Nano Terra is a small product development company in Cambridge, Massachusetts that helps large companies develop transformational new products. It employs scientists and engineers who have expertise in areas like advanced materials and surface science. Nano Terra works on co-development programs with over 30 major companies from industries like aerospace, automotive, and electronics. Through these collaborations, Nano Terra is able to rapidly develop new prototypes and bring products to market faster than large companies can typically do on their own.
Collaboration across the pharma enterpriseAmy Morgan
This paper examines key success factors for effective collaboration in the pharmaceutical industry. In an industry where speed to market is critical and where informed and timely decisions can have large financial implications, collaboration is a key factor to ensure value is delivered. Consequently, considerable investment is being made by pharmaceutical companies to enable project teams to work more effectively together across departmental, functional, company and geographic boundaries.
The 10 Best Performing CEOs to Watch in 2020.” This issue focuses on some best performing CEOs out there who have made a significant mark in the industry.
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The document discusses three management practices - open innovation, experimentation-driven discovery, and future-back migration mapping - that can help entrepreneurial businesses reduce risks and unlock value. It provides examples of how each practice has been successfully used: open innovation through crowdsourcing challenges like Netflix Prize and MIT Red Balloon Challenge; experimentation through tests by companies like Google, Best Buy, and McDonald's; and future-back migration mapping in Apple's development of the iPod ecosystem. The document argues that using these practices together in an integrated system can dramatically reduce risks for startups and help realize their full potential value.
Thomas Edison developed an innovative process for new product development using his laboratory in Menlo Park. He recorded experiments in detail to systematically track progress and avoid failures. Edison understood the need for products to be marketable by creating inventions that served customer needs. Modern companies benefit from implementing a stage-gate process for new product development, as Edison did, with distinct stages and decision points. This provides structure, accountability and helps ensure resources are used efficiently to successfully develop innovative products.
Josh Akrigg works as an Industrial Packaging Designer, designing packaging solutions for thermoformed plastic and natural fibres. His role involves progressing projects from initial designs through prototyping and into full-scale manufacture. This includes sketching ideas, CAD modelling, rendering visuals, prototyping, and making CAD alterations based on testing. He also participates in daily planning meetings. He has worked with brands like Reckitt Benckiser, TomTom, Beiersdorf, and others.
Reebok and MC10 have developed CheckLight, a soft, flexible skullcap that uses sensors and electronics to measure the force of impacts to the head and indicate severity through LED lights. Embedded in a stretchy material are an accelerometer and gyroscope that analyze linear and rotational forces of impacts. Sophisticated algorithms then determine the severity of the impact, activating green, yellow or red lights. This provides an objective measure of impact severity to inform treatment decisions and avoid long-term health effects from repeated head impacts. By making high-performance electronics stretchable and conformal to the head, CheckLight can provide new insights into head injuries during sports and activities.
This document provides an overview of design thinking and its growing importance for businesses. It discusses how design thinking helps organizations solve problems and create solutions in a customer-centric way. While some see design thinking as misunderstood or undervalued, others credit it with helping transform organizations like Deloitte. The document explores questions around how design thinking can be implemented, whether it is best situated within the marketing function, and why both large traditional companies and startups are increasingly adopting it. It aims to define design thinking and show how taking a design thinking approach can provide benefits such as exploring a range of solutions to present and future problems.
Collaboration across the pharma enterpriseAmy Morgan
This paper examines key success factors for effective collaboration in the pharmaceutical industry. In an industry where speed to market is critical and where informed and timely decisions can have large financial implications, collaboration is a key factor to ensure value is delivered. Consequently, considerable investment is being made by pharmaceutical companies to enable project teams to work more effectively together across departmental, functional, company and geographic boundaries.
The 10 Best Performing CEOs to Watch in 2020.” This issue focuses on some best performing CEOs out there who have made a significant mark in the industry.
Bus strseries unlockingvalue-sept2010 -psdsAnna Caraveli
The document discusses three management practices - open innovation, experimentation-driven discovery, and future-back migration mapping - that can help entrepreneurial businesses reduce risks and unlock value. It provides examples of how each practice has been successfully used: open innovation through crowdsourcing challenges like Netflix Prize and MIT Red Balloon Challenge; experimentation through tests by companies like Google, Best Buy, and McDonald's; and future-back migration mapping in Apple's development of the iPod ecosystem. The document argues that using these practices together in an integrated system can dramatically reduce risks for startups and help realize their full potential value.
Thomas Edison developed an innovative process for new product development using his laboratory in Menlo Park. He recorded experiments in detail to systematically track progress and avoid failures. Edison understood the need for products to be marketable by creating inventions that served customer needs. Modern companies benefit from implementing a stage-gate process for new product development, as Edison did, with distinct stages and decision points. This provides structure, accountability and helps ensure resources are used efficiently to successfully develop innovative products.
Josh Akrigg works as an Industrial Packaging Designer, designing packaging solutions for thermoformed plastic and natural fibres. His role involves progressing projects from initial designs through prototyping and into full-scale manufacture. This includes sketching ideas, CAD modelling, rendering visuals, prototyping, and making CAD alterations based on testing. He also participates in daily planning meetings. He has worked with brands like Reckitt Benckiser, TomTom, Beiersdorf, and others.
Reebok and MC10 have developed CheckLight, a soft, flexible skullcap that uses sensors and electronics to measure the force of impacts to the head and indicate severity through LED lights. Embedded in a stretchy material are an accelerometer and gyroscope that analyze linear and rotational forces of impacts. Sophisticated algorithms then determine the severity of the impact, activating green, yellow or red lights. This provides an objective measure of impact severity to inform treatment decisions and avoid long-term health effects from repeated head impacts. By making high-performance electronics stretchable and conformal to the head, CheckLight can provide new insights into head injuries during sports and activities.
This document provides an overview of design thinking and its growing importance for businesses. It discusses how design thinking helps organizations solve problems and create solutions in a customer-centric way. While some see design thinking as misunderstood or undervalued, others credit it with helping transform organizations like Deloitte. The document explores questions around how design thinking can be implemented, whether it is best situated within the marketing function, and why both large traditional companies and startups are increasingly adopting it. It aims to define design thinking and show how taking a design thinking approach can provide benefits such as exploring a range of solutions to present and future problems.
Running Head Microsoft Product expansion Microsoft Product Expans.docxglendar3
Running Head: Microsoft Product expansion Microsoft Product Expansion
1. Executive Summary
This business plan is about the product expansion of the most recognized and highly reputable company Microsoft. The company is famous from recent past years because of its strength and the highly satisfied deployment of products and services. The company is famous because of its reliable manufacturing and delivering of services in those regions where the technology was not actually higher. The company is decided to expand its business through product expansion. It is understood that the technology industry is vast and to lead the top market position, there is a need to do more sort of innovation with keen research of target market.
Basically, the company is planning to target the small and large organizations equally to provide them with the Cloud ERP facility by which the employee productivity would be increased. The new product expansion in the American market will bring the positive fluctuations in the economy. The company is planning to design the powerful strategy and the strong social media campaign to advertise it in estimated timelines and deadlines. The company vision and mission statement clearly indicate that it always put their customers as the highest priority.
2. Company Summary
a. History of Company
Microsoft is a highly successful American corporation. The company started with Bill Gates and Paul Allen, they both were childhood friends and also they are co-founders of the corporation (INDONESIA, 2014). They started the business in that age when it was hard to access the computer and they have a pair of the computer (Gaskin & Geoghan, 2016). Then they started their own small company by selling computers to the city of Seattle. In 1975, 29 July Bill Gates used the word Micro-Soft and then with the partnership of Paul Allen, the company name was registered as Microsoft. The company started with BASIC coding language development and then it designed a lot of product including the very first product “operating system” (Kvåle, 2016).
The company also produced the first-word processor which named as Multi-Tool Word. The company is highly famous because of its business expansion. The corporate is top rated in the entire world due to its product/services expansion in the global world. The company is operating on a large scale which is the major stimulator of its product expansion. Microsoft planned to expand its product to win the loyalty and hearts of its consumers once again. The company major goal is the technology exploration to facilitate the consumers which ultimately brings large revenue to the company. The new product expansion also has the target to break the record of financial benefits and customer loyalty. It’s not a piece of cake in this highly competitive world but Microsoft has strong hierarchies for product or service expansion. The company is trying to provide the new product for the businesses which is Cloud ERP.
b. Compa.
Running Head Microsoft Product expansion Microsoft Product Expans.docxtodd581
Running Head: Microsoft Product expansion Microsoft Product Expansion
1. Executive Summary
This business plan is about the product expansion of the most recognized and highly reputable company Microsoft. The company is famous from recent past years because of its strength and the highly satisfied deployment of products and services. The company is famous because of its reliable manufacturing and delivering of services in those regions where the technology was not actually higher. The company is decided to expand its business through product expansion. It is understood that the technology industry is vast and to lead the top market position, there is a need to do more sort of innovation with keen research of target market.
Basically, the company is planning to target the small and large organizations equally to provide them with the Cloud ERP facility by which the employee productivity would be increased. The new product expansion in the American market will bring the positive fluctuations in the economy. The company is planning to design the powerful strategy and the strong social media campaign to advertise it in estimated timelines and deadlines. The company vision and mission statement clearly indicate that it always put their customers as the highest priority.
2. Company Summary
a. History of Company
Microsoft is a highly successful American corporation. The company started with Bill Gates and Paul Allen, they both were childhood friends and also they are co-founders of the corporation (INDONESIA, 2014). They started the business in that age when it was hard to access the computer and they have a pair of the computer (Gaskin & Geoghan, 2016). Then they started their own small company by selling computers to the city of Seattle. In 1975, 29 July Bill Gates used the word Micro-Soft and then with the partnership of Paul Allen, the company name was registered as Microsoft. The company started with BASIC coding language development and then it designed a lot of product including the very first product “operating system” (Kvåle, 2016).
The company also produced the first-word processor which named as Multi-Tool Word. The company is highly famous because of its business expansion. The corporate is top rated in the entire world due to its product/services expansion in the global world. The company is operating on a large scale which is the major stimulator of its product expansion. Microsoft planned to expand its product to win the loyalty and hearts of its consumers once again. The company major goal is the technology exploration to facilitate the consumers which ultimately brings large revenue to the company. The new product expansion also has the target to break the record of financial benefits and customer loyalty. It’s not a piece of cake in this highly competitive world but Microsoft has strong hierarchies for product or service expansion. The company is trying to provide the new product for the businesses which is Cloud ERP.
b. Compa.
The global innovation 1000 strategy-business winter-2013Reza Seifollahy
Exhibit C). However, the software
computing and electronics sector's continued dominance in R&D spending, the software and internet sector saw the largest growth in spending in 2013. The top 20 R&D spending companies accounted for nearly 25% of total worldwide spending of $638 billion. New digital tools are being adopted across various stages of the innovation process, from gathering customer insights to product development and monitoring post-launch performance, but their effectiveness varies.
Is your company reaping ecosystem advantages??Browne & Mohan
Companies are increasing realizing there is a limit to which internal investments and resources can contribute to their sustainable competitive advantage and innovation. Companies need to build capabilities, systems and process not only to generate ideas and paths from internal sources, they also need approaches to identify, integrate and exploit their ecosystem partners. In this paper, Browne & Mohan consultants share what values can each of the player in the ecosystem bring to the company and how they can be systematically harnessed.
Design has evolved from being applied primarily to physical objects to more complex domains like user experiences, corporate strategies, and systems. As designs have increased in complexity, gaining acceptance from stakeholders has become a greater challenge. To address this, the introduction or "intervention" of a new design can be treated as its own design problem through an iterative process involving users. This approach helped an organization in Peru successfully introduce innovations like a new school system and programs to develop local suppliers. By carefully designing interventions, complex new designs are more likely to be adopted.
From Co-creation to Structural CollaborationTom De Ruyck
The document discusses structural collaboration between companies and customers. It begins by defining structural collaboration as integrating customer voice into all decision making flows of a company on an ongoing basis. It then outlines four key objectives of structural collaboration: 1) Create better products and improve customer service and communication 2) Become more agile 3) Add consumer feeling to managerial gut feeling 4) Gain marketing and PR benefits. Finally, it discusses five pillars necessary for successful structural collaboration: 1) Fit with company culture 2) Select the right participants 3) Gain C-level involvement and support 4) Treat internal and external similarly 5) Measure impact.
Co-creation is a hot topic these days. Involving customers in the decision flow of a brand/company is one of the cool, new ways of doing marketing. In our research we found that some companies go a few steps further. Some succeed in intergrating the voice of the customer in ALL their decision flows. This paper describes the different steps to evolve from a one time co-creation project to structural collaboration.
Innovation and hence new product development is critical for b2 b firmsBhagatnairita
Developing new products is crucial for business-to-business (B2B) firms to maintain market share and competitiveness. However, many companies struggle with new product development, with only a small percentage of concepts proving successful. The best performing B2B firms balance investments in new products with current sales, analyze performance data to develop significantly improved products, and follow a disciplined and repeatable development process led by cross-functional teams. They also focus on understanding customer needs and planning commercial launches. Continuous innovation is important for B2B firms, though products cannot change completely due to base requirements. Being the first to market with an innovative new feature can provide significant advantages.
DAN Brand Accelerator: Client Pitch KeynoteJason Newport
Here is the Brand Accelerator pitch deck I began using to pitch current clients more than two years ago. I refined as we advanced through each phase once clients had signed on and we adjusted as necessary. I pitched this to more than twenty clients, all household brand names -- an converted each of them. Not a single brand declined to move forward.
This document summarizes key points from a lecture on technology strategy. It discusses how technology strategy influences corporate strategy by addressing what business a company should be in. It notes that technology strategy is highly dynamic in new industries and involves forecasting new technologies and deciding how and when to respond. Technology strategists must balance the risks of being first to market with waiting to respond to developments. Complementary assets, timing, and positions as first-movers or laggards also impact technology strategy choices. Strategies should consider trends like demographics, networks, and enabling technologies. Effective strategies focus offerings for early adopters separately from pragmatists and cross the chasm between them.
Startup Engagement : Best Practices for Large OrganizationsMohsen Mokhtari
The document discusses Innovation Leader's annual corporate innovation conference called Impact. Impact helps senior innovation professionals at large organizations learn how to deliver value and real business impact. At Impact 2019, senior executives from successful companies like Comcast NBCUniversal, Bose, and Nationwide will share insights and lessons learned. The conference involves interactive sessions, workshops, and networking opportunities. It provides actionable takeaways, frameworks and tools. The goal is for participants to gain skills and access a network of other innovation professionals.
The document also provides information about Techstars sponsoring Innovation Leader's research on startup engagement strategies for large organizations. Techstars has insights from its corporate partnerships on disruption facing large companies. The research includes survey data and interviews with
The document summarizes key findings from Booz & Company's annual study of R&D spending by the top 1000 global innovators. It finds that total R&D spending increased 5.8% in 2013 to $638 billion, returning to the long-term average growth rate. Computing and electronics remains the highest spending sector but saw slower growth, while the software and internet sector saw stronger growth and was the largest contributor to overall spending growth. The use of digital tools to support innovation is increasing and companies that make significant use of such tools report better financial performance.
Booz co 2013-global-innovation-1000-study-navigating-the-digital-futureBURESI
The document summarizes key findings from Booz & Company's annual study of R&D spending by the top 1000 global innovators. It finds that total R&D spending increased 5.8% in 2013 to $638 billion, returning to the long-term average growth rate. Digital tools now account for 8.1% of R&D budgets on average and are influencing innovation across all stages. Companies using digital tools extensively report higher financial performance. The computing and electronics industry remains the largest spender but software and internet saw the biggest growth.
The document discusses new technologies that may help differentiate roofing contractors' businesses. It summarizes a few startup companies providing new approaches to areas like website development, online training, and photo storage. The document encourages contractors to research new technologies by asking other contractors for referrals and checking online reviews. Contractors are advised to visit trade shows to explore technology options from both new and established companies.
This document summarizes the key insights from a research study on collaborative innovation between consumer packaged goods (CPG) manufacturers and retailers. The research found that collaborative innovation can provide benefits like increased sales and profits of 15-20% by better satisfying customer needs. However, it requires manufacturers and retailers to shift away from traditional adversarial relationships to more collaborative partnerships. The study identifies best practices for collaborative innovation in four areas: developing a strategy, collaborative business planning, internal organizational changes, and building trusted relationships. Adopting these practices can help companies better implement collaborative innovation initiatives to drive business growth.
P&G uses a connect and develop model for innovation where they collaborate with organizations and individuals around the world to find proven technologies and products they can improve. They seek ideas that already have some success and consumer interest. P&G taps both closed and open networks to look for ideas from various sources. They have technology entrepreneurs who help source ideas and six connect and develop hubs globally. P&G also connects with suppliers, NineSigma, InnoCentive, YouEncore, and Yet2.com to source innovation. Ideas are initially screened by technology entrepreneurs and may be tested before potential development.
The Software Manager"s Guide to Practical Innovationmacadamian
Software teams are constantly looking for new ways to innovate ahead of the competition - from new features to stunning design to modern technology. But have you noticed how little practical, actionable information exists on how to actually achieve this?
The Software Manager's Guide to Practical Innovation. It’s filled with tangible advice on how to differentiate software products through design and development, based on real life lessons learned while working with product managers and teams.
2022: The Year Technology and New Work Models Come Together To Enable Continu...Dana Gardner
Transcript of a discussion on how technology will improve the ways businesses operate and enable employees to remain productive and content in the coming year.
Personalized Care Drives Medical Product Innovation_D2P_Feb15Mark Shortt
This document discusses the growing role of electronics, software, and connectivity in medical devices. It notes that computer control and software allow for customization and refinements through updates. Wireless technologies are also spreading to medical devices and fueling growth in mobile health markets like vital signs monitoring. The market for clinical medical devices is expected to surpass consumer devices by 2020 due to larger revenue streams from value-added software services. The document also discusses how startups are working on point-of-care diagnostic devices but need guidance on defining user needs, and how personalized care is driving innovation through mobile health devices that enable remote monitoring.
A Medical Device Manufacturer's Dream_D2P_March 2015Mark Shortt
Mayfield Plastics is a thermoforming company with over 40 years of experience manufacturing custom plastic parts for medical devices. They specialize in producing highly cosmetic parts through pressure forming to meet customers' strict quality and timeline requirements. Mayfield offers in-house engineering, design, tooling, and production capabilities to provide a turnkey solution from concept to market launch. Their experience working with major medical device companies and ability to take over full product development sets them apart from other thermoformers.
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Running Head Microsoft Product expansion Microsoft Product Expans.docxglendar3
Running Head: Microsoft Product expansion Microsoft Product Expansion
1. Executive Summary
This business plan is about the product expansion of the most recognized and highly reputable company Microsoft. The company is famous from recent past years because of its strength and the highly satisfied deployment of products and services. The company is famous because of its reliable manufacturing and delivering of services in those regions where the technology was not actually higher. The company is decided to expand its business through product expansion. It is understood that the technology industry is vast and to lead the top market position, there is a need to do more sort of innovation with keen research of target market.
Basically, the company is planning to target the small and large organizations equally to provide them with the Cloud ERP facility by which the employee productivity would be increased. The new product expansion in the American market will bring the positive fluctuations in the economy. The company is planning to design the powerful strategy and the strong social media campaign to advertise it in estimated timelines and deadlines. The company vision and mission statement clearly indicate that it always put their customers as the highest priority.
2. Company Summary
a. History of Company
Microsoft is a highly successful American corporation. The company started with Bill Gates and Paul Allen, they both were childhood friends and also they are co-founders of the corporation (INDONESIA, 2014). They started the business in that age when it was hard to access the computer and they have a pair of the computer (Gaskin & Geoghan, 2016). Then they started their own small company by selling computers to the city of Seattle. In 1975, 29 July Bill Gates used the word Micro-Soft and then with the partnership of Paul Allen, the company name was registered as Microsoft. The company started with BASIC coding language development and then it designed a lot of product including the very first product “operating system” (Kvåle, 2016).
The company also produced the first-word processor which named as Multi-Tool Word. The company is highly famous because of its business expansion. The corporate is top rated in the entire world due to its product/services expansion in the global world. The company is operating on a large scale which is the major stimulator of its product expansion. Microsoft planned to expand its product to win the loyalty and hearts of its consumers once again. The company major goal is the technology exploration to facilitate the consumers which ultimately brings large revenue to the company. The new product expansion also has the target to break the record of financial benefits and customer loyalty. It’s not a piece of cake in this highly competitive world but Microsoft has strong hierarchies for product or service expansion. The company is trying to provide the new product for the businesses which is Cloud ERP.
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Running Head Microsoft Product expansion Microsoft Product Expans.docxtodd581
Running Head: Microsoft Product expansion Microsoft Product Expansion
1. Executive Summary
This business plan is about the product expansion of the most recognized and highly reputable company Microsoft. The company is famous from recent past years because of its strength and the highly satisfied deployment of products and services. The company is famous because of its reliable manufacturing and delivering of services in those regions where the technology was not actually higher. The company is decided to expand its business through product expansion. It is understood that the technology industry is vast and to lead the top market position, there is a need to do more sort of innovation with keen research of target market.
Basically, the company is planning to target the small and large organizations equally to provide them with the Cloud ERP facility by which the employee productivity would be increased. The new product expansion in the American market will bring the positive fluctuations in the economy. The company is planning to design the powerful strategy and the strong social media campaign to advertise it in estimated timelines and deadlines. The company vision and mission statement clearly indicate that it always put their customers as the highest priority.
2. Company Summary
a. History of Company
Microsoft is a highly successful American corporation. The company started with Bill Gates and Paul Allen, they both were childhood friends and also they are co-founders of the corporation (INDONESIA, 2014). They started the business in that age when it was hard to access the computer and they have a pair of the computer (Gaskin & Geoghan, 2016). Then they started their own small company by selling computers to the city of Seattle. In 1975, 29 July Bill Gates used the word Micro-Soft and then with the partnership of Paul Allen, the company name was registered as Microsoft. The company started with BASIC coding language development and then it designed a lot of product including the very first product “operating system” (Kvåle, 2016).
The company also produced the first-word processor which named as Multi-Tool Word. The company is highly famous because of its business expansion. The corporate is top rated in the entire world due to its product/services expansion in the global world. The company is operating on a large scale which is the major stimulator of its product expansion. Microsoft planned to expand its product to win the loyalty and hearts of its consumers once again. The company major goal is the technology exploration to facilitate the consumers which ultimately brings large revenue to the company. The new product expansion also has the target to break the record of financial benefits and customer loyalty. It’s not a piece of cake in this highly competitive world but Microsoft has strong hierarchies for product or service expansion. The company is trying to provide the new product for the businesses which is Cloud ERP.
b. Compa.
The global innovation 1000 strategy-business winter-2013Reza Seifollahy
Exhibit C). However, the software
computing and electronics sector's continued dominance in R&D spending, the software and internet sector saw the largest growth in spending in 2013. The top 20 R&D spending companies accounted for nearly 25% of total worldwide spending of $638 billion. New digital tools are being adopted across various stages of the innovation process, from gathering customer insights to product development and monitoring post-launch performance, but their effectiveness varies.
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Companies are increasing realizing there is a limit to which internal investments and resources can contribute to their sustainable competitive advantage and innovation. Companies need to build capabilities, systems and process not only to generate ideas and paths from internal sources, they also need approaches to identify, integrate and exploit their ecosystem partners. In this paper, Browne & Mohan consultants share what values can each of the player in the ecosystem bring to the company and how they can be systematically harnessed.
Design has evolved from being applied primarily to physical objects to more complex domains like user experiences, corporate strategies, and systems. As designs have increased in complexity, gaining acceptance from stakeholders has become a greater challenge. To address this, the introduction or "intervention" of a new design can be treated as its own design problem through an iterative process involving users. This approach helped an organization in Peru successfully introduce innovations like a new school system and programs to develop local suppliers. By carefully designing interventions, complex new designs are more likely to be adopted.
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The document discusses structural collaboration between companies and customers. It begins by defining structural collaboration as integrating customer voice into all decision making flows of a company on an ongoing basis. It then outlines four key objectives of structural collaboration: 1) Create better products and improve customer service and communication 2) Become more agile 3) Add consumer feeling to managerial gut feeling 4) Gain marketing and PR benefits. Finally, it discusses five pillars necessary for successful structural collaboration: 1) Fit with company culture 2) Select the right participants 3) Gain C-level involvement and support 4) Treat internal and external similarly 5) Measure impact.
Co-creation is a hot topic these days. Involving customers in the decision flow of a brand/company is one of the cool, new ways of doing marketing. In our research we found that some companies go a few steps further. Some succeed in intergrating the voice of the customer in ALL their decision flows. This paper describes the different steps to evolve from a one time co-creation project to structural collaboration.
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This document summarizes key points from a lecture on technology strategy. It discusses how technology strategy influences corporate strategy by addressing what business a company should be in. It notes that technology strategy is highly dynamic in new industries and involves forecasting new technologies and deciding how and when to respond. Technology strategists must balance the risks of being first to market with waiting to respond to developments. Complementary assets, timing, and positions as first-movers or laggards also impact technology strategy choices. Strategies should consider trends like demographics, networks, and enabling technologies. Effective strategies focus offerings for early adopters separately from pragmatists and cross the chasm between them.
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The document also provides information about Techstars sponsoring Innovation Leader's research on startup engagement strategies for large organizations. Techstars has insights from its corporate partnerships on disruption facing large companies. The research includes survey data and interviews with
The document summarizes key findings from Booz & Company's annual study of R&D spending by the top 1000 global innovators. It finds that total R&D spending increased 5.8% in 2013 to $638 billion, returning to the long-term average growth rate. Computing and electronics remains the highest spending sector but saw slower growth, while the software and internet sector saw stronger growth and was the largest contributor to overall spending growth. The use of digital tools to support innovation is increasing and companies that make significant use of such tools report better financial performance.
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The document summarizes key findings from Booz & Company's annual study of R&D spending by the top 1000 global innovators. It finds that total R&D spending increased 5.8% in 2013 to $638 billion, returning to the long-term average growth rate. Digital tools now account for 8.1% of R&D budgets on average and are influencing innovation across all stages. Companies using digital tools extensively report higher financial performance. The computing and electronics industry remains the largest spender but software and internet saw the biggest growth.
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This document summarizes the key insights from a research study on collaborative innovation between consumer packaged goods (CPG) manufacturers and retailers. The research found that collaborative innovation can provide benefits like increased sales and profits of 15-20% by better satisfying customer needs. However, it requires manufacturers and retailers to shift away from traditional adversarial relationships to more collaborative partnerships. The study identifies best practices for collaborative innovation in four areas: developing a strategy, collaborative business planning, internal organizational changes, and building trusted relationships. Adopting these practices can help companies better implement collaborative innovation initiatives to drive business growth.
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A Medical Device Manufacturer's Dream_D2P_March 2015Mark Shortt
Mayfield Plastics is a thermoforming company with over 40 years of experience manufacturing custom plastic parts for medical devices. They specialize in producing highly cosmetic parts through pressure forming to meet customers' strict quality and timeline requirements. Mayfield offers in-house engineering, design, tooling, and production capabilities to provide a turnkey solution from concept to market launch. Their experience working with major medical device companies and ability to take over full product development sets them apart from other thermoformers.
The document summarizes the development of the 94Fifty Smart Sensor Basketball, a basketball equipped with sensors that provides real-time feedback on a player's skills to their smartphone. It was created by InfoMotion Sports Technologies to help players of any level improve more efficiently through accurate measurements of their dribbling, shooting, and muscle memory. The basketball uses 9 motion sensors and Bluetooth to analyze a player's performance and instantly deliver coaching feedback on their form and technique via a mobile app. It allows users to track their progress, compete against others, and share results on social media.
Living the Dream - A Tool & Die Engineer Controls His Destiny (May 2015)Mark Shortt
Boris Elbaum immigrated to the US from the Soviet Union in 1989 to pursue more freedom and opportunity. In the Soviet Union, there were heavy restrictions on individual freedom and it was difficult to own private property or start a business. After arriving in Los Angeles with little money, Elbaum started his own tool and die design company and later purchased a washer and stamping manufacturer called Mr. Washerman. Today, Mr. Washerman employs 14 people and produces custom washers and stampings for industries like automotive and aerospace. Though it is challenging to run a small manufacturing business with high costs, Elbaum has found success through flexibility, fast turnaround on custom orders, and competitive pricing.
Will Additive Manufacturing Take Flight (D2P, November 2013)Mark Shortt
The document discusses the growing interest and projected growth of the 3D printing/additive manufacturing industry. It notes that the industry is expected to grow from $2.2 billion in 2012 to over $10 billion by 2021, with aerospace, medical, and automotive projected to generate the most demand. While interest and potential is growing, challenges around materials performance and printer throughput remain. The document also discusses how companies like GE are using 3D printing to produce parts for applications like jet engines and are exploring how to leverage 3D printing's design flexibility.
A New Reason to Rethink Offshoring (D2P, September 2013Mark Shortt
The document discusses a new low-cost robot called Baxter created by Rethink Robotics that is designed to make US manufacturing more competitive. Baxter costs under $30,000, can perform simple repetitive tasks safely alongside people without cages, and is easy to program. Its low price point is helping more manufacturers adopt new automation technologies. Rethink plans to continually add new capabilities through software updates, treating Baxter like a platform that increases in value over time rather than depreciating like traditional hardware.
Harry Moser Wants You to Join the Reshoring MovementMark Shortt
Harry Moser founded the non-profit Reshoring Initiative to bring manufacturing jobs back to the US. He believes $600 billion of manufacturing could be reshored, creating 3 million manufacturing jobs. Moser advocates using the Total Cost of Ownership Estimator tool to help companies account for all costs of offshoring production rather than just direct costs. The tool and Moser's efforts are helping increase awareness of the total costs of offshoring among manufacturers.
Merger of Software and Hardware Has Big Implications for Manufacturing and De...Mark Shortt
The document discusses the merging of software and hardware known as the Internet of Things (IoT). It describes how major tech companies like Google have been acquiring hardware and robotics companies, signaling their interest in moving into the physical products space. The IoT is projected to connect over 50 billion devices by 2020, creating vast opportunities for new markets. Tech companies' expansion into hardware will create opportunities for contract manufacturers to partner with them and help bring new connected products to market. The convergence of software and hardware is driving innovation and is explored at the first Solid Conference, with exhibits showing new products at the intersection of these fields.
The document discusses how collaboration in design and manufacturing is becoming increasingly important. It provides examples of companies innovating through collaboration, including Divergent Microfactories developing a prototype supercar through an integrated design team approach. Autodesk's CTO discusses trends toward more open source design and crowdsourcing ideas. Collaboration allows companies to innovate faster and suppliers to help customers reduce costs and improve quality.
The Collaboration Imperative - Why it's Critical (D2P Aug15 CoverStory)
Product Development for the Big, Bold, & Ambitious (D2P Nov 2015)
1. 44
By Mark Shortt
Helping some of the world’s best known companies create
products that generate outsize impacts in their respective fields,
or even beyond, isn’t bad work if you can get it. That’s exactly
what the scientists and engineers at Nano Terra, a small product
development company in Cambridge, Mass., do when they go
about their daily business.
Nano Terra describes itself as an innovation accelerator, one
that contributes expertise in fields like surface science, print-
ing and patterning, and advanced materials to help companies
develop and commercialize transformational products. The
company began in 2006, licensing a large technology portfolio
from the George Whitesides laboratory at Harvard University.
Today, it employs about 30 at its own lab in Cambridge, where
its scientists and engineers work on ambitious co-development
programs with some of the world’s biggest players in the aero-
space, automotive, oil and gas, electronics, and consumer goods
industries, among many others. Nano Terra says that it has
worked on commercial co-development programs with more
than 30 companies, including 3M, Boeing, Honeywell, Merck
KGaA, Infineum, Ahlstrom, and Pentair.
Nano Terra Managing Director Brian Mayers, who had pre-
viously worked as a postdoctoral fellow at Harvard in the labs
of Nano Terra co-founder, Professor George Whitesides, was
the first scientist in the door when Nano Terra started nearly
ten years ago.
“We develop new and innovative products, largely through
co- development with our commercial partners,” said Mayers
in a recent phone interview. “We are built as a co-development
company, to bring new technologies from proof-of-concept to
prototype to product. We’re very technologically deep, with
world-class expertise in advanced materials, surface science, and
in materials from the macro scale down to the molecular scale,
and we apply that expertise to do product-focused innovation.
“We leverage the capabilities that we have in house, and
we pull in technologies as needed from university or corporate
partners,” Mayers continued. “But what really differentiates
us is our ability to take those technologies and put them into
real prototypes and into real products. It’s technology that is
applied. We’re very much a heavy technology company, but
where the rubber meets the road, we can actually create proto-
types and products that lead to things that you can make in a
manufacturing-relevant way.”
In addition to advanced materials and surface science, Nano
Terra’s strengths include printing and patterning; chemistry and
polymers; engineering and modeling, and rapid prototyping.
Nano Terra has worked on a broad range of new technologies,
including designing new classes of molecules; formulating
advanced polymers, gels and adhesives; creating encapsulated
and coated particles, both nanoscale and microscale; developing
advanced sensor concepts; printing and patterning at high reso-
lutions onto flat, flexible, and curved substrates; and designing
and engineering new product concepts.
“Our capabilities either enhance existing or create entirely
new products in a broad range of areas,” the company states
on its website (www.nanoterra.com). These areas are reported
to include smart materials and surfaces; flexible electronics,
such as displays and electronic packaging; energy, including
fuel cells, batteries, and solar power; sensors; consumer goods;
and industrial products and processes.
Nano Terra received a 2014 Boeing Performance Excellence
Award from The Boeing Company, in recognition of superior
performance and having maintained a Silver composite per-
formance rating for each month of the 12-month performance
period, from Oct. 1, 2013, to Sept. 30, 2014.
“We’ve been working with Boeing for at least as long as
I’ve been here—six years—on a variety of programs, and we
consider Boeing to be a very good partner, a great company to
work with,” Nano Terra Vice President of Business Development
Mike Fuerstman told D2P in an interview. “We were very proud
to get that kind of award because it gives another point of valida-
tion for the partnership model that Nano Terra was built on.”
Mike Fuerstman joined Brian Mayers recently in speaking
with D2P about the company’s work in co-developing innovative
products. Following are edited excerpts of our conversation.
D2P: How is Nano Terra able to help accelerate the innova-
tion process?
Brian Mayers: There are three key ways. First, we are flexible,
nimble, and we work very quickly. So for a lot of the companies
we work with, particularly the larger companies, where it may
take them a month to get a chemical in the door, in terms of
checking off all the boxes required, we can produce samples,
create a prototype, and get the thing back to them in the same
time it takes them to get that chemical in the building. So we
work quickly.
The second is that we’re able to leverage the work we do
across a number of industries to help get to an answer more
quickly, or bring in a new set of technologies that they may not
have seen, or may not have access to.
COLLABORATION
Product Development for
the Big, Bold, and Ambitious
Got any ideas for innovations that could unlock a potentially huge and lucrative market? A small company in
Massachusetts works with major players to bring transformative products to the commercial marketplace.
2.
3. 46 DESIGN-2-PART magazine • November 2015
And then the third way is that we really align our objectives
with creating products for our customers. And our business
model incentivizes us to complete the projects quickly and get
those products to market. We’ve actually brought products to
market from blackboard to delivery in less than 18 months.
D2P: You work with companies on developing what are called
transformational products. What are companies typically try-
ing to accomplish with that type of product?
Mike Fuerstman: Generally, when we engage with a potential
partner, we try to get them to think about the kinds of innova-
tions that can really move the needle for their business in a
significant way. Oftentimes, while many companies try to look
towards that kind of objective, the bulk of their R&D efforts are
focused on the sort of everyday blocking and tackling that they
have to do in order to meet their customers’ immediate-term
needs. Those efforts are not really transformational, though;
they’re continuing the business along the same path. Companies
certainly do need to put resources towards addressing their
customers’ immediate-term needs, but they can lose sight of
what’s happening two steps down the road. So we talk with our
partners about what can be done to really provide a transfor-
mational innovation and create a new product line that enables
significant new revenue streams, and how Nano Terra can play
a role in developing those technologies with those companies.
D2P: The process of integrating lab-developed technologies
into new products can be very challenging. What gave Nano
Terra’s founding team reason to believe that its technology
expertise could be successfully applied to product development
in the commercial realm?
Brian Mayers: For one, we had a phenomenal founding team,
led by Harvard University Professor, George Whitesides, who’s
not only successful in his academic career, but has also founded
a number of companies that have been very successful in the
market—including Genzyme, Theravance, Geltex, and others—
with a market cap over $20 billion. He and our other found-
ers brought significant expertise in technology and business
development that enabled us to have confidence that we could
leverage our capabilities to put together a successful company.
D2P: If you were to summarize some specific benefits a
manufacturer might get through collaboration, such as rapid
product development or innovation, what would you say?
Brian Mayers: In the simplest form, it’s seeing beyond the next
quarter, beyond just supporting existing products. Often, it
takes hiring an outsider to do that, so a company can go after
some of the bigger fish, but not lose what’s currently in the pan.
Working with a company like Nano Terra that solves problems
across a range of industries allows our partners to exploit tech-
nologies from other industries that they may not have otherwise
known about.
Mike Fuerstman: There’s a bit of pattern recognition that helps
Nano Terra to solve other companies’ challenges in a more suc-
cessful way. Nano Terra’s partner list is extremely diverse. We’ve
worked with companies in the aerospace business, to consumer
goods, water treatment, animal care products, chemicals, food,
analytical devices.
Brian Mayers: And that’s just the work we do with commercial
partners. About a third of our business is with the U.S. Govern-
ment. We have programs with the DoE, DoD, NIH, so we can
apply those technologies to cross-pollinate into our work in
creating products for our commercial customers.
4. 47November 2015 • www.d2pmagazine.com
Mike Fuerstman: From what I’ve seen,
if you’re a company that’s focusing on a
specific set of industries, or even if you’re
a bigger conglomerate that’s all over
the map, often times, you still don’t see
the connections between some of those
industries and some of the technologies
that are used to solve challenges in differ-
ent industries. So, the fact that we’ve seen
quite a bit—and quite broadly—enables
us, in many cases, to say, “Oh, I think we
have something here,” or “We’ve seen
this or we’ve tried that, and that could
slide in here, and won’t solve the prob-
lem directly, but will get us quite far down
the path and enable us to come up with
some really great ideas.”
Ideally, conglomerates should be able
to leverage their technologies across busi-
ness units. I was having lunch with a VP
level guy we worked with at one of our
partners. He’s at a large conglomerate, a
company with many different operating
units. And he was, for a long time, in
one particular division that focused on
one industry. And then he got moved
over to lead a very different business unit
with very different customer sets and very
different technical challenges. They were
trying to tackle a particularly problematic
engineering challenge, and he said, “I’ve
seen this before. We have a technology
that we developed on the other side of
the business that could be really useful
here,” and he was able to bring it over.
The problem is that those kinds
of things don’t happen all the time in
these large companies, and usually only
when people move from one business
to another. So Nano Terra can help to
bring some of those technical solutions
across industries. And for some of our
smaller-sized customers, Nano Terra is
often one of the only viable ways they
have of getting that kind of broad view.
And then there’s a third benefit to
our partners—this idea of flexible ac-
cess to our expertise. We have a team of
experts in several functional areas that
many of the partners we work with either
don’t have in house, or have deployed
already against near-term technology
development needs. And so bringing
in and staffing up this expertise is not
really feasible, certainly not on a rapid
time scale.
D2P: You mentioned the ability to
problem solve across industries by taking
technologies from one industry and ap-
plying them to another. Does this make
for a lot of unanticipated solutions?
Brian Mayers: Without a doubt.
Mike Fuerstman: Yes, it’s a really fun
thing to see, actually. Since I head up
business development, I don’t manage
any of the science programs directly, but
I check in to see how things are going.
It’s always amazing, the ebb and flow of
innovation and the surprising things that
come out of it.
D2P: Can you explain the process of
how Nano Terra engages with a custom-
er, and what this collaborative process
actually entails as you go forward?
Mike Fuerstman: There’s never one way
that the process goes every time, but we
do, generally, have a way of approaching
it. When we talk with a company about
who we are, we talk a little bit about the
background of the company and our
expertise to give them a frame of refer-
ence, but we almost always start the con-
versation with the question “What kind
of innovation would create value for your
company, in your industry?”
We try not to focus on the specific
technologies that we currently have. We
think about the expertise that we have,
5. 48 DESIGN-2-PART magazine • November 2015
but we want to focus on the product. What kind of product will
create value, and then how do we develop it?
And so we sit with our partners and come up with a list of
potential opportunities for new products or new features for
existing products. These ideas can come from many different
places. We do some brainstorming here, especially if it’s an
industry that we’re familiar with. Or if the potential partner
makes products that we’re consumers of, we’ll sit around and
have a discussion around what kinds of innovations would we
love to see be developed. And our partners will also have quite
a bit of market intelligence work that they’ve done to come up
with a list of things that are interesting as well.
We also have brainstorming discussions between teams at
Nano Terra and our partner, typically under confidentiality
agreements. And then we generate a big list of opportunities,
with anywhere from a few items to dozens. We then try to dive
deeper into those items from a technical standpoint, and also
from a value standpoint. So we challenge the partners to say,
really, how can this create value for you? Is this something
that’s going to reduce the cost of goods by a half a percent, or
a tenth of a percent, and it’s not really a huge opportunity, or
is it something that’s going to open up a new hundred million
dollar ($100 million) market for you?
Once we look at that from a value standpoint, we look at it
from a technical fit standpoint. Do we have the skills to do it?
Do we have some compelling ideas that we’d like to try that we
think are worth going at? We also think about technical risk, so
we’re prioritizing these challenges or opportunities based on
potential value, technical fit, technical risk, and we also think
about what kind of resources would be required to address
those opportunities.
And once we’ve got this list prioritized, we can figure out with
our partners which projects make the most sense to work on.
Many of the companies we talk to have no shortage of creative
ideas if they look in the right places, and then it’s just a matter
of lining them up in a way that really unlocks what the valuable
innovations would be.
D2P: Are Nano Terra’s capabilities more relevant to any par-
ticular product categories, or do they have broad application
across industries?
Brian Mayers: It’s pretty broad. Most industries can benefit
from advanced materials or surface engineering. As Mike said,
we’ve worked with leading players in a number of industries—
aerospace, automotive, medical devices, consumer goods,
agriculture, chemicals, oil and gas, packaging, food, electronic
materials, and so forth. And add to that the list of things we’ve
done in our government work, with entities like the NIH, DoE,
and DoD, and you get a sense for the really broad spectrum of
areas that we’re involved in.
It’s hard to be everything to everyone, but if you pull it back to
what our core capabilities are, and this idea of materials science,
surface engineering, and patterning, it’s actually surprising how
applicable that is to many of these companies that create things.
Anyone who’s in the business of creating a product is using a
material, and that material has an interface with the world, which
is its surface. And so the tools that we have, and the expertise
that we have, some of which we’ve pulled from Harvard, from
the Whitesides Lab, some of which we’ve developed ourselves,
really allow us to control those materials and their surfaces, and
get to groundbreaking new products.