This document discusses new product introduction (NPI) and the NPI process. It describes that NPI involves developing original products through a company's research and development efforts. An effective NPI process involves an integrated cross-functional team and tollgate process to develop a product from concept to commercialization through stages of planning, design, testing, production, and distribution. Managing the NPI process is important to control costs and ensure a successful product launch.
The document discusses various aspects of business models including value propositions, profit models, customer relationships, and key activities. It provides examples of different business model types such as subscription, loyalty programs, and low-cost carriers. Framework tools for designing business models are also introduced, including the value proposition designer and business model canvas for mapping the key elements of a business.
Ireland Chinese Entrepreneurs meeting 1Lawrence Lee
The document summarizes a startup workshop that provided information on starting a business. It discussed stages of developing a high potential company from searching for a business model to large-scale execution. It also covered topics like proving a concept, commercial development stages, team development stages, and funding development stages. The workshop included breakout groups for idea generation and pitching top ideas. Participants were given guidance on further concept elaboration, market understanding, financial planning, and next steps to continue project development after the workshop.
This document discusses human resources challenges for startups. It describes the CEO, CTO, and CFO as "superheroes" who each have critical roles to play in a startup's success. However, these individuals often struggle with transitioning skills from previous roles and balancing multiple responsibilities. The document suggests that startups implement mentorship programs and clearly define roles and responsibilities to help superheroes develop new skills and work as effective teams. While technology and intellectual property are important, the document emphasizes that the quality of a startup's partners and network are even more critical to innovating successfully.
The document discusses business models and entrepreneurship. It provides examples of different business model components, patterns, and frameworks. Key aspects covered include the value proposition, customer segments, revenue streams, and profit patterns. Frameworks like the business model canvas and business architecture are presented. The document aims to educate readers on designing and analyzing business models.
The document discusses TechBA, a program that helps technology companies expand globally. It provides details on TechBA's branches, focus sectors in Seattle like information technology, aerospace, and biotechnology. It outlines TechBA Seattle's results in generating international sales and jobs for participating companies. The document also summarizes a bootcamp program that TechBA runs to help companies develop minimum viable products and test hypotheses over 5 weeks.
TechBA, a Success Model for Technology Companies going Global by Itzam De Gor...TechBA Seattle
The document discusses several technology companies that participated in TechBA's acceleration program. It provides details about each company's achievements and barriers. Some key points include:
- One mobile app company increased international sales to $160 million and generated 3,500 new high-paying jobs.
- A consulting firm became a Microsoft Certified Partner in less than 3 months and secured a contract to develop Azure training programs.
- A gaming company's app became the #1 downloaded app in Mexico on iTunes, ahead of popular brands like Angry Birds.
This document discusses new product introduction (NPI) and the NPI process. It describes that NPI involves developing original products through a company's research and development efforts. An effective NPI process involves an integrated cross-functional team and tollgate process to develop a product from concept to commercialization through stages of planning, design, testing, production, and distribution. Managing the NPI process is important to control costs and ensure a successful product launch.
The document discusses various aspects of business models including value propositions, profit models, customer relationships, and key activities. It provides examples of different business model types such as subscription, loyalty programs, and low-cost carriers. Framework tools for designing business models are also introduced, including the value proposition designer and business model canvas for mapping the key elements of a business.
Ireland Chinese Entrepreneurs meeting 1Lawrence Lee
The document summarizes a startup workshop that provided information on starting a business. It discussed stages of developing a high potential company from searching for a business model to large-scale execution. It also covered topics like proving a concept, commercial development stages, team development stages, and funding development stages. The workshop included breakout groups for idea generation and pitching top ideas. Participants were given guidance on further concept elaboration, market understanding, financial planning, and next steps to continue project development after the workshop.
This document discusses human resources challenges for startups. It describes the CEO, CTO, and CFO as "superheroes" who each have critical roles to play in a startup's success. However, these individuals often struggle with transitioning skills from previous roles and balancing multiple responsibilities. The document suggests that startups implement mentorship programs and clearly define roles and responsibilities to help superheroes develop new skills and work as effective teams. While technology and intellectual property are important, the document emphasizes that the quality of a startup's partners and network are even more critical to innovating successfully.
The document discusses business models and entrepreneurship. It provides examples of different business model components, patterns, and frameworks. Key aspects covered include the value proposition, customer segments, revenue streams, and profit patterns. Frameworks like the business model canvas and business architecture are presented. The document aims to educate readers on designing and analyzing business models.
The document discusses TechBA, a program that helps technology companies expand globally. It provides details on TechBA's branches, focus sectors in Seattle like information technology, aerospace, and biotechnology. It outlines TechBA Seattle's results in generating international sales and jobs for participating companies. The document also summarizes a bootcamp program that TechBA runs to help companies develop minimum viable products and test hypotheses over 5 weeks.
TechBA, a Success Model for Technology Companies going Global by Itzam De Gor...TechBA Seattle
The document discusses several technology companies that participated in TechBA's acceleration program. It provides details about each company's achievements and barriers. Some key points include:
- One mobile app company increased international sales to $160 million and generated 3,500 new high-paying jobs.
- A consulting firm became a Microsoft Certified Partner in less than 3 months and secured a contract to develop Azure training programs.
- A gaming company's app became the #1 downloaded app in Mexico on iTunes, ahead of popular brands like Angry Birds.
The document summarizes IBM's business partner enablement programs for 2013 in the Nordic region. It outlines various training and skills development opportunities for partners, including the Know Your IBM program, Blue Xperts technical community, Business Partner Sales School, and technical workshops. It also discusses metrics to measure partner certifications and ways for partners to promote themselves through IBM's partner branding.
1. Innovation involves more than new products and includes business model innovation across areas like customers, channels, revenue models and processes. The innovation wheel is a framework that visualizes these different dimensions of innovation.
2. Aligning strategy and innovation is key, with strategy determining where and how to compete while innovation ensures the critical tasks, culture, human resources, and formal organization support the strategic goals.
3. Both strategy and innovation depend on the time horizon, with a three horizon model separating short, medium and long term innovation needs and tasks.
The ovum IcT opportunity Profiler is a sales prospecting toolkit that provides a 360 degree view to help identify business opportunities and leads. It assesses the sales potential of industries and regions, identifies targeted leads, and builds profiles on target clients. The profiler utilizes data from Ovum's forecasting and prospecting tools to give sales teams insights into ICT spending trends, service contract renewals, M&A activity, and announcements of potential ICT investments. It includes three core tools: the Industry Opportunity Prospector assesses target markets, the Company List Builder identifies companies matching a profile, and the Company Analyzer provides detailed profiles to engage with leads.
The document summarizes a workshop on idea management and evaluating business opportunities. It discusses:
1) The entrepreneurial process including opportunity discovery, evaluation, assembling resources, and exploiting opportunities.
2) Criteria for evaluating opportunities such as unique value proposition, revenue model, industry analysis, risks, and team capabilities.
3) Tools for industry and idea evaluation including market research, competitor analysis, and SWOT analysis. Examples are provided to demonstrate how to apply these evaluation frameworks.
Ceyda Technologies' Accelerated Commercialisation Framework. Developed to assist Technology & Services Companies successful commercialise their product and services
The document provides information on why business plans are important and what they should include. A business plan defines the business realities, reveals weaknesses, and allows stakeholders to understand the business. It should be prepared by the business owner and include an executive summary, company description, products/services, marketing plan, operations, management structure, funding needs, financial projections, and appendices. The business plan is presented to investors to gain their confidence in the business and investment opportunity.
This document provides information about becoming a product manager, including the role and career path. It discusses the anatomy of a PM, including both soft skills and functional skills. It then covers several aspects of the "productizing" process including understanding value, creating value, capturing value, communicating value, and delivering value. Finally, it provides some tips for progression as a PM and reasons to obtain an MBA or certification.
This document discusses how optimization technology can be used to develop and communicate a global strategy for an enterprise. It describes building an optimization model that simultaneously evaluates decisions around what products/services to offer, where and how to produce them, and how to acquire and use resources. The model would integrate both long-term planning and short-term scheduling over a 10-year horizon. It proposes overcoming barriers like functional silos and single-use models by creating a "living model" of the entire enterprise that can evaluate cross-functional tradeoffs and continuously update to reflect changes.
This document discusses accelerating product venture development in India. It outlines the need to shift focus from services to innovative products that can generate more foreign exchange. An open ecosystem is proposed, with technologists, investors, incubators and a supportive supply chain and tax system. Key elements include identifying promising ventures, providing resources and funding, establishing performance metrics, and influencing industry and tax policies to promote globally competitive product startups in India. This could transform small ventures into large profitable companies and boost the economy.
grow profitably and sustainably with lessdavidexcell
How does your organisation manage the tension between growing the top line and containing costs? Many organisations struggle with the different approaches required for each. excell growth partners conducted research into best practices over the last few months, and the key insights and best practices are summarised in this brief presentation. Visit www.excellgrowth.com to explore further.
This document discusses a review of the retail market and supplier performance conducted by Strategic Horizons. It provides background on Strategic Horizons and its joint venture @TheCoalFace Review, which brings together skills and experience from consumer goods, retail directors, and market research. The review aims to gather insights from retailers and suppliers on key priorities and issues, identify strengths and areas for improvement, and develop action plans to help businesses prepare for future growth. The structure assesses relationship management, supply chain, brand development, personnel quality, and customer management. Benefits for retailers include benchmarking competitive strengths and leveraging trading relationships. Benefits for suppliers include understanding customer priorities and engaging more effectively.
The document outlines an APAC joint strategy between companies X and Y. It identifies 4 main work streams: 1) sharing initiatives to grow Y's share of X's business; 2) growth initiatives as joint projects; 3) developing a unique value proposition together; 4) market focus projects for key regions. Various sub-projects are defined for each work stream, sponsors are identified from both X and Y teams, and timelines are provided.
Business Models in the Internet of Services - Nico Weiner
This document discusses business models and trends in the Internet of Services. It begins by defining business models and distinguishing them from business plans. It then discusses key business model trends like Infrastructure as a Service and Software as a Service. Several example business models are described for companies like Amazon, OnLive, and iTunes. The document concludes by discussing software tools for designing business models.
Aspire Advisors is a management consulting firm focused on the Indian market. It helps small and mid-size businesses achieve growth through strategic consulting services across various functions including market research, product development, operations, and business strategy. The firm works with clients in multiple industry verticals such as healthcare, consumer goods, manufacturing and services. Aspire Advisors' team consists of experts with consulting and industry experience who work with clients using project-based or retainer engagement models tailored to their needs.
Materials need to meet structural, thermal, and electromagnetic and transport property requirements simultaneously for various new applications. This presentation provides an overview of multiphysics design of materials with special reference to composites using micromechanics. The unitcell modeling and property prediction methodology are detailed. The elastic modulus, thermal conductivity, diffusion coefficient prediction method and results are reported. A two stage sequentially coupled method is also outlined for accelerated application and material development for metamaterials. Composite processing related micromechanical models to predict permeability is also reported. The material properties related to product and process design aspect of fiber reinforced and cellular composites are highlighted.
The Engineering process is the conversion of material into useful product. The need for both simulation and experiments for reliable and rapid development of new products is outlined. This report provides a brief overview of the simulation based engineered product development and testing for the first time right product development. The interplay between simulation and testing are highlighted.
Multiphysics CAE for Engineering Innovation, Keynote at
International Conference on Computational Methods in Engineering and Health Sciences (ICCMEH- 2014)
Computational mechanics is a boundless tool for first time right engineering product development. A brief about the evolution of Scientific Methods and Engineering wealth creation cycle will be outlined. The growth of computational mechanics as a trusted tool for cost effective product development and with a reduced cycle time will be discussed. Latest in Computer Aided Engineering (CAE) developments will be detailed in the context of Industrial innovation. Methods to lead in the creative economy through CAE will be outlined. Material unity, divergence and convergence of engineering science developments as driven by the industrial growth needs will be highlighted. The computational mechanics of multi scale, multi physics and multi material modelling will be detailed.
Computer Aided Engineering simulations are extensively used for new product development and performance enhancement of existing products. These simulations are dominated by single physics based design due to the resource and technology constraints. The multiphysics based simulation methodology is increasingly used for design and optimization for multiple product requirements. A brief overview of multiphysics modeling methodology and tools with focus on the Innovative product designs are given. Multiphysics design methods for efficient and lightweight materials to meet multiple product requirements will be detailed. The integrated virtual product development systems related to energy efficient material, process and applications design are reported. The simulation results will be examined to showcase the benefits of efficient use of existing material, energy efficient design, performance enhancement by multiphysics design and optimization.
The multi scale modelling will cover the length and time scale linking of nano mechanics to micro mechanics to macro continuum mechanics for product development engineered from atomic scale. Computer Aided engineering challenges and modelling contribution for the successful development of nano foam, nano composites, metamaterials, digital stethoscope and large building and construction projects will be showcased.
Any real life product is multimaterial in nature. Engineered products are also using various materials to meet functional requirements. Metal, ceramic, polymers and their composites are used efficiently. The material design is another import part of the product design. An overview of material technology, recent developments in material modelling will be discussed. The developments in 3D printing, projected as the next industrial revolution, will also discussed in the framework of digital design. The cutting-edge technologies in computational mechanics for industrial innovation will be the core theme.
The predictive engineering of materials is matured from predicting properties from known morphology or constituents to engineering novel morphology for superior properties. The focus of this paper is about implementation of computational material mechanics modeling method in COMSOL multiphysics software for engineering the constituents for superior properties. A brief review of property prediction methods, advantages and potential superior properties of composite materials are given. Numerical implementation of representative volume based computational micromechanics in COMSOL with periodic boundary condition is detailed. The prediction methodology and results of linear and nonlinear bulk material properties are provided. The effect of reinforcement shape, size, orientation and length is also investigated and reported with particular emphasis on superior properties. The advantages of windowing approach, COMSOL parametric models, and the ability to investigate materials at micro level for superior macroscopic performance is detailed.
Nature perfected nano technology by evolution over millions of years. Current technology provides us the ability to engineer at nano meter level to mimic nature and develop nano technology enabled products. Nanomaterial, Nano medicine, Nano electronics and Nano engineered surfaces can revolutionize the industry for breakthrough products and economic development. The simulation based engineering design as a tool for cost effective Industrial innovation will be outlined. An overview of multiscale and multiphysics modeling to enable Nanotechnology Innovation will be given. Real life industrial examples to link nano discoveries to macro engineering applications for business benefit quantification will be detailed.
Conductive Composites such as carbon fiber reinforced composites are increasingly used in safety critical aerospace applications. The catastrophic macro structural failure of composite structures initiates from a micro level failure event such as fiber breaks. The ability to detect damage early on can improve the safety level and reliability of composite structures. A multilevel self-sensing damage detection techniques ability to detect damage at various length scales are numerically explored using COMSOL multiphysics software. The simulation methodology and results are reported highlighting the multilevel damage detection capability. The electrode configuration and detection sensitivity is also reported.
Learn the fundamental of innovation concepts and foundation for value creation.
Learn Concurrent, reverse, value engineering concept and tools to facilitate successful innovation.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
The document summarizes IBM's business partner enablement programs for 2013 in the Nordic region. It outlines various training and skills development opportunities for partners, including the Know Your IBM program, Blue Xperts technical community, Business Partner Sales School, and technical workshops. It also discusses metrics to measure partner certifications and ways for partners to promote themselves through IBM's partner branding.
1. Innovation involves more than new products and includes business model innovation across areas like customers, channels, revenue models and processes. The innovation wheel is a framework that visualizes these different dimensions of innovation.
2. Aligning strategy and innovation is key, with strategy determining where and how to compete while innovation ensures the critical tasks, culture, human resources, and formal organization support the strategic goals.
3. Both strategy and innovation depend on the time horizon, with a three horizon model separating short, medium and long term innovation needs and tasks.
The ovum IcT opportunity Profiler is a sales prospecting toolkit that provides a 360 degree view to help identify business opportunities and leads. It assesses the sales potential of industries and regions, identifies targeted leads, and builds profiles on target clients. The profiler utilizes data from Ovum's forecasting and prospecting tools to give sales teams insights into ICT spending trends, service contract renewals, M&A activity, and announcements of potential ICT investments. It includes three core tools: the Industry Opportunity Prospector assesses target markets, the Company List Builder identifies companies matching a profile, and the Company Analyzer provides detailed profiles to engage with leads.
The document summarizes a workshop on idea management and evaluating business opportunities. It discusses:
1) The entrepreneurial process including opportunity discovery, evaluation, assembling resources, and exploiting opportunities.
2) Criteria for evaluating opportunities such as unique value proposition, revenue model, industry analysis, risks, and team capabilities.
3) Tools for industry and idea evaluation including market research, competitor analysis, and SWOT analysis. Examples are provided to demonstrate how to apply these evaluation frameworks.
Ceyda Technologies' Accelerated Commercialisation Framework. Developed to assist Technology & Services Companies successful commercialise their product and services
The document provides information on why business plans are important and what they should include. A business plan defines the business realities, reveals weaknesses, and allows stakeholders to understand the business. It should be prepared by the business owner and include an executive summary, company description, products/services, marketing plan, operations, management structure, funding needs, financial projections, and appendices. The business plan is presented to investors to gain their confidence in the business and investment opportunity.
This document provides information about becoming a product manager, including the role and career path. It discusses the anatomy of a PM, including both soft skills and functional skills. It then covers several aspects of the "productizing" process including understanding value, creating value, capturing value, communicating value, and delivering value. Finally, it provides some tips for progression as a PM and reasons to obtain an MBA or certification.
This document discusses how optimization technology can be used to develop and communicate a global strategy for an enterprise. It describes building an optimization model that simultaneously evaluates decisions around what products/services to offer, where and how to produce them, and how to acquire and use resources. The model would integrate both long-term planning and short-term scheduling over a 10-year horizon. It proposes overcoming barriers like functional silos and single-use models by creating a "living model" of the entire enterprise that can evaluate cross-functional tradeoffs and continuously update to reflect changes.
This document discusses accelerating product venture development in India. It outlines the need to shift focus from services to innovative products that can generate more foreign exchange. An open ecosystem is proposed, with technologists, investors, incubators and a supportive supply chain and tax system. Key elements include identifying promising ventures, providing resources and funding, establishing performance metrics, and influencing industry and tax policies to promote globally competitive product startups in India. This could transform small ventures into large profitable companies and boost the economy.
grow profitably and sustainably with lessdavidexcell
How does your organisation manage the tension between growing the top line and containing costs? Many organisations struggle with the different approaches required for each. excell growth partners conducted research into best practices over the last few months, and the key insights and best practices are summarised in this brief presentation. Visit www.excellgrowth.com to explore further.
This document discusses a review of the retail market and supplier performance conducted by Strategic Horizons. It provides background on Strategic Horizons and its joint venture @TheCoalFace Review, which brings together skills and experience from consumer goods, retail directors, and market research. The review aims to gather insights from retailers and suppliers on key priorities and issues, identify strengths and areas for improvement, and develop action plans to help businesses prepare for future growth. The structure assesses relationship management, supply chain, brand development, personnel quality, and customer management. Benefits for retailers include benchmarking competitive strengths and leveraging trading relationships. Benefits for suppliers include understanding customer priorities and engaging more effectively.
The document outlines an APAC joint strategy between companies X and Y. It identifies 4 main work streams: 1) sharing initiatives to grow Y's share of X's business; 2) growth initiatives as joint projects; 3) developing a unique value proposition together; 4) market focus projects for key regions. Various sub-projects are defined for each work stream, sponsors are identified from both X and Y teams, and timelines are provided.
Business Models in the Internet of Services - Nico Weiner
This document discusses business models and trends in the Internet of Services. It begins by defining business models and distinguishing them from business plans. It then discusses key business model trends like Infrastructure as a Service and Software as a Service. Several example business models are described for companies like Amazon, OnLive, and iTunes. The document concludes by discussing software tools for designing business models.
Aspire Advisors is a management consulting firm focused on the Indian market. It helps small and mid-size businesses achieve growth through strategic consulting services across various functions including market research, product development, operations, and business strategy. The firm works with clients in multiple industry verticals such as healthcare, consumer goods, manufacturing and services. Aspire Advisors' team consists of experts with consulting and industry experience who work with clients using project-based or retainer engagement models tailored to their needs.
Materials need to meet structural, thermal, and electromagnetic and transport property requirements simultaneously for various new applications. This presentation provides an overview of multiphysics design of materials with special reference to composites using micromechanics. The unitcell modeling and property prediction methodology are detailed. The elastic modulus, thermal conductivity, diffusion coefficient prediction method and results are reported. A two stage sequentially coupled method is also outlined for accelerated application and material development for metamaterials. Composite processing related micromechanical models to predict permeability is also reported. The material properties related to product and process design aspect of fiber reinforced and cellular composites are highlighted.
The Engineering process is the conversion of material into useful product. The need for both simulation and experiments for reliable and rapid development of new products is outlined. This report provides a brief overview of the simulation based engineered product development and testing for the first time right product development. The interplay between simulation and testing are highlighted.
Multiphysics CAE for Engineering Innovation, Keynote at
International Conference on Computational Methods in Engineering and Health Sciences (ICCMEH- 2014)
Computational mechanics is a boundless tool for first time right engineering product development. A brief about the evolution of Scientific Methods and Engineering wealth creation cycle will be outlined. The growth of computational mechanics as a trusted tool for cost effective product development and with a reduced cycle time will be discussed. Latest in Computer Aided Engineering (CAE) developments will be detailed in the context of Industrial innovation. Methods to lead in the creative economy through CAE will be outlined. Material unity, divergence and convergence of engineering science developments as driven by the industrial growth needs will be highlighted. The computational mechanics of multi scale, multi physics and multi material modelling will be detailed.
Computer Aided Engineering simulations are extensively used for new product development and performance enhancement of existing products. These simulations are dominated by single physics based design due to the resource and technology constraints. The multiphysics based simulation methodology is increasingly used for design and optimization for multiple product requirements. A brief overview of multiphysics modeling methodology and tools with focus on the Innovative product designs are given. Multiphysics design methods for efficient and lightweight materials to meet multiple product requirements will be detailed. The integrated virtual product development systems related to energy efficient material, process and applications design are reported. The simulation results will be examined to showcase the benefits of efficient use of existing material, energy efficient design, performance enhancement by multiphysics design and optimization.
The multi scale modelling will cover the length and time scale linking of nano mechanics to micro mechanics to macro continuum mechanics for product development engineered from atomic scale. Computer Aided engineering challenges and modelling contribution for the successful development of nano foam, nano composites, metamaterials, digital stethoscope and large building and construction projects will be showcased.
Any real life product is multimaterial in nature. Engineered products are also using various materials to meet functional requirements. Metal, ceramic, polymers and their composites are used efficiently. The material design is another import part of the product design. An overview of material technology, recent developments in material modelling will be discussed. The developments in 3D printing, projected as the next industrial revolution, will also discussed in the framework of digital design. The cutting-edge technologies in computational mechanics for industrial innovation will be the core theme.
The predictive engineering of materials is matured from predicting properties from known morphology or constituents to engineering novel morphology for superior properties. The focus of this paper is about implementation of computational material mechanics modeling method in COMSOL multiphysics software for engineering the constituents for superior properties. A brief review of property prediction methods, advantages and potential superior properties of composite materials are given. Numerical implementation of representative volume based computational micromechanics in COMSOL with periodic boundary condition is detailed. The prediction methodology and results of linear and nonlinear bulk material properties are provided. The effect of reinforcement shape, size, orientation and length is also investigated and reported with particular emphasis on superior properties. The advantages of windowing approach, COMSOL parametric models, and the ability to investigate materials at micro level for superior macroscopic performance is detailed.
Nature perfected nano technology by evolution over millions of years. Current technology provides us the ability to engineer at nano meter level to mimic nature and develop nano technology enabled products. Nanomaterial, Nano medicine, Nano electronics and Nano engineered surfaces can revolutionize the industry for breakthrough products and economic development. The simulation based engineering design as a tool for cost effective Industrial innovation will be outlined. An overview of multiscale and multiphysics modeling to enable Nanotechnology Innovation will be given. Real life industrial examples to link nano discoveries to macro engineering applications for business benefit quantification will be detailed.
Conductive Composites such as carbon fiber reinforced composites are increasingly used in safety critical aerospace applications. The catastrophic macro structural failure of composite structures initiates from a micro level failure event such as fiber breaks. The ability to detect damage early on can improve the safety level and reliability of composite structures. A multilevel self-sensing damage detection techniques ability to detect damage at various length scales are numerically explored using COMSOL multiphysics software. The simulation methodology and results are reported highlighting the multilevel damage detection capability. The electrode configuration and detection sensitivity is also reported.
Learn the fundamental of innovation concepts and foundation for value creation.
Learn Concurrent, reverse, value engineering concept and tools to facilitate successful innovation.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
The document outlines the key stages in developing a new business opportunity from identifying gaps and opportunities, to developing solutions, prototypes, and launching the product or service. It discusses interviewing stakeholders, researching trends, creating alternative solutions, designing value propositions, prototyping, testing, launching, and measuring key performance indicators. The overall goal is to gain insights, diagnose capabilities, identify performance issues, and formulate a plan to capitalize on new opportunities.
IMT Lecture: Transfer of Technology from.R+D MM-Biztel-29Jul09Djadja Sardjana
The document discusses technology transfer from research and development. It defines technology transfer as the process of sharing skills, knowledge, technologies and facilities between organizations to allow for wider use and development of technologies. It provides examples of successful technology transfer from IBM and Japanese companies. It also outlines some prerequisites and key factors for effective knowledge transfer, such as technical understanding, feasibility studies, involvement of advocates and external pressure. Finally, it discusses some challenges and strategies for technology transfer.
This document summarizes a presentation about bridging the divide between engineering and marketing teams. It outlines that execution failures often occur due to a breakdown in interaction between these groups. This is due to differences in their mental models and thinking - engineers see marketing as vague while marketers see engineering as rigid. The presentation explores how each group's context and thinking leads to conflicts, and provides examples of how to think of tasks and costs from the other perspective. It advocates breaking out of individual contexts into a shared company context and focusing on forward movement between contexts to demystify execution and create alignment.
Strategic Planning for More Effective Product ManagementSVPMA
Strategic Planning for More Effective Product Management by Brian Lawley
Go to link below for notes from this event at SVPMA Monthly Event May 2012
http://svpma.org/2012/05/may-2012-event/
Socially synergistic enterprises 10 june m. baronMarcel Baron
This document discusses how IBM uses integrated product development teams and processes to improve innovation. It describes how IBM uses cross-functional teams at various stages from concept to launch. It also discusses how IBM evaluates investment opportunities based on factors like market attractiveness, technology attractiveness, business attractiveness, and organizational attractiveness. Finally, it promotes the use of social technologies and analytics to transform businesses and create socially synergistic enterprise solutions.
The document discusses MarkPlus, Inc., a marketing institute and consulting firm that offers three main services: 1) strategic and marketing solutions based on proven concepts, 2) customer and market insights to help clients make important decisions, and 3) world-class education programs and publishing services through its MarkPlus Institute of Marketing division. The document then provides details on the value propositions and programs offered by the MarkPlus Institute of Marketing, including training modules, seminars, conferences, and networking opportunities. It concludes with frameworks and models that MarkPlus uses to develop comprehensive marketing plans and conduct strategic examinations for clients.
George W. Buckley Chairman, President and Chief Executive Officerfinance10
George Buckley presents an emerging strategy for growth at 3M. He outlines 3M's core competencies in applying coatings to various backings using precision manufacturing. Buckley describes how 3M leverages its technology platforms across multiple markets through sharing technologies and an "adjacency lattice" approach. The strategy emphasizes growing 3M's core businesses, gaining scale in large markets, and increasing relative share in smaller markets through globalization and a focus on innovation.
Arrow Electronics Investor Day Presentationfinance16
The document summarizes Arrow's 2008 Investor Day presentation. It includes an agenda for the day-long event covering Arrow's strategic overview, transformation, global business segments, and financial review. The document discusses Arrow's strategy to diversify its product portfolio and geographic presence in enterprise computing solutions and components. It also reviews Arrow's operational improvements, financial targets, and priorities to pursue organic and acquisition growth opportunities globally.
Sven-Thore Holm — Global Summit of Innovation Economy CreatorsRenata George
Global Summit of Innovation Economy Creators.
Sven-Thore Holm.
Гендиректор Lundavision AB, основатель шведского Ideon Science Park. Исполнительный директор Фонда по передаче технологий, Лунд, Швеция (обучение предпринимательству, помощь в создании стартапов, получении патентов на разработки, начальное финансирование). Состоит в рабочей группе «Сколково». В совете директоров ряда инновационных институтов и компаний в Швеции и Дании. Консультировал правительство и компании Австралии и Китая по вопросам инноваций.
The document discusses iRobot's options for expanding its business, including popularizing robotics, infusing robotic technology into everyday products, and licensing its technology or pursuing strategic alliances. It recommends that iRobot complement its core competencies with informal strategic alliances to promote innovation, mitigate contract risk, and leverage its research and development capabilities.
The document outlines iRobot's core competencies in effective food processing and distribution operations which give them advantages in adaptability, efficiency, quality, and cost savings. It analyzes iRobot's options to expand into new markets such as popularizing robotics, infusing robotic technology into everyday products, or licensing their technology. The implementation timeline shows iRobot's plan to launch advertising campaigns and new products over the next few years.
This document summarizes an agenda for a strategy event held by Bristol Tech start-up Strategy. The agenda includes an introduction on the importance of strategy, frameworks and concepts for strategic planning, and building a strategic plan. Key points covered are defining strategy, benefits and drawbacks of strategy, competitive strategy frameworks including Porter's five forces and SWOT analysis, assessing the "right to play", and components that should be included in a 3-year strategic plan such as situation analysis, market opportunity development, funding requirements, and marketing plans.
1. The document discusses how the internet impacts corporate strategy and industry structure. It examines essential questions around how economic benefits will be distributed and how the internet will impact profitability and competitive advantage.
2. Three levels of e-business strategy are described from experimentation to integration to transformation. The stages of an e-business strategy process are also outlined.
3. Stage two of the process involves diagnosing the industry environment through analyzing competitors and benchmarking technology, as well as diagnosing the company through assessing customers, suppliers, technologies, and identifying SWOTs.
SCB Networking at the Watershed March 2013 - Sizing the Market Greville ComminsScience City Bristol
The document discusses sizing markets for new technologies and products. It notes that accurately predicting market size is difficult as markets can evolve rapidly. It recommends starting by talking to potential customers to understand market needs without revealing your unique business idea. Additionally, it suggests analyzing competitors, historical trends, and using a "lean" approach to test the market and gather feedback. Overall, the document emphasizes getting a realistic view of the market through research while acknowledging forecasts will likely be incorrect. The market ultimately decides how big it will become.
The Product Manager Pathfinder v2 - Steve Wells at ProductCamp Boston, April ...ProductCamp Boston
ProductCamp Boston April 2011 *********
Tips to help you accelerate your career
- Key principles to succeed in Product Management and Product Marketing
- Key practices and tools to help you progress in your career
- Audience testimonials sharing career path stories
This overview presentation of GTM360 Marketing Solutions includes a 4-step methodology for business development and links for marketing collateral templates.
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
2. What is Technology Strategy?
• Technology aspects related to
business objective of wealth
creation
• Objective= Maximize Value
• Value = Benefit – Cost
Technology
Strategy
• Strategy to create
– Customer Value
– Shareholder Value
– (Wealth) creation
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
3. Strategic Planning
• Corporate Strategy refer to Firms positioning in terms of
– responsiveness,
– cost leadership and
– product differentiation
• Corporate strategy <=> Technology, Operations, Finance, Marketing strategy
• A sound technology strategy is critical for Success
• key to operational superiority,
competitive edge.
• Technology strategy will have
an effect on all aspects
of the organization.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
4. Operations Strategy at Wal-Mart
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
5. TIM Strategy Components
How will we create value?
• Customer experience
• Technology evolution
• Market Dynamics
• Organizing for innovation
How will we capture value?
• Competitive advantage
• Technology portfolio Management
• NPI leadership
How will we deliver value?
• Execution of successful strategy
• Strategic Decision Making
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
6. Strategy Flow
@ the hand
Product Process
Invention Innovation of the
Innovation Innovation
Customer
Product Strategy Market Strategy
Technology Strategy
and Innovation
Firms
Short and Long Term
Success
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
7. What are attributes of a winning strategy?
• What are attributes of a winning strategy?
• Win in the market place.
– Value
– Market
– Industry
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
8. Dreaded Delta
• Incremental
– Line extension
– New range
– Short term
– Industry turbulence
– Future incompetence
Source: R. E Johnston, J. D Bate, The power of strategy innovation,
American Management Association, New York, 2003.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
10. Technology investment Analysis
• Where you want to in next five years?
• Portfolio grid matrix
High ? PROBLEM STAR
(Convert to (Invest)
• Boston box star)
Market
Growth
• Investment opportunity Rate DOG CASH COW
(Liquidate) (milk them)
Low
Low high
Market Share
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
11. Attractiveness
• Economic
– Potential to invest
High Develop Target
• Revenue capability Segment
• Cost to serve
Economic
• Fit Attractiveness
?
– Ability to serve Avoid Improve
Value
• Firms strategy
• Position Low
Low Fit: Ability to serve High
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
12. Profit
30
Match the Industry 25
Profit
20
• Industry to profit level
15
– Easier to make money in
profitable industry 10
5
– Changes in profitability 0
may indicate changing Industry Industry Industry Industry Industry
industry dynamics 1 2 3 4 5
Industry Profit
– Profitability varies with in Auto and CV Manufacturing 5
a industry Computers and office machines 4
Petroleum production 1
Pharmaceuticals 2
Soft drinks 3
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
13. Growth
16
Match the Industry Growth
12
Industry growth level
• Easier to grow in large 8
and high growth
industry 4
• Revenue growth even
0
without market share Industry Industry Industry Industry Industry
gain 1 2 3 4 5
-4
• Market share is
relatively easier
Industry Growth
• Higher growth is Auto and CV Manufacturing 4
typically associated with Computers and office machines 5
higher profitability. Petroleum production 1
Pharmaceuticals 3
Soft drinks 2
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
14. Industrial Value Drivers
Porter’s five forces
• Buyer power Barrier to Threat of
Entry new players
• Supplier power
• Entry opportunities
Industry
Buyers
• Substitute Rivalry
possibilities
• Competitor rivalry
Competitive
landscape
You Bargaining
power of
Buyers
Suppliers Substitutes
Bargaining Threat of
power of substitutes
suppliers
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
15. How to add Value
• Value = Benefit – Cost
Value = Benefits - Cost
• Decrease cost
Product Price,
• Increase benefit Products innovation Reliability
Best Product
• What you provide
• How you provide Expertise Hassle free
Services Customer Ease of doing
Best Services Understanding business
Best Total Lowest Cost
Solution Total Solution
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
17. Business model vs Value Proposition
Value Best Total Best Lowest Total
Proposition solution Product solution
Rule Solve the Self destructive Variety kills
clients broader success with efficiency
problem breakthroughs
DNA, Value, Empowered Flexible structure Hierarchical
COH front end Decisive Structured
Customer Risk oriented procedures
Centre
Metrics Customer Time to market Unit cost, Cost
retention Vitality , profit experience
Customer Product line
profitability profitability
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
18. Technology vs market Positioning
Marketing Impact
Entirely new
benefit Improvement No change
Radical Breakthrough
Platform
Technology
Reach
Derivative
Product
Off the shelf
Support
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
20. Innovative Technology Strategy
• Strategy innovation is a process of applying innovative
thinking to the entire business model of a company.
• Create Value for the Customer and firm efficiently.
• Change the rules of the game
– Cricket: Test -> 1 Day –> T20
• Competitive advantage
• Size does not matter
• Deliver Value to the customer better
• For: Technology Roadmap, Product pipeline, Financial
Success
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
24. Market Rewards Innovation
Industry Innovation Share price Key Share price
Segment Premium growth Competitor growth (%)
Automobile Toyota 150% GM -35%
Computers Apple 700% Dell -10%
FMCG P&G 65% CP 15%
Soft drinks Pepsi 30% Coke 5%
• Share Price Growth over the five years range (2002- 2007)
• Innovation Premium vs Key competition
Source: R Jonash et.al, Balanced Scorecard Report, Harvard Business Review,, Vol 9, No 2, March-April 2007
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management 24
25. Balanced Score Card
• The Balanced Scorecard is a management system
used to focus and prioritize management energy
toward achieving both short and long term
organizational.
• Strategic plan into action
• ‘Balances’ short and long term needs
• Are we learning and innovating in business critical areas?
• How are core processes performing?
• How do we look in eyes of our customers?
• How are we doing at managing costs and making margins?
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management 25
26. Balanced Score Card
• Links strategy and
vision with
– objectives for
business
performance
– measures of each
objective
– target values for
measures
– specific initiatives
to improve and Objectives Measures Targets Initiatives
innovate
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management 26
27. Technology Investments
The Link Innovation
premium
Growth from Improved Cost
Financial new and existing and Efficiency
The Brand Value
Customer Features &
Price Ease of Use Service Reliability
functionality
Growth & Innovation NPI Sourcing &
Process Commercialization Collaboration
Leverage
Launch existing
Internal Programs Development partnerships
Process Establish
Ideation
Identify new
partnerships
Process
Collect Intelligence and generate insights
Learning The Innovative Company
and Build innovation
competencies
Develop
innovation
Develop
cross functional
Create a
culture of
and skills leaders teams innovation
Growth After R Jonash et.al, Balanced Scorecard Report, Harvard Business Review,, Vol 9, No 2, March-April 2007
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management 27
28. Industrial Value Drivers
Porter’s five forces
• Buyer power Barrier to
Entry
• Supplier power Sustainability Buyers
• Entry opportunities
• Substitute possibilities
• Competitor rivalry
Digitization
You Substitutes
• ++
• Globalization Globalization Suppliers
Industry
• Digitization Rivalry
• Sustainability
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
30. Successful firms:
• Get the strategy “right”
• Create real value through linking technologies to customer &
consumer needs
• Capture the value through a deep understanding of potential
business models and competitive realities
• Organized for successful value creation.
• Manage successfully for both short term and long term success
of the firm
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
31. References
• R. E Johnston, J. D Bate, THE POWER STRATEGY
INNOVATION, American Management Association, New
York, 2003.
• Managing Technology and Innovation for Competitive
Advantage – V.K. Narayanan – Chapter 8
• R Jonash et.al, Balanced Scorecard Report, Harvard
Business Review,, Vol 9, No 2, March-April 2007
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management