AGAIN! ATTENTION DOCTORAL STUDENTS – THE 5th ANNUAL FRONT END OF INNOVATION DOCTORAL TRAVEL SCHOLARSHIP IS BACK! SEIZE THE OPPORTUNITY • EXPLORE THE REAL WORLD • PROGRESS IN YOUR STUDIES “Congratulations on a successful, inspiring and wonderful conference! And thank you and the sponsors for allocating slots for Ph.D. students. I found the conference illuminating… and from talking to the other scholarship winners, I know they feel the same.” - Gary R. Schirr, Ph.D. Student – University of Illinois, Chicago, 2006 winner “I would like to thank you for the chance to participate at the Front End of Innovation conference and your organizational work. I really enjoyed the trip and found the conference very useful. I got a lot of inspirations for my further work.” - Melanie Müeller, TUM Business School, 2006 winner The Product Development & Management Association (PDMA) and the Institute for Congratulations to Last Year’s International Research (IIR) are proud to once again present – the Front End of Innovation Doctoral Travel Scholarship. The main objective of this scholarship is to enable Ph.D. Ph.D. Student Travel Scholarship students, across the country and abroad, the Winners: chance to: • Erika E. Harden, Rutgers University – USA • Gain insight from both an academic and practitioner • Joshua Herschel Johnson, Vanderbilt University – perspective into the key issues in the Front End of USA Innovation by attending the PDMA & IIR co- sponsored Best Practice conference • Gary R. Schirr, University of Illinois, Chicago – USA • Meet leading research scholars and practitioners in • Melanie Müeller, TUM Business School – Germany the field so they can discuss their research interests • Helder Sebastiao, University of Oregon – USA • Develop further interest in this area so that they may choose it as an area of research Application Deadline: Friday, March 30, 2007 Entry Requirements for Participants: 1. A letter (no more than 2 pages) requesting the scholarship, including your mailing Applicants should be currently enrolled in a program of doctoral studies with a address and your e-mail address and telephone number where you can be reached. concentration in the management of technology or innovation. Preference will be given The letter of application should describe the applicant's qualifications, academic to those who are in the process of formulating a dissertation proposal or who will be achievements (e.g. publications, presentations, etc.), research interests, and the doing so in 2007. present and planned topic/progress in the applicant’s doctoral studies program, and why this conference is of interest to them. Program: The Front End of Innovation conference will be held in Boston beginning on 2. A current resume Wednesday, May 9th with four (4) pre conference workshops and two (2) multi- speaker interactive symposiums. The main portion of the conference will occur on 3. A biographical sketch not to exceed 100 words, to include the name of your Thursday, May 10th and Friday, May 11th. It is anticipated that participants would College/University, and your up-to-date information attend the 3-day conference, including one morning and one afternoon pre-con workshop or symposium on May 9th only. 4. A statement from the Dean, or an equivalent university official, indicating that the applicant is a student in good standing in a doctoral program. Fees, Expenses and Financial Assistance: IIR will pay for airfare expenses up to $500.00 USD, 3 nights lodging for the Applications will be considered only when all four required documents above are conference (Tuesday through Friday only) at the Sheraton Boston Hotel, and will waive received by Sabina Gargiulo, Senior Conference Producer of the 5th Annual Front End the $3,390 conference fee for the 5 best-qualified applicants. Applicants will be of Innovation event, so it is advisable to apply early! evaluated and selected by prominent academics in the PDMA based on their academic achievements, including publications and conference presentations. Failure Sabina Gargiulo will notify all selected applicants by Friday, April 20, 2007, with all to attend the Conference will require payment of the $3,290, total value of the relevant information on attending the conference. Please understand that we receive conference registration fee plus two workshops or symposium. hundreds of responses to this scholarship, and so it is impossible for us to follow up with all applicants on selection status. If you have not heard back by the date stated Applications: above, feel free to follow up with Sabina Gargiulo via e-mail at sgargiulo@iirusa.com. An application consists of the following four (4) documents – Submitted via a traceable form of mail to Sabina Gargiulo, Senior Conference Producer, The Institute for International Research, 708 Third Avenue, FL. 4, New York, NY 10017, no later than Friday, March 30, 2007. FROM THE PRODUCERS OF FRONT END OF INNOVATION… SAVE THE DATE For PDMA & IIR 2007 Conferences Please visit our event web sites for updates as they become available 10th Annual 12th Annual Voice of the Customer Strategic & Operational Portfolio December 3-5, 2007 Management Scottsdale, AZ February 26-28, 2007 www.iirusa.com/voc © 2007 IIR Holdings, Ltd. Clearwater Beach, FL www.iirusa.com/portfolio To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 12 Visit www.frontendofinnovation.com

CALLING ALL PRODUCT/SERVICE DEVELOPERS, MARKETERS, STRATEGISTS, DESIGNERS & BUSINESS LEADERS! LEAVE WITH A TEAM PERSPECTIVE…No One Business Unit Owns the Process and Managing the Front End of Innovation Should be a Shared Responsibility! Our 2007 Front End committee is dedicated to ensuring you leave encourage you to bring your entire team to the event so that a good us with a better understanding of the front end of innovation as a cross-fertilization of learning can be shared. Remember…this is a formal process and discipline in early stage new product and service very comprehensive conference with lots to do and see. You can’t development work. Overcome the hurdles that get in your way! We be in more than one place at a time. Have a group of 7 or more? Get the VIP treatment on-site! Who You Can Expect To Meet… C-Level/Presidents, Vice Presidents, Sr. Manager/Managers, Sr. Director/Directors, Group Leaders, Analysts and/or Specialists in the following industries and have one of the job functions below… Industry Function Innovation/Strategy/Ideation Consumer Product Manufacturers Electronics Marketing/Market Research/Market Insights Healthcare/Pharmaceuticals Energy & Utilities Business Development Business Services Education & Membership Organizations Project/Portfolio/Product Management Industrial Manufacturing Telecommunications Engineering Chemicals Other Product Development Insurance/Banking/Finance Aerospace & Defense Research & Development Computer Hardware/Software/Services Automotive & Transport IT/Technology Construction Engineering Business Analysis Retail Architecture Brand Management & Design Other PDMA MEMBER DISCOUNT Are you a PDMA member? Save an additional $100 The Product Development and Management Association KEY PDMA BENEFITS INCLUDE: (PDMA) is the premier worldwide resource for professional • Subscription to the Journal of Product Innovation Management and its quarterly development, information, collaboration and promotion of magazine, Visions product development and product lifecycle management. • Meet new product development professionals throughout the world Founded in 1976, the PDMA membership is over 2,200 product development • Specific practical guidance in a variety of new product development theory and professionals and academics from all sectors of the economy in over 39 countries new practices for the manufacturing and service industries worldwide. • PDMA chapters in many major cities. To learn more about the New England chapter or to become a member, please visit www.pdmanewengland.org The mission is to improve the effectiveness of individuals and organizations in product development and management. This mission includes facilitating the For Additional Membership Information Call: 800-232-5241 or visit us at generation of new information, helping convert this information into knowledge www.pdma.org that is in a usable format, and making this new knowledge broadly available to those who might benefit from it. PDMA uniquely accomplishes its mission in PDMA New Product Development Professional (NPDP) many ways; among them: Certification • National conferences NPDP Certification confirms mastery of new product development • A network of 20 chapters across the USA, and a strong UK/Ireland affiliate principles and best practices, enabling better job performance and • Regional and local conferences and meetings helping corporations identify those with knowledge and experience to move into a • Award-winning publications leadership position. To qualify for NPDP Certification, candidates must meet the • Awards for achievements in new product development necessary criteria in education, experience and knowledge. Once you have • Sponsored research obtained your NPDP Certification, you can maintain and expand your professional • Body of Knowledge knowledge by acquiring sixty (60) Professional Development Hours (PDH) to • Certification as a New Product Development Professional (NPDP) qualify for recertification every three years. Your attendance at each full day of • Certification education and training this conference contributes to eight (8) PDHs towards your NPDP recertification. While most professional associations are vertical organizations specializing in one industry or one function, PDMA’s membership and sphere of influence is horizontal For more information on NPDP Certification, call 800-232-5241 or visit the PDMA and multifunctional, as is the current state of the new product field. This unique website at www.pdma.org/certification. characteristic allows PDMA to address innovation management issues in the same way as multifunctional new product development teams do in practice. KEY DELIVERABLES Avoid Making the TOP 10 Biggest NPD Blunders of the 21st Century list! At the 5th Annual Front End of Innovation, conference attendees will have the opportunity to: • Evoke the full value and potential of the HUMAN SPIRIT and the ENTREPRENEURIAL MINDSET and their effects on the IDEATION process • Tap into the least used and the least understood element of the front end & harness the true power of DESIGN THINKING • Identify the key levers that forcefully drive success in SERVICE INNOVATION • Break out of the Industrial Age and into the DIGITAL AGE by working more efficiently (on both a local and global basis) – VIRTUAL teaming is the key in R&D • Go above and beyond the front end of innovation in new product development and apply key learnings here to both BUSINESS MODEL INNOVATION and OPERATIONAL INNOVATION • Foster and encourage innovation outside the organization to jumpstart the process – dive deep into OPEN INNOVATION methodologies and PARTNERING for INNOVATION best practices © 2007 IIR Holdings, Ltd. • Form the right TEAMS, with the right people that work on the right projects at the right time – every time! • DISCOVER the VOICE of the CUSTOMER – understand where your customer has an issue, and where there are opportunities for innovation • MEASURE the performance of your front end with metrics that matter To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 13 Visit www.frontendofinnovation.com

SPONSORS BuzzBack Market Research, headquartered in New York, NY, provides Product Development Consulting, Inc. (PDC) is an internationally recognized creative, full-service online market research solutions. We’ve harnessed the product development consulting firm that helps clients optimize processes power of the Internet to reinvent market research, keeping you better throughout the product life cycle, from strategy and product definition to portfolio connected with consumers and ahead of the competition. Our suite of management to product retirement. Fortune 500 and other high-growth companies innovative, web-based tools helps you to dig deeper, and provides more meaningful results, while look to PDC for an approach that yields measurable and lasting improvement. Author cutting both costs and timing throughout the entire development cycle. Visit www.buzzback.com of the new book, Value Innovation Portfolio Management, (J. Ross Publishing) and the best-selling Customer-Centric Product Definition. Visit www.pdcinc.com Imaginatik is the number one provider of Innovation Infrastructure to the world's leading companies. More than 150 clients rely on Product Genesis is a Strategic Innovation consulting firm dedicated Imaginatik's software, consulting and research to enable their best-of- to providing best-in class service to a select client base. Our group breed Innovation activities. Imaginatik's flagship solution, Idea Central, is designed to elicit ideas combines its expertise in technology with state-of-the-art emerging and insights from employees and extended enterprise partners, provides a shared collaborative market, user needs, and business analysis to sharpen the strategic space to develop ideas, and is equipped with sophisticated tools to evaluate and select the top and tactical moves of our clients. Since being spun out of the MIT ideas for implementation. Idea Central has won numerous awards and is in use in clients such as Innovation Center in 1986, the principals at Product Genesis have worked with Global 1000 Hewlett-Packard, Pfizer, Cargill, Georgia-Pacific, Cadbury Schweppes,W.R. Grace, Bayer AG, clients to develop a systematic and analytical approach to delivering customized, high impact, and Goodyear Tire & Rubber to name a few. Imaginatik’s software and consulting services have technology-based innovation. www.productgenesis.com. helped clients discover significant sources of additional revenue, as well as tangible cost savings, process improvements and increased product pipeline. Imaginatik is also committed to Sagentia is a global technology management and product development developing strategic solutions in the field of innovation, working with academic institutions such company. Established in 1986, our unwavering commitment to as the London Business School and the Cass School of Business, London, as well as leading innovation has led to the launch of new technologies, services and breakthrough products that practitioners of corporate innovation. Visit www.imaginatik.com have helped change the basis of competition for our clients. We operate in six global market sectors: chemicals, materials & energy, consumer products, industrial products, medical, public Innovare focuses the creativity in your organization and inspires sector, telecom and media. In each of these we assist business leaders and policy makers to innovation. We provide custom market research, voice of the create strategies for technology, innovation and growth. Sagentia employs more than 200 staff customer, creative facilitation, front-end process consulting, and team and has offices in six locations worldwide. www.sagentia.com training. We use best practices to help our clients build the knowledge foundation, business systems, and climate for sustained innovation that drives business growth. Visit www.innovare- Synectics, inc., Inc. Briefly, we are in the newness business. We are an inc.com international consulting firm (9 countries, 7 languages) specializing in creativity and innovation. We help clients generate, develop and Hotspex is a full service market research firm that leverages implement innovative solutions in areas of focus such as: technology to uncover the consumer insights that help companies • Vision and Strategy Planning become more successful with innovation. Our suite of proprietary • New Product and Market Development research methods and processes result in faster time to market, lower product development costs and improved new product • Gaining and Leveraging Customer Insight success rates. www.hotspex.com • Business Process Innovation • Infusing Innovation Capability Into an Organization Hype Softwaretechnik is Germany's leading supplier of idea management software for new product development. With more than 50 installations, our • Business Issues where Fresh Thinking and Collaboration are Important flagship software solution, HypeIMT, supports global leaders such as BASF, We serve as consultants, innovation facilitators and catalysts with our clients to develop new DaimlerChrysler, and Siemens, as well as many medium-sized companies, solutions, as trainers to help imbed skills in the organization and as coaches and consultants to in managing the early stages of the innovation process. help design and implement ways to foster greater creativity and innovation. Visit Exceptional flexibility and ease of customization, the hallmarks of HypeIMT, yield three major www.synecticsworld.com benefits: • Fast and cost-effective enterprise-wide implementation The Institute for Lean Innovation is the home of the Innovation CUBE. The CUBE replicates the dynamics of innovation, integrating them into a repeatable • Controlled change management to avoid costs and delays associated with changes in the process. The CUBE was developed by Bart Huthwaite, Sr., founder of the innovation management process Institute, during his work with thousands of project teams over the past 25 • Customized, business-unit-specific, front-end functionality that still retains the benefits of years. www.leaninnovation.org sharing ideas across organizational boundaries In addition, Hype Softwaretechnik’s innovative pay-as-you-go pricing plans are not based on the number of users, making HypeIMT an attractive choice for clients of all sizes. Visit www.hype.de EXHIBITORS OFFICIAL PUBLICATIONS Technology Review, MIT's Magazine of Innovation, is published by Fast Company sets the agenda, charting the evolution of business Technology Review, Inc., an independent media company owned by through a unique focus on the most creative individuals sparking MIT. Founded in 1899, Technology Review describes emerging change in the marketplace. By uncovering best and “next” technologies and analyzes their impact on business and leaders practices, the magazine helps a new breed of leader work smarter and more effectively. who are shaping markets and driving the global economy. Technology Review, Inc. also produces live events such as the Emerging Technologies Conference and a website, Fast Company empowers innovators to challenge convention and create the future of TechnologyReview.com, which offers daily news and opinion on the groundbreaking business. www.fastcompany.com technologies of tomorrow. (73 words) MEDIA PARTNERS Innovate, with its editorial sweep ranging from history and society to The Institute for Innovation & Information Productivity researches neuroscience and business, provides penetrating analysis of how and develops global productivity metrics more appropriate to the innovators and pioneers convert great ideas into successful Information-Age - and to explore and define the influence of technology organizations. From global icons, Toyota and Nokia, to American and innovation that will uncover ways to measure the productivity of giants, Microsoft and Google, the magazine unpeels the thinking and creativity that enable innovation. enterprises to be global winners in an increasingly competitive environment. THIS IS THE PLACE TO BE…SO GET READY! PROMOTE YOUR ORGANIZATION AT THE FRONT END CONFERENCE & MAXIMIZE YOUR EXPOSURE AS AN INDUSTRY LEADER! SPEAK…SPONSOR…EXHIBIT…NETWORK! As a business to business professional, you recognize how challenging it is to navigate through 3) Opportunities to demonstrate your expertise through non-commercial presentations to the actual decision-maker. Our premium priced events attract attendance by top level 4) Extensive brand exposure through promotion of your company within an extensive integrated professionals across industries across functions. marketing campaign 5) Positioning above your competition IIR prides itself on delivering the highest quality content, focusing on business strategy, market 6) Strategically designed exhibit areas for optimum traffic share and brand performance. 7) Access to post-conference feedback © 2007 IIR Holdings, Ltd. We guarantee: Our attendees seek your products and services. Together we can provide them with a one-stop- 1) Custom designed packages to match your budget and marketing objectives shop for all their marketing and business needs. Contact Deborah Hatcher, Sales Team 2) Face-to-face interaction and networking with top decision makers in a low pressure Leader at 212-661-3500 ext. 3188 or email dhatcher@iirusa.com to reserve your spot today. environment To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 14 Visit www.frontendofinnovation.com

Pricing Register by Register by Register by Standard & Five EASY ways to register: Feb. 9th March 16th April 13th On-Site Conference Plus Symposia Day $2,990 $3,090 $3,190 $3,290 FAX (941) 365-2507 PHONE (888) 670-8200 or internationally at Conference Only $2,095 $2,195 $2,295 $2,395 (941) 951-7885 You can add one, two, or three workshops to a package above MAIL Customer Service - IIRNY P.O. Box 3685 Add 1 Workshop (in addition to the fee $450 Boston, MA 02241-3685 above selection) EMAIL register@iirusa.com Add 2 Workshops (in addition to the fee $800 INTERNET www.frontendofinnovation.com above selection) Add 3 Workshops (in addition to the fee $1,200 Your registration for attending the 5th Annual Front End of above selection) Innovation conference includes: • Full conference presentations in electronic format and speaker handouts* DISCOUNT OPPORTUNITIES ARE AVAILABLE NOW! • Morning coffee, luncheons and refreshments • Networking opportunities As this is THE must-attend Front End of Innovation event of the year, we would like to offer you • Book Store admittance the opportunity to receive a discount. You are eligible if: • Exhibit hall admittance • You are a PDMA Member *Please note that we do try our best to secure all of the • You are sending a group of people from your company* presentations from our speakers for you. Occasionally, the distribution of presentation materials is prohibited by • You are either an academic or government employee the speaker or their respective company. Thank you for • You are referred by a speaker on the program (must have a valid priority code) your understanding. PAYMENTS * Groups must register at the same time and no two discounts may be combined. Contact Payment is due within 30 days of registering. If registering Aloycia, abellillie@iirusa.com for more information within 30 days of the event, payment is due immediately. Payments may be made by check, Visa, MasterCard, Diners Club, Discover or American Express. Please make all checks payable to the “Institute for International Research, Inc.” and write the name of the delegate(s) on Do You Want Special VIP Treatment at Front End Next Year? the face of the check, as well as our reference code: M1904. If payment has not been received prior to • Don’t wait on long lines at on-site registration registration the morning of the conference, a credit card hold will be required. • Receive a special gift when you check in • Attend the “Breakfast of Champions” meet & greet on Thursday, May 10th GROUP DISCOUNTS AVAILABLE NOW! Group Discounts are Available - Send Your Whole Team! • Debrief with your team in a dedicated VIP conference room on-site at the event hotel** Contact Aloycia Bellillie at (212) 661-3500 ext. 3702. • Reserved seating at lunch and in the general session conference room Please note that groups must register at the same time in order to receive the applied discount. • Receive a 20% discount off the standard and on-site price Just send a team of 7 or more and your company will qualify for all of the above!* DATE & VENUE May 8 - 11, 2007 *Groups must register at the same time and no two discounts may be combined. Boston Sheraton Hotel 39 Dalton Street **Groups must schedule the day and time of their debrief in advance with the Front End Staff. Team debriefs can Boston, MA 02199 take no loner than two hours at a time. Multiple debriefs are permitted providing there are no other scheduled Ph: 617-236-2000 meetings during the times requested. E-mail Kim Karagosian at kkaragosian@iirusa.com to schedule your team’s * This number is for general information only debrief. HOTEL & TRAVEL All hotel bookings should be made through The Global Executive’s Internet booking site. Please visit www.globalexec.com/iir to make your reservation. If you About Our Venue… do not have Web access, or need additional assistance, please call The Global Executive at (800) 516-4265 or Nestled in charming and historic (203) 431-8950 or send them an email at Back Bay, the Sheraton Boston conf@globalexec.com. Please note that if you do not Hotel is in close proximity to make your reservation through The Global Executive, you may not receive our special negotiated discounted price. Boston's Logan Airport, the Financial District, Downtown CANCELLATIONS Crossing, the scenic Charles River, Should you be unable to attend for any reason, please many of Boston's favorite shops, inform IIR IN WRITING 10 business days prior to the restaurants, and museums, and event and a credit voucher for the full amount will be only one block from famous issued. If you prefer, a full refund less a $395 non- refundable deposit will be issued. No refunds or credits Newbury Street. The hotel is also conveniently connected to the Hynes will be given for cancellations received after 10 business Convention Center and to 200 shops at the Prudential Center and days prior to the event. Copley Place Mall, featuring a wide variety of fine retail establishments. Restaurants offering every type of cuisine and setting are also Substitutions of enrolled delegates may be made at any available, including Top of the Hub Restaurant on the 52nd floor time. Please indicate upon registration whether you are of the Prudential Building with sweeping views of the Boston eligible for a discount. No two discounts can be combined. If, for any reason, IIR decides to cancel this skyline. conference, IIR does not accept responsibility for covering airfare, hotel or other costs incurred by the registrants. Program content subject to change without notice. FEI’ers…Get Ready. Get Set. Start Blogging! Any disabled individual desiring an auxiliary aid for this workshop should notify IIR at least two You said you wanted more networking and a way to connect with attendees weeks prior to the workshop. prior to and after your Boston experience. You said you wanted a tool to help you to learn more about the front end and the topics addressed at the CONFERENCE DRESS CODE conference. You said you wanted to find out about event specifics, speakers, © 2007 IIR Holdings, Ltd. Casual and comfortable attire is suggested. We and updates as soon as they became available. WE HAVE FOUND THE recommend bringing a sweater, as the conference room SOLUTION FOR YOU! Visit our web site and log on to THE Front End of may be cool. Innovation conference blog. We promise great dialog, content, and FUN! www.frontendofinnovation.com To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com 15 Visit www.frontendofinnovation.com

5th Annual Front End of Innovation conference Registration Form: Institute for International Research 708 Third Avenue, 4th Floor Please complete and return this entire form to: New York, NY 10017-4103 Fax (941) 365-2507 Call (888) 670-8200 or (941) 951-7885 Mail Institute for International Research, New York P.O. Box 3685 Boston, MA 02241-3685 Email register@iirusa.com Internet www.frontendofinnovation.com EXHIBITIONS & SPONSORSHIPS Please send me more information on: ❑ Exhibitions ❑ Sponsorships Please register the following delegate(s) for the 5th Annual Front End of Innovation conference (please photocopy this form for additional delegates) If you are receiving multiple mailings, have updated information or would like to be removed from Name____________________________________________Title _________________________________ our database, please call 212- 661-3876. Or fax this brochure to (212) 599-2192. Please keep in Company______________________________________________________________________________ mind that amendments can take up to 6 weeks to take effect. Approving Manager_____________________________________________________________________ Address____________________________________________________________City________________ PLEASE DO NOT REMOVE MAILING LABEL State______________________________________Zip/Postal code______________________________ Country______________________________Phone___________________________________________ Fax____________________________________Email __________________________________________ Please charge my credit card ❑ Visa ❑ MasterCard ❑ Discover ❑ American Express ❑ Diners Club Card number___________________________________________________exp. Date________________ Signature_______________________________________________________________________________ ❑ Payment enclosed ❑ Please bill my company P.O. #_____________________________________ Choose your Front End of Innovation experience: ❑ Conference only (M1904C) ❑ Conference plus Symposia (M1904B1) May 9th Symposia will Include any session in: A Playbook for Global Innovation or Realizing the Potential of Ideas & Their Possibilities (see pgs 5 & 6 for details) Which Pre-Conference Workshops would you like to add on? Available Half-Day Workshops: ❑ May 8th PM - Front End of Innovation PRIMER (M1904B2) ❑ May 9th AM - Increasing Innovation ROI through Business Model & Operational Innovation (M1904B3) ❑ May 9th AM - InnovationCUBE™ (M1904B4) ❑ May 9th PM - Partnering in Innovation Driven by Voice of the Customer (M1904B5) ❑ May 9th PM - Innovating in the Digital Age (M1904B6) ❑ I am a PDMA member and qualify for a $100 discount* ❑ I am a Government employee or Academic and qualify for a 30% discount off the standard rate* * See Conference pricing on page 15 for details and no two discounts may be combined. M1904 5th Annual & Transforming Potential Into Reality: Where the Greatest Minds in New Product Innovation GET INSPIRED Featuring a cast of more than 90 All-Star, Keynote Level speakers ready to help you fine tune and revamp your innovation engine Sheraton Boston Hotel • May 8-11, 2007 • Boston, MA Executive Sponsors: To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com

5th Front End Of Innovation Conference

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