|
Conference Day One:
Monday, October 18
LABS: The Place for Discovering and Experimenting for Commercial Success
| | | | | | | Product Development Navigation: Concept Through Launch | NPDP Certification Review Course and Exam Prep | New Realities of Portfolio Management | Intellectual Property 2010: Above and Beyond Your Legal Team | Launch for Commercial Success | Reaching Customers in New Market Spaces |
LAB A:
- Learn how successful innovators go about understanding what their customers need
- Experience an effective way to generate concepts for products and services that meet customer needs
- Find out how to keep product development teams on track throughout the product development process
- Create a common language for product development using visual displays
- Close with a benchmarking activity to determine how your product development process is viewed against others
 PD Navigation Lab Agenda
NPDP Certification Review Course and Exam Prep
Chair: Cynthia Gilmer, President - Opus-Plus
Lab Overview and Agenda:
This lab provides a fast-paced review of the material covered by the NPDP Certification exam. It is intended for anyone preparing for the exam and assumes the participant already has a good understanding of new product development concepts. The lab identifies the key subject areas and concepts on which to focus preparation efforts. An assessment tool allows participants to evaluate their current level of preparedness for the exam and identify areas for further study. - NPDP certified instructors will review the six subject areas: strategy, portfolio management, new product development process, market research, tools & metrics and teams, people & organizational issues
- Attendees are provided with a manual covering the key topic areas , as well as a preparation guide, bibliography and self-assessment tool
- The lab ends with a short practice test to simulate the certification exam experience
New Realities of Portfolio Management
Chair: David Matheson, President and CEO - SmartOrg, Inc.
Participating Thought Leaders:
Ward Peterson, Senior Vice President Scientific Affairs - Inspire Pharmaceuticals
Terry L. Doerscher, Chief Process Architect - Planview
Brian Sharp, Value Management Practice Leader - Kalypso
Madison Laird, Senior Manager, Corporate Portfolio Management - Cisco Systems, Inc.
Patti Opacic, Manager, Strategic Growth Process - Bayer Corporation
Lab Overview and Agenda:
Roll up your sleeves and join us for this interactive lab, which will be a totally different experience from what you normally expect at a conference. Get ready to work! And learn from your peers and thought leaders. Coming up with ideas for innovative products is important of course. More important is how you select the best ones to develop, market and sell. This unique experience will focus on Portfolio decision making and strategy, Evaluating and finding the best projects to pursue, Balancing short- vs. long-term projects and Dealing with the perilous winds of uncertainty. Benefits way beyond traditional workshops and courses: - Develop solid insights into how things work in the real world
- Network with experienced executives who have solved problems like yours
- Launch lasting relationships with your peers and the experts
- Develop ways to improve your company’s bottom-line investment from innovation
Interactive Activities and Group Work Will Include: Portfolio Simulation:
Learn how to create value by dealing effectively with risk and uncertainty as you compete to build a winning portfolio during this highly spirited game. You might even win some money! Horses for Courses:
When you need to make a decision, which analytic process is best? Don’t use sledge hammers to kill gnats. On the other hand, those gnats may be tigers. Learn which hammer is best for the job at hand. Balancing Long and Short Term:
Developing the right balance of projects is key to driving profitable growth. Why you need to apply different approaches to your mix of short-term and long-term projects and best practices for applying them. Portfolio Management Lab Agenda
Intellectual Property 2010: Above and Beyond Your Legal Team
Co-chairs: Joshua Cohen, Shareholder - RatnerPrestia and Mark Cohen, Head of Intellectual Property Services, Innovation and Technology Management – Sagentia Ltd. Featured Lab Keynote: Louis Foreman, Creator of the Emmy Award winning PBS TV Show, Everyday Edisons, Publisher of Inventor's Digest and member of the Patent Public Advisory Committee of the United States Patent and Trademark Office Speakers:
Rel S. Ambrozy, Partner and Matthew T. Bailey, Partner - McKenna Long & Aldridge, LLP
Dr. Jan M.K. Jaferian, CIPO/Embedded Consultant - Manitowoc Foodservice Lab Overview and Agenda:
IP for 3D: Integrating IP to DISCOVER/DEVELOP/DELIVER Successful Product Innovations
IP strategies promote commercial success when they are integrated into the DISCOVER/DEVELOP/DELIVER phases of product innovation. Such holistic integration of IP into product innovation helps maximize the ROI of NPD investments. - Learn, through case studies, how various legal regimes and strategies can be used to protect IP rights in product and service innovations
- Explore, through interactive exercises, strategies for validating product and technology opportunities in the context of an existing IP landscape
- Understand, through group discussion, steps for managing IP risks proactively and resolving IP disputes effectively
- Appreciate, through success stories, the concept of an 'efficient' IP portfolio and the interplay between IP rights and Open Innovation
IP Lab Agenda
Launch for Commercial Success
Chair: Rob Mann, Director of Consulting and Strategy - The Wharton School GCP
Featured Lab Keynote:
Richard Koppel, Director, Office of Strategy and Program Services - Credit-Suisse (USA), Inc. Speakers:
Carl Casta, Senior Program Director - Medtronic
Steve Gilligan, General Manager, North American Product Planning and L. David Allendorph, Chief Designer,Global Industrial Design, Truck Design and Technology Center - Navistar, Inc.
Steven Smolinsky, Marketing Department Faculty and GCP Country Manager - The Wharton School
Jim Joseph, Author - "The Experience Effect"
Preston Taylor, Worldwide Product Marketing Manager (Think Pad) - Lenovo
Lab Overview and Agenda:
Recent studies show that executives continue to worry about their organizations’ ability to commercialize products and services – even though they’ve significantly improved innovation processes and strategies. They acknowledge that great products/services fail to deliver against expectations because commercialization is poorly planned and executed – enabling competitors to make inroads at their own companies’ expense! In many cases, the key to commercial success frequently comes down to preparing, executing and following-up “the launch.”
Immersing you in approaches and lessons from other companies and thought leaders, we will explore and “deep-dive” on the commercial launch from a cross-functional, multi-disciplinary perspective. We will collaboratively generate insights that can be immediately applied in your workplace, enabling you and your teams to improve chances for commercial success – as well as your executive-level interactions around this critical topic!
Benefits From This Session: - Understand the key challenges companies like yours face when commercializing products/services
- Learn from companies and thought leaders who have struggled and overcome similar challenges
- Develop new, insight-generating connections and relationships that carry on beyond the lab
- Increase commercial success returns by enhancing launch readiness and execution
- Reduce launch risks that weigh against commercial success
Areas To Be Covered:
Immersive learning, cases, peer coaching and collaborative working sessions will address the following topics: - Managing Launch Complexity : Global launches, multiple brands, diverse product lines, multiple manufacturers, microsegments – the list goes on! What are the elements of launch complexity and how do companies manage their commercial efforts for effective execution?
- Learning From The Launch Masters : Some companies have mastered the “art of the launch.” What do leaders like Apple, American Idol and Cirque du Soleil do well? What can we learn/apply from them?
- Commercializing When Budgets Are Tight : Even in good economic times, launch budgets are usually tight – so how do companies diversify and optimize launches on shoe-string budgets?
- The Role of Business Models, Customer Experiences And Co-Creation : Some companies look to non-product innovation to enhance commercial success. How do these forms of innovation enhance launch and commercial success?
- Operational Models And Brass-Knuckle Tactics That Drive Success : Operations can make or break a launch. What have companies done to change their operational models/execution to more successfully launch products/services?
- Partnering For Commercial Success : With limited resources, companies can’t do everything needed for success. How do partners and open innovation play into launch success?
- Enhancing Launches With Social Media And Networking : Companies are exploring and discovering the power of social media. How do emerging technologies and practices play into their launch efforts?
- Sustaining Post-Launch Success : That launch spike of early success is daunting when sales subsequently “plummet off the launch cliff.” Why does this happen? What can be done to sustain early success and recover from post-launch failure?
Launch Lab Agenda
Reaching Customers in New Market Spaces
Chair: Christopher Miller, PhD, NPDP, Founder – Innovation Focus Speakers:
Bruno Delahaye, Vice President of Market Strategy and Brand Offer - Dassault Systemes ENOVIA
Susie Stitzel, Solutions Manager, Design Lifecycle Management- Esko Artwork
Rajib Adhikary, Design Strategist - Dell Inc.
Ken McLellan, Technology Broker - Burt's Bees
Marty Daffner, Vice President of R&D - Avery Dennison, Shanghai
James Ransdall, North American Business Leader, Social Innovation and Enterprise Portfolio Management - IBM
John Tuders, Senior Vice President, Product Design & Transformation - Bank of America
Lab Overview and Agenda:
New Market spaces are emerging around the world and within rapidly changing mature markets. China is not one market but many. There are between 193 and 203 sovereign states and well over 1500 identifiable and substantial cultural groups (some tiny but many which represent major market opportunities in their own right); and all have the earned expectation of being treated as a unique culture with a unique heritage – a truly unique market. How does one gain a deep understanding of what the customer needs and wants when they do not speak with one voice, one language or one heart. What is brand identity when it is viewed through so many unique lenses. Product value is increasingly a combination of goods, services, logistics packaged and presented “just for you”; the product I want, with the support I need to use it, where and when and where I want it. This lab will explore the product development challenges in giving consumers/customers the value they need at a price they are willing to pay in a way they can understand it. If our product needs to be substantially modified to meet the requirements of the new or unique market is it still consistent with the brand and values of the core company Confront the strategic and values challenge. At what point have you compromised your value proposition to the point that it can no longer be supported. What have we learned from the Google vs. China experience. Explore the changing role of brand simultaneously in mature and emerging markets and how it's articulated through communication channels and on the shelf. Examine the way others are doing it knowing that it is not acceptable to research the BRIC markets and say you have a global strategy any more than it is reasonable to expand your VoC research into over 200 countries. Drive new thinking about how R&D teams can support the emerging markets challenge. Where can R&D and other support teams play a part in bringing product forward? Experiment with your ideas and exchange thoughts with professionals struggling with these challenges every day. Areas to be covered: - VoC in emerging markets – how to get it and how to use it
- Product and package design and customization – where to be flexible and where to draw lines
- Brand image and integrity
- Development and commercialization issues
- Strategies for: Rolling out a new product in emerging markets, Bringing a mature product into an emerging market, R&D support to global strategies, Determining which markets to pursue and which to avoid
New Markets Lab Agenda
|
