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Slide 1: & 5th Annual Transforming Potential Into Reality: Where the Greatest Minds in New Product Innovation GET INSPIRED Featuring a cast of more than 90 All–Star, Keynote Level speakers ready to help you fine tune and revamp your innovation engine The Open Innovation Methodology Predict the Future Business Model Innovation Ambidextrous Organizations Fact-Based Decision-Making Genuine Ingenuity Henry Chesbrough Executive Director, Center for Open Innovation University of California, Berkeley & Best Selling Author Dr. Peter H. Diamandis Chairman, Founder, & President X-Prize Foundation and Chairman – Zero Gravity Vijay Govindarajan Professor of International Business and director of Tuck’s Center for Global Leadership at Dartmouth College & Best Selling Author Michael L. Tushman Professor of Business Administration Harvard Business School & Best Selling Author Gary Loveman Chairman, Chief Executive Officer, & President Harrah’s Entertainment Inc. Dustan E. McCoy Chairman & Chief Executive Officer Brunswick Corporation Growth as a Process Daniel Henson Vice President & Chief Marketing Officer General Electric Leadership & Culture Brad J. Rogers Senior Vice President, Innovation & Product Excellence Bank of America Service Innovation Mike Jannini Executive Vice President & General Manager, Brand Management Marriott International, Inc. Partnering for Innovation Bill Lloyd Senior Vice President & Chief Technical Officer Eastman Kodak Company Design Thinking David Swift President Whirlpool North America Design Thinking Charles Jones Vice President Global Consumer Design Whirlpool North America Voice of the Customer Penny McIntyre Senior Vice President of Marketing Coca–Cola Innovation Strategy Rob Shelton Author of “Making Innovation Work” Realizing the Potential of Ideas Todd Siler Author of “Think Like a Genius” and creator of Metaphorming Discovery Portfolio Eric W. Meyer Director of Global New Business Development Sunny Delight Beverages Company Innovation Rebels Bill Malloy International Brand Manager, Electronics Oakley Tools & Trends Doug Burcicki Senior Manager, Marketing & Product Management Yazaki North America, Inc. Sheraton Boston Hotel • May 8–11, 2007 • Boston, MA BUSINESSWEEK CHAMPIONS OF INNOVATION LIVE! Be a Part of Something Extraordinary… Meet the BusinessWeek Champions of Innovation* who will share what is TOP OF MIND for them…on the Front End of Innovation. Led by: Bruce Nussbaum, Assistant Managing Editor – BusinessWeek Magazine’s Innovation & Design coverage With: Stephanie Barry Director Global Innovation WD-40 Carol Pletcher Chief Innovation Officer Cargill Dondeena G. Bradley Ph.D., Director Strategic Marketing McNeil Nutritionals Amy Radin Chief Innovation Officer Citigroup Lara Lee Vice President of Enthusiast Services Harley–Davidson Marissa Mayer Vice President, Search Products & User Experience Google Cheryl Perkins Former Chief Innovation Officer Kimberly–Clark Corporation Sam Lucente Vice President of Design Hewlett–Packard Your Product IS Your Business. Make Innovation Work for You. Uncover How to Manage, Measure, & Profit from your Front End Investment Focus Areas Include: ✔ Business Model Innovation ✔ Design Thinking ✔ Fact–Based Decision Making ✔ Globalization of the Front End ✔ Innovating in the Digital Age ✔ Innovation Rebels: Learning from Non–Fortune 500’s ✔ Managing the Discovery Portfolio ✔ Open Innovation ✔ Operational Innovation ✔ Partnering for Innovation ✔ Realizing the Potential of Ideas ✔ The Front End for Services (*BusinessWeek’s Inside Innovation, June 2006, “Champions of Innovation” by Michelle Conlin) To Register: Call (888) 670–8200 • Fax (941) 365–2507 • E–mail register@iirusa.com Visit www.frontendofinnovation.com
Slide 2: Dear New Product and Service Leader, To those who attend the PDMA/IIR Front End of Innovation event year after year, welcome to the best yet! To those of you who are new to the event, we are confident you will find this event to be the most thought provoking and groundbreaking of its kind. It is the only truly comprehensive event focused on ALL aspects of front end strategy and process. Thanks for Sharing… We want you to have the best, most exciting and refreshing experience possible from the moment you arrive at FEI to the moment you leave. Because of your direct feedback, one of our goals for 2007 was to focus more on TRACK QUALITY and ensure that the case studies presented in the breakout sessions are just as enriching as in the general session presentations. The core team has dedicated much of their time this year to assist in a more elaborate and detailed screening process in order to deliver the most value to you. As you read through this brochure, you will be amazed at the outcome of this effort, which has resulted in higher level presentations, by companies on the forefront of innovation today, on the topics and business issues that matter most to you and your organization NOW. WHY does it warrant its own event? The Front End of Innovation (FEI), or discovery portion of the innovation process, remains to be the source for major growth in corporations. Most companies have developed very efficient development processes for bringing incremental innovations to the market. In contrast, few companies have an efficient front end for developing the next generation platform products. What does a robust FEI look and feel like? What are the latest tools and techniques used by companies to achieve success? How do these companies achieve repeatable success in today’s virtual and global community? Learn from thought leaders and through case studies…how success is accomplished. In addition to certain FEI core competency topics that are discussed every year, such as: Leadership & Culture, Tools & Techniques, Innovation Strategy, and Voice of the Customer…this conference will tackle head on, new HOT TOPICS, BUZZ WORDS, AND FUTURE TRENDS for 2007. They include: • Design Thinking ~ The least used and the least understood element of the Front End…and quite possibly one of THE most “mission critical” aspects to get right. The Front End for Services ~ The PDMA is not just all about new product development, but new service development as well! Service companies do not have the option of standing still. These breakout sessions will address ways service companies are leaving the old status quo behind in order to innovate and truly delight customers with useful and smart services that enable a better quality of life. • • Business Model Innovation ~ This is the result of combining product innovation with operational innovation…and quite the new buzz word with senior level executives. This methodology generates superior returns in a category lifecycle. • Operational Innovation ~ Going beyond product innovation, Operational Innovation is leveraged across all supporting business units such as sales, marketing, etc. and funneled down into the supply chain, creating “the total organization” and enabling a competitive advantage that protects margins. A Very Special Thanks to the Dedicated FEI Core Team… Conference Chairman: Peter Koen, Associate Professor, Wesley J. Howe School of Technology Management – Stevens Institute of Technology The Board: • Brenda Arnold, Vice President Innovation – Ashland, Inc. • Scott Boyce, Emerging Technologies – Rohm & Haas Company • Christina Hepner Brodie, Lead Principal – PRTM • Andrew Kugler, Corporate Director Strategic Marketing – Welch Allyn • Peter Lawrence, Chairman – Corporate Design Foundation • Karen Sobel Lojeski, Ph.D., President & CEO – Virtual Distance International • Rita Pilate, Director – Johnson & Johnson Consumer Products • Lorette Pruden, Principal – Inventive Strategies • Jeneanne Rae, Co-Founder – Peer Insight LLC • Rebecca Seibert, Strategy & New Business Development – Chemtura Corporation • Jeffrey Stirrat, Master Black Belt – Ethicon, Inc. • Mary Ellyn Vicksta, Innovation Pioneer – Kimberly-Clark Corporation • Innovating in the Digital Age ~ Worldwide innovation networks continue to increase in size and scope as global corporations reach out to tap far-flung innovation resources and technical expertise. The growing use of virtual teams in R&D has created new opportunities for idea generation and new product development. These trends constitute what has been termed “Virtual R&D”. We will explore how organizations are leveraging global innovation networks and virtual teams to develop new products and extend the creativity value chain. • Realizing the Potential of Ideas ~ Discover what human potential is and how nourishing human potential can contribute to innovation in your organization, and continuously flow with it to ensure that others do as well. • Fact-Based Decision Making ~ Based on the latest research, this is an evidence-based approach to determine the best practices, methods and tools used that will consistently increase the value of the front end. • Globalization of the Front End ~ We are living in a globally competitive environment. This is certainly a future trend that many companies have not explored due to a lack of understanding and “know how” as it relates to globalizing the Front End process. Today’s top companies will come face to face with this issue as their business continues to grow. We will demonstrate the link between globalization and corporate performance, and the maximum return that can be gained. • Innovation Rebels: Learning from Non-Fortune 500’s ~ Attractive to the BIG companies because they always ponder “Can big companies be serial innovators?” & attractive to the small companies because for many of them…it is hard to scale the processes of BIG companies down to fit their model • Managing the Discovery Portfolio ~ These presenters will explore how is the idea flow is managed and triaged. Knowledge management and the sharing/archiving of ideas is also a critical part of the idea management process. Hear how companies are innovating without recreating the wheel. • Partnering for Innovation ~ Two or more companies that come together to leverage each others capabilities and technologies to innovate • Open Innovation ~ True innovators need to look beyond the “four walls” of their organization for new ideas. Building on words of wisdom from Henry Chesbrough at our 2005 meeting, it is more about how innovation outside your corporation is fostered and encouraged……but remember to protect your intellectual assets while you do! We realize the FEI event has continuously delivered the most cutting edge content out there. This year we’ve raised the bar again. Attending in 2007 is a must…not a maybe. Our core team has worked with considerable diligence since our last meeting to further enhance this PREMIER CONFERENCE of the front end by eliciting the best thought leaders in both academia and industry to participate. You will learn how to dramatically increase the effectiveness of your company’s front end by attending this event. Not to mention the number of outstanding networking opportunities available. You could build an entire rolodex of “Who’s Who” just by joining us in Boston, May 8 – 11, 2007 for yet another simply amazing experience! See you there, Contact Me Any Time of the Year… Interested in becoming a speaker? Do you have a compelling success story or case study that you want to share? To submit a proposal for speaking opportunities, contact Sabina Gargiulo at sgargiulo@iirusa.com. © 2007 IIR Holdings, Ltd. Sabina Gargiulo Sr. Conference Producer Marketing & Strategy Division IIR/PDMA Peter Koen Chairman Stevens Institute of Technology Kim Rivielle Managing Director Marketing & Strategy Division IIR Dale McIntyre VP of Conferences PDMA 2 To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com
Slide 3: AGENDA AT A GLANCE Pre-Conference Workshop: Tuesday, May 8, 2007 PM Workshop: 1:00 – 4:00 A. All You Ever Wanted to Know About the Front End of Innovation (FEI) – A Practical Primer Workshop for New Practitioners & Managers of Innovation Geoff Waite, Simon Karger, & Dan Edwards – SAGENTIA INC. Pre-Conference Workshop: Wednesday, May 9, 2007 AM Workshops: 9:00 – 12:00 B. Going Beyond Product Innovation: Increasing Innovation ROI through Business Model & Operational Innovation Mark Deck & Bill Lay – PRTM 12:00–1:15 PM Workshops: 1:15 – 4:15 (workshops will include one (1) 15 minute break) D. Partnering in Innovation Driven by Voice of the Customer Sheila Mello & Wayne Mackey – PRODUCT DEVELOPMENT CONSULTING, INC. C. InnovationCUBE™: A Systematic Process for Making Innovation Creation Doable, Repeatable, & Measurable Every Time Bart Huthwaite – THE INSTITUTE FOR LEAN INNOVATION Luncheon E. Innovating in the Digital Age Karen Sobel Lojeski, Ph.D. – VIRTUAL DISTANCE INTERNATIONAL, Craig A. A. P. Samuel – HEWLETT-PACKARD SERVICES WORLDWIDE & Dan Rasmus – MICROSOFT Pre-Conference Symposium 1: Wednesday, May 9, 2007: A Playbook for Global Innovation 9:00 Morning Opening Remarks & Introduction: Marc H. Meyer – NORTHEASTERN UNIVERSITY & AUTHOR & Gloria Barczak – NORTHEASTERN UNIVERSITY Concepts & Methods for the Front End of Innovation in a Global Context 9:15 Framework & Simple Example: A Strategic Framework: Adding Value to Global Platforms 9:30 Leveraging & Growing Brands Globally: A Strategic View John Helferich – FORMER MARS, INC. 10:15 Networking Break 10:30 Framework & Simple Example: User Centered Design, Here and Abroad 11:30 Q&A Roundtable and Lessons Learned 12:00 Luncheon Organization & Culture 1:15 Leveraging Systems Solutions Across Global Environments: The One Company Approach Dr. Hugo B. Poza – FORMER RAYTHEON 2:00 Freescale Semiconductor’s Free Your Mind! (FYM!) Global Innovation Initiative Val M. Arris – FREESCALE SEMICONDUCTOR, INC 2:45 Networking Break 3:00 Managing Globally Dispersed Innovation Teams Gloria Barczak – NORTHEASTERN UNIVERSITY 10:45 Global Brands & Regional Design – A User Centered Process for Defining Global Hard Points and Regional Soft 3:45 Q&A Roundtable and Lessons Learned Points of the Customer Experience Harry West – NORTHEASTERN UNIVERSITY 4:15 Symposium Adjourns Pre-Conference Symposium 2: Wednesday, May 9, 2007: Realizing the Potential of Ideas and their Possibilities 9:00 Chairman’s Opening Remarks & Introduction: An Adventure in Flowing With the Forces of Innovation Todd Siler, Ph.D. – Author 9:30 How Do You Realize Human Potential in Your Organization? 10:30 Networking Break 10:45 “Unpacking”: Explaining, Analyzing, & Interpreting the Symbolic Models 11:30 Group Reflection Exercise 12:00 Luncheon 1:15 Ideation & Concept Development: Perpetuating the Fallacy of Fun Letesa Isler – HILL’S PET NUTRITION 5:30 Networking in the Expo Hall 2:00 Shaping & Harnessing Your Innovation Process: The Interplay Between Perception & Reality Joe Dellaria – 3M PHARMACEUTICALS 2:45 Networking Break 3:00 How to Leverage Our 27,000 Associates to Generate New Product Ideas Tod Pepin – HANNAFORD BROS. CO. 3:45 Wrap Up & Report: Todd Siler, Ph.D. – Author 4:15 Symposium Adjourns 4:30 Kickoff Keynote: The Best Way to Predict the Future is to Create it Yourself! Peter H. Diamandis, MD – X–PRIZE FOUNDATION, ZERO GRAVITY, & ROCKET RACING Main Conference Day One: Thursday, May 10, 2007 7:00 Registration & Morning Coffee “Breakfast of Champions” with BusinessWeek’s Champions of Innovation* (*See brochure details for more information on how you can qualify to attend the “Breakfast of Champions”) 7:45 PDMA Introduction & Word of Welcome: Dale McIntyre – PDMA Chairman’s Opening Remarks: Peter Koen – STEVENS INSTITUTE OF TECHNOLOGY GENERAL SESSION 8:00 Best Practices in the Front End: An Evidence Based Approach Peter Koen – STEVENS INSTITUTE OF TECHNOLOGY TRACK A: Innovation Strategy Track Chairs: Christina Hepner Brodie – PRTM & Andrew Kugler – Welch Allyn 11:30 8:30 KEYNOTE PRESENTATION Innovating Service Gary Loveman – HARRAH’S ENTERTAINMENT INC. 9:30 BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 1 What is Top of Mind? Moderator: Bruce Nussbaum – BUSINESSWEEK’S INNOVATION & DESIGN COVERAGE Innovation Champions: Lara Lee – HARLEY–DAVIDSON, Amy Radin – CITIGROUP, Dondeena G. Bradley, Ph.D. – MCNEIL NUTRITIONALS & Sam Lucente – HEWLETT–PACKARD 10:45 Networking Break ~ Located in the Expo Hall CONCURRENT TRACKS TRACK B: Design Thinking TRACK C: Service Innovation in the Front End Track Chair: Peter Lawrence – The Corporate Design Track Chair: Jeneanne Rae - Peer Insight LLC & Foundation BusinessWeek On-line Columnist TRACK D: Managing the Discovery Portfolio Track Chairs: Rita Pilate – Johnson & Johnson, Consumer & Jeff Stirrat – Ethicon 12:15 1:30 KEYNOTE Connecting Capabilities to Innovate in Services Opportunity Discovery at Fortune Brands KEYNOTE Making Innovation Work: How to Manage, KEYNOTE A Holistic View of Corporate Design & Measure, & Profit From the Front End Investment Innovation Culture Alexis P. Goncalves – CITIGROUP GLOBAL CONSUMER David Hagopian – FORTUNE BRANDS & Geoff Waite – Rob Shelton - Author Bill Buxton – MICROSOFT RESEARCH GROUP SAGENTIA INC. Luncheon – With a Special Presentation by Penny McIntyre – Coca-Cola on “The Critical Role of Voice of the Customer at Coke” - Dessert will be served in the Expo Hall from 1:15pm – 1:30pm Strategy Development: Accelerating Innovation Development with Confidence Charles Stunson – SPRINT NEXTEL Developing a Breakthrough Innovation Capability Michael Giersch – IBM & Gina Colarelli O’Connor – RENSSELAER POLYTECHNIC INSTITUTE Implementing Corporate Innovation Strategy through Design Alistair Hamilton - SYMBOL TECHNOLOGIES Innovating from the Inside: How to Build Your Own Innovation Tiger Teams George Mudie – BRITISH SKY BROADCASTING LTD KEYNOTE From Transactions to Brands Mike Jannini – MARRIOTT INTERNATIONAL, INC. KEYNOTE Setting the Stage for Identifying the Next Generation CPG Platform Eric W. Meyer - SUNNY DELIGHT BEVERAGES COMPANY 2:15 PANEL DISCUSSION The Biggest NPD Blunders of the 20th Century: How to PANEL DISCUSSION Innovation through Customer Centered Design Avoid Making the Top 10 List in the 21st Century Led by: Bruce Nussbaum – BUSINESSWEEK Kelly L. Frey, MS, JD – BAKER DONELSON BEARMAN With: Clive Roux – PHILIPS DESIGN & Sam Lucente – CALDWELL & BERKOWITZ, PC HEWLETT-PACKARD 3:00 Networking Break GENERAL SESSION 5:00 ACADEMIC FORUM: Developing New Breakthrough Business Models Strategy as Creating the Future KEYNOTE PRESENTATION 3:30 KEYNOTE PRESENTATION Growth as a Process at GE Vijay Govindarajan – DARTMOUTH COLLEGE & AUTHOR Daniel Henson – GENERAL ELECTRIC 5:30 On the Roots of Dynamic Capabilities 4:15 KEYNOTE PRESENTATION Design, Innovation & Value Creation Michael L. Tushman – HARVARD BUSINESS SCHOOL & AUTHOR KEYNOTE PRESENTATION David Swift & Charles Jones – WHIRLPOOL NORTH AMERICA 6:00 End of Main Day One Networking in the Expo Hall to begin promptly at 6:00 pm Main Conference Day Two: Friday, May 11, 2007 7:15 Morning Coffee 9:15 BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 2 What is Top of Mind? (Continued) 8:00 Chairman’s Opening Remarks: Moderator: Jessie Scanlon - BUSINESSWEEK ONLINE, INNOVATION & DESIGN COVERAGE Peter Koen, Associate Professor – STEVENS INSTITUTE OF TECHNOLOGY Innovation Champions: Carol Pletcher – CARGILL, Stephanie Barry - WD-40, Marissa Mayer – GOOGLE & Cheryl GENERAL SESSION Perkins – KIMBERLY-CLARK CORPORATION KEYNOTE PRESENTATION 8:15 KEYNOTE PRESENTATION Sustaining “Genuine Ingenuity”: Building Innovation into Product & Strategy Development in a Mature Business 10:30 Networking Break ~ Located in the Expo Hall Dustan E. McCoy – BRUNSWICK CORPORATION CONCURRENT TRACKS TRACK A: Leadership & Culture TRACK B: Partnering for Innovation TRACK C: Innovation Rebels: Learning From NonTRACK D: Tools, Trends & Advancements Track Chairs: Brenda Arnold – The Valvoline Company & Track Chairs: Rebecca Seibert – Chemtura & Scott Boyce Fortune 500’s Track Chairs: Mary Ellyn Vicksta – Kimberly-Clark Karen Ann Lojeski – Virtual Distance International – Rohm and Haas Track Chair: David Kingsbury – Radar Communications Corporation & Lorette Pruden – Inventive Strategies 11:15 KEYNOTE Driving Sustained Innovation with Process, KEYNOTE Culture & Discipline Bradley J. Rogers – BANK OF AMERICA Project B.I.G. – Building a Customer Centric, Breakthrough Innovation Culture & Capability John B. Lynch – MILLIPORE CORPORATION Innovate Anywhere, Deploy Everywhere Najib Abusalbi - SCHLUMBERGER KEYNOTE Partnering for Innovation at Kodak Bill Lloyd – EASTMAN KODAK KEYNOTE Oakley Innovation: Breaking All the Rules & Winning Bill Malloy – OAKLEY, ELECTRONICS Engineering a Better Club – PING’s Path to Increased Innovation Daniel R. Shoenhair – PING, INC. What Gets Measured Gets Innovated* Mark Turrell – IMAGINATIK *This is a Sponsored Session Leveraging the Internet to Drive Innovation-Focused Market Research Chris Sensibaugh - NESTLE & Brendan Light – BUZZBACK MARKET RESEARCH KEYNOTE The Wisdom of Crowds in the Front End Doug Burcicki - YAZAKI NORTH AMERICA, INC. Using Enterprise Strategic Decision Management as a “Tool” to Drive Innovation Gary DeGregorio – MOTOROLA, INC. 12:00 12:45 2:00 © 2007 IIR Holdings, Ltd. Luncheon - Dessert will be served in the Expo Hall from 1:45pm – 2:00pm Improving Innovation Effectiveness through Entrepreneurial Boot Camps PETIT Guido – ALCATEL-LUCENT Building Innovation Processes Globally Marcus Burr – YUM RESTAURANTS INTERNATIONAL & Joe Gammal - SYNECTICS Orbiting the Giant Hairball (And Living to Tell About It) Sponsored Session Gaylon White - EASTMAN CHEMICAL COMPANY This session is being led by HOTSPEX Confidential Open Innovation – Case Example from Fostering Innovation in Small Businesses: The Role of Surgical Procedure Innovation Government Gary B. McAllister – DEPUY MITEK, INC. & Jeff Hovis – Dorothy Timmons - ENTERPRISE IRELAND PRODUCT GENESIS Networking Break 2:45 3:30 GENERAL SESSION 4:00 OPEN INNOVATION FORUM KEYNOTE PRESENTATION – PART 1 Open Business Models: How to Thrive in the New Innovation Landscape Henry Chesbrough – UNIVERSITY OF CALIFORNIA, BERKELEY & AUTHOR 4:30 PANEL DISCUSSION – PART 2 Open Innovation: A Leader’s View on the Challenges & Benefits of Driving Change in Industrial R&D Moderator: Stephen Socolof - NEW VENTURE PARTNERS LLC Participants: Todd Abraham – KRAFT, David Yaun – IBM 5:15 Conference Adjourns
Slide 4: Pre-Conference Workshop: Tuesday, May 8, 2007 NEW Add-On Day for 2007! 1:00 – 4:00 (workshop will include one (1) 15 minute break) Announcing the first ever FEI PRIMER mini-course for new practitioners & managers of innovation! The FEI conference is an excellent forum to learn the latest thought leadership and experience of innovation practitioners…and this workshop will help delegates form a solid platform from which to make the most of the conference. A. All You Ever Wanted to Know About the Front End of Innovation (FEI) – A Practical PRIMER WORKSHOP for New Practitioners & Managers of Innovation WORKSHOP SUMMARY: 1) Seminar style overview of all of the key “ingredients for innovation”, covering scope, context, SPROC models, innovative teams, FEI process models, theories of creativity 2) Facilitated round-robin session to elicit and discuss the delegate’s key issues, difficulties and desired learnings from the workshop and the conference 3) Deeper interactive exploration of how to tackle these key aspects, using informal case studies and references to illustrate how they are tackled in practice 4) Seminar style overview of the FEI toolkit covering tools for needs and opportunity discovery, strategic alignment, voice of the customer, pre-concept validation and evaluation, creativity, problem solving, out-sourcing and open innovation 5) Breakout sessions to practice a selected subset of key tools Facilitators: Geoff Waite, Vice President – SAGENTIA INC Simon Karger, Director of Innovation & Technology Management – SAGENTIA INC Dan Edwards, Director of Innovation & Technology Management – SAGENTIA INC Innovation is not new – it is the very essence of human development. However, the discipline of innovation – how you manage it, structure it and make it happen – is new. The advances in the “science of innovation” over the last decade have been enormous and present quite a steep learning curve for those newly tasked by their organizations to “drive innovation”. The workshop will introduce many of the most important aspects of innovation in a series of presentations and interactive exercises. • Learn what innovation really is, in a commercial context, and how to do it • Learn what organizations have to do drive innovation – the SPROC model: strategy, process, resource, organization & culture – which levers do you have • Explore and share your own challenges in establishing and executing innovation • Hear examples of how other companies enabled innovation and which levers they pulled • Learn how the Front End of Innovation is structured and how other companies implement it • Pick up a kit bag of tools & techniques for FEI and learn and practice a few of those that are most important to you Pre-Conference Workshops: Wednesday, May 9, 2007 AM Workshops: 9:00 – 12:00 (workshops will include one (1) 15 minute break) B. Going Beyond Product Innovation: Increasing Innovation ROI through Business Model & Operational Innovation these can generate superior returns over traditional product innovation • Where and when operational innovation and business model innovation are more appropriate in a category lifecycle • Barriers that traditional innovation processes create for new forms of innovation • Case examples of companies that have begun to systematically tap operational and business model innovation • The importance of open innovation with a broader partner ecosystem in delivering open business model innovation • Capabilities required to tap operational innovation and business model innovation • A roadmap for growing innovation capabilities needed to address operational innovation and business model innovation Facilitators: Mark Deck, Director - PRTM & PDMA PAST PRESIDENT Bill Lay, Director – PRTM Special contributions to this workshop have been made by Henry Chesbrough, Executive Director, Center for Open Innovation & Author – University of California, Berkeley The innovation process at most companies typically concentrates on driving product and service innovation – focusing on WHAT the company offers to customers. Apple’s iPod and associated iTunes service is a good example. Sometimes, innovation ROI can be far greater if focused on HOW a company operates to provide those products and services. The digital rights management system behind iTunes is a critical operational innovation that enables a competitive advantage that protects margins. Even more impressive are the returns generated by Business Model innovation, combining both product innovation and operational innovation. The entire portable digital music and entertainment ecosystem created by Apple is such an example, changing Apple’s business model from a manufacturer of consumer electronics to a provider of broad range of digital entertainment delivered direct to consumers. Despite the growing list of breakout innovations that extend far beyond the product, the innovation process in most companies continues to focus on the product alone. Process innovation, service delivery innovation, supply chain innovation, and business design innovation ideas die on the vine or simply never materialize because the innovation engine is too myopic and innovation capabilities are too limited or not open enough. This advanced, interactive workshop will explore what’s involved in shifting the focus of innovation to include operational and business model innovation, why it’s compelling economically, and a roadmap for change to capture that value. Specific topics to be covered include: • Definitions and examples of operational and business model innovation and how The first 50 participants to register for this workshop will receive a complimentary copy of Henry Chesbrough’s latest, “Open Business Models: How to Thrive in the New Innovation Landscape” C. InnovationCUBE™: A Systematic Process for Making Innovation Creation Doable, Repeatable, & Measurable Every Time • Measure solutions against one another to make sure you make the right decision • Create your own innovation data bank to store ideas for future use • Develop a corporate-wide innovation improvement effort Participants Will Take Away: • A demo copy of the new Web-based InnovationCube™ • A signed copy of Bart Huthwaite’s latest book, “The Rules of Innovation” • An innovative “pop up” cardboard Cube as a handy reference tool Facilitator: Bart Huthwaite, Sr., Founder – THE INSTITUTE FOR LEAN INNOVATION © 2007 IIR Holdings, Ltd. Innovation is not a top priority for survival and growth. Yet over 80% of all innovative efforts fail to meet objectives. What is needed is a “repeatable innovation process.” The InnovationCube™ does this by replicating the dynamics of innovation. It takes the “mystery” out of innovation to make it understandable, practical and doable. The Cube enables every employee to play an innovative role. This “hands on” workshop will show you how to: • Make innovative thinking part of any project, process, business system or product improvement • Link innovation to existing initiatives such as Six Sigma, Lean, Quality Function Deployment, Portfolio Planning, and Effective Project Management • Find new “blue water” opportunities before your competition even wakes up • Solve the Universal Value Equation that customers crave • Generate ten times your usual number of practical ideas 12:00 - 1:15 Luncheon Available only to those that are attending both an AM and PM Workshop or All Day Symposium 4 To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com
Slide 5: PM Workshops: 1:15 – 4:15 (workshops will include one (1) 15 minute break) D. Partnering in Innovation Driven by Voice of the Customer The workshop will help attendees view product decisions in a new way: • Re-thinking innovation along customer value dimensions • Incorporating partnerships into your innovation decisions • Breaking down organizational barriers to innovation through customer value • Determining where to invest your scarce R&D dollars for a maximum return Focus on how you can drive the front end of your innovation program with the VoC and partnering. Key topics will include: • Fundamentals for gathering the voice of the customer • Guidelines for determining customer requirements • Objectives for forming, measuring and managing partnerships • Approaches to drive your innovation portfolio with customer value Facilitators: Sheila Mello, Managing Partner & Principal & Wayne Mackey, Principal – PRODUCT DEVELOPMENT CONSULTING, INC. Innovation is a major focus for companies today. Yet the role of the voice of the customer (VoC) in innovation is often somewhat vague. We’ve heard many times, “Understand what gets in your customer’s way of doing their jobs or meeting their goals, and you’ll know exactly what to innovate.” Focusing on innovation without a robust understanding of customer requirements is a high-risk proposition. Funding your innovation opportunities to address unmet customers requirements is the way to win with tight budgets and constrained resources. But that isn’t enough! Leveraging the results of three major recent benchmarking studies, this workshop will lead you through a best practices-based approach to integrating partnerships into your VoC and innovation processes. Pursuing innovation partnerships with the right tool set dramatically increases your chances of winning in the market. That's what this interactive session is all about -avoiding the disastrous consequences of being innovative but getting it wrong (patent paralysis) and providing a practical formula for getting it right. Developing and executing an innovation partnership strategy while identifying clear customer requirements is at the core of a company's potential for growth -- it determines everything from where your resources are applied to what your customers will buy. E. Innovating in the Digital Age This workshop will discuss: • How innovation gets done in the Digital Age organization • The role of innovation in the high-performing company • How the concept of Virtual Distance can help measure and improve the innovation environment • Choosing information and communications technologies that spur innovation • Sustaining a Culture of Innovation across time and space Facilitators: Karen Sobel Lojeski, Ph.D., CEO – VIRTUAL DISTANCE INTERNATIONAL & Research Director - INSTITUTE FOR INNOVATION & INFORMATION PRODUCTIVITY Craig A. A. P. Samuel, Chief Knowledge Officer – HEWLETT-PACKARD SERVICES WORLDWIDE Dan Rasmus, Director of Information Work Vision - MICROSOFT Innovation in the Industrial Age was a relatively straightforward process that depended on centralized R&D efforts conducted in controlled and largely homogeneous environments—think Bell Labs. But the Digital Age has radically transformed the innovation process—and indeed, the very concept of innovation. The demographics of the Digital Age workplace have become much more multicultural and much more distributed, and corporate innovation is now dispersed among teams strung all around the globe—and even, sometimes, outsourced to other organizations. This session will investigate the effect these radical changes have had on the process of innovation and what can be done to lower virtual distance so that your teams are more connected and work with improved collaboration and efficiencies. Pre-Conference Symposium 1: Wednesday, May 9, 2007 A Playbook for Global Innovation Symposium to run concurrent with pre-conference workshops 9:00 Morning Opening Remarks & Introduction From the Co-Chairs: Marc H. Meyer, Matthews Distinguished University Professor of Entrepreneurship and Innovation – NORTHEASTERN UNIVERSITY & Author of “The Power of Product Platforms” and “The Fast Path to Growth: Leveraging Knowledge and Technologies to New Market Applications” Gloria Barczak, Professor of Marketing and New Product Development NORTHEASTERN UNIVERSITY Every company understands the importance of growth. Yet, few successfully craft and implement long-term growth strategies; instead, they spend their time on incremental innovation or rely on acquisitions. Still, organic, internal growth, accomplished through product line renewal and new service development, is essential to the long-term vitality of corporations across all industries, borders, and countries. The Fast Path to Growth takes on the challenge that large corporations face in generating internal innovation: developing new product lines that address new market applications and provide the corporation with new streams of revenue. The development framework that this symposium offers to address this challenge integrates the key disciplines–new product strategy, user research, concept development and prototyping, market testing, and business modeling— needed for enterprise global growth. Approaches for Managing People Globally in the Front End of Innovation 1:15 Leveraging Systems Solutions Across Global Environments: The One Company Approach Profitable growth today demands re-use of existing technologies/products applied to new operational environments. It also requires total company commitment to delivering the needed solution to resolve the customer’s problem. Limited investments focused on highpayoff, demonstrable, multi-purpose and flexible solutions are key to ultimate success. • Customers today are looking for total integrated solutions, NOT products • This demands “One Company” behavior, where product divisions of a company work together to achieve a desired solution • Successful “One Company” behavior can only be achieved when each participating product division has “skin” in the solution proposed • Existing technologies/products (TPs) can generally satisfy current needs, allowing limited investments to be focused on adapting these TPs to new operational environments • Double-digit, profitable growth is available to companies that focus energy/monies on integrated system solutions Dr. Hugo B. Poza, Former Senior Vice President, Homeland Defense – RAYTHEON 2:00 Concepts & Methods for the Front End of Innovation in a Global Context 9:15 Freescale Semiconductor’s Free Your Mind! (FYM!) Global Innovation Initiative Like many companies, Freescale Semiconductor recognized that they needed to accelerate a resilient innovative culture and began to embark on an initiative that would kick start it from deep within. The result, which launched in 2005, is a very ambitious compliment to their front end and provides one fifth of their total disruptive innovation picture. • FYM! is an innovation mentoring program across all skill sets and organization boundaries based on managing up, as well as down, protocol • Strict behaviors, “teacher” mentality & High performers comprise the mentors resulting in improved, business aware employees at the idea’s completion • 20 teams formed using 30 countries of business membership • Personality of each FYM! site is different than the others • Idea repository is web-based & user friendly, 24,000 employee accessible, yet blocks vendors or patentable idea details viewing • Metrics of ROI, status of ideas in the flow, and light-hearted competitive breakout by site is available real-time • An advanced, other-idea, keyword search engine is used prior to new idea submission which entices across team collaboration and leap-frog effect Val M. Arris, Business Operations, Technology Solutions Organization – FREESCALE SEMICONDUCTOR, INC Framework & Simple Example - A Strategic Framework: Adding Value to Global Platforms Leveraging & Growing Brands Globally: A Strategic View Leveraging brands globally is an excellent strategic choice for growth. But saying it is far easier than doing it. This talk will outline practical strategies for leveraging brands globally and give frameworks necessary to move ahead with confidence. • Strategies for global brand leverage • Case studies of successful and unsuccessful global brand leverage • Frameworks to apply to your situation and opportunity • Organizational cultural requirements for successful global brand leverage John Helferich, Former Senior Vice President of R&D – MARS, INC. 9:30 10:15 10:30 10:45 Networking Break Framework & Simple Example - User Centered Design, Here and Abroad Global Brands & Regional Design – A User Centered Process for Defining Global Hard Points and Regional Soft Points of the Customer Experience For a consumer all purchase decisions are local – the product must work for who they are where they are. For the company there is enormous advantage in establishing a global brand with common design elements in each region. The challenge is to negotiate the right trade-offs between global hard points and regional soft points to optimize the experience of consumers in each region and the total assets of the company. • Global design research • Explicit and tacit differences between regions • Global and regional design and evaluation • Deploying and executing across the organization • Examples drawn from many categories based on experiences of one of the worlds leading international design firms Harry West, Executive Professor – NORTHEASTERN UNIVERSITY 2:45 3:00 Networking Break Managing Globally Dispersed Innovation Teams Dissimilar languages, cultures, and time zones provide added complexity to the already difficult task of managing cross-functional innovation teams. Four key challenges face global team leaders and particular skills and attributes are needed to deal with these challenges. • Benefits of globally dispersed teams • Why companies are using globally dispersed teams • Four challenges of being a Global Team Leader: members speak different native languages, have different cultural backgrounds, live/work in multiple countries, and come from different companies • Actions necessary to deal with each challenge Gloria Barczak, Professor of Marketing and New Product Development NORTHEASTERN UNIVERSITY © 2007 IIR Holdings, Ltd. 11:30 12:00 Q&A Roundtable and Lessons Learned Luncheon 3:45 4:15 Q&A Roundtable and Lessons Learned Symposium Adjourns To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com 5
Slide 6: Pre-Conference Symposium 2: Wednesday, May 9, 2007 Realizing the Potential of Ideas and their Possibilities Symposium to run concurrent with pre-conference workshops 9:00 Chairman’s Opening Remarks & Introduction: An Adventure in Flowing With the Forces of Innovation Innovation has become the oxygen, water and other essential elements that sustain our lives and organizations, enabling us to flourish today. It is currently the cornerstone of all “knowledge-driven organizations,” to borrow a wise phrase by the CEO of Buckman Labs and the knowledge-creation-sharingmanagement pioneer Robert H. Buckman. But what does the process of innovation actually entail—especially, at the front end? And how can we continually participate in the process in order to grow, evolve, and remain inspired to succeed at realizing our innovations? Through some fun, informal, experiential learning activities and lively presentations of case studies by experts in the field, the FEI Conference will offer some special opportunities for participants to discover first-hand how they can not only contribute to innovation in their organizations, but continuously flow with it and ensure that others do as well. This includes dealing with the challenges of and obstacles to fostering innovation. Todd Siler, Ph.D., Author of “Think Like a Genius” and creator of Metaphorming: The Next Generation of Brainstorming Tools 2:00 Shaping & Harnessing Your Innovation Process: The Interplay Between Perception & Reality Discovering and capturing the financial value of innovations is an activity that every healthy business must master to grow and remain healthy. Every day managers and investigators are faced with making choices on how to wisely use resources at their disposal. Tight timeliness and limited financial means constrain their efforts to find a constant flow of breakthrough ideas to insure the continued profitability of the business. Deciding which idea or prospect offers the best opportunity is difficult at best. The quality of these decisions are complicated by biases (your own and others), residual uncertainty and a lack of knowledge. How can one make sensible decisions and reduce the randomness of success in developing new products and building a stronger business under these conditions? The talk is made up of two parts. Part one analyzes the interrelationships between people’s perception of an idea and the reality of whether or not it can work. This analysis identifies pitfalls to avoid, actions to take, and strategies to free the investigators from biases (their own and others) that inhibit accurately assessing whether an idea can work. Part two presents a set of values and beliefs which will help every organization to more effectively manage and resource new ideas, promote an attitude of innovation, and ultimately produce a culture which fosters discovering innovative ideas needed to drive the future profitability of the organization. • People’s perception and the reality of whether or not an idea can work are frequently disconnected • Ideas fall into two broad categories: information rich and information deficient • Information rich and information deficient ideas must be resourced and managed differently • When biases and assumptions are handled improperly time, money and resources will be wasted on ideas that cannot work • Organizations must invest and manage sufficient resources in the information deficient quadrants if they desire to find innovative products Joe Dellaria, Lead Research Specialist - 3M PHARMACEUTICALS 9:30 How Do You Realize Human Potential in Your Organization? • • • • • What does human potential mean to you and your organization? What’s the connection between creativity and human potential? How does creativity power innovation and inspire success? What are some of the best ways to innovate, based on experience? How do you foster company-wide innovation through knowledge-sharing? Assignment: to collaboratively build Symbolic Models, which represent the participant’s responses to the above questions with imagination 10:30 10:45 Networking Break “Unpacking”: Explaining, Analyzing, & Interpreting the Symbolic Models The Symbolic Models from the first exercise will be “unpacked” in detail using one voluntary group to demonstrate the unpacking process, then each group will show and describe the essence of their models to the other. Assignment: The participants will summarize their key points and briefly describe their top 3 ideas for innovations, based on their symbolic models 2:45 3:00 Networking Break How to Leverage Our 27,000 Associates to Generate New Product Ideas The best ideas often come from within. You best customers are your associates and you need to value their ideas. The key in idea generation is to start from a lot of ideas to end up with a few good ones. • 950 new product ideas in less than 3 months generated through an internal contest • More good ideas than what our team could handle • Reasonable set up cost • Total win-win for our associates and for our Category Managers Tod Pepin, Vice President of Center Store Merchandising – HANNAFORD BROS. CO. 11:30 12:00 1:15 Group Reflection Exercise Luncheon Ideation & Concept Development: Perpetuating the Fallacy of Fun Most traditional marketers think that idea generation is fun -- an opportunity to get a bunch of people in a room, eat snacks, and wax exoterically about new ideas. The truth is the idea generation and concept development phases of the new product process are a disciplined marriage of focused creativity to address consumer needs, and a consumer insight “centric” concept approach. • Building consumer intimacy (beyond VoC) • Identifying rich and sustainable platforms • Brainstorming and screening ideas • Developing consumer insight “centric” concepts Letesa Isler, Associate Director, Category Innovation Center - HILL’S PET NUTRITION 3:45 Wrap Up & Report: Todd Siler, Ph.D., Author of “Think Like a Genius” and creator of Metaphorming: The Next Generation of Brainstorming Tools 4:15 Symposium Adjourns 4:30 Kickoff Keynote: General Session* The Best Way to Predict the Future is to Create it Yourself! This nation is destroying itself by its inability to take risk. You can not have breakthroughs without taking risk. The day before something is truly a “breakthrough” it is a “crazy idea”… (like computing on silicon rather than vacuum tubes). So how do we embrace and allow for crazy ideas? How do we allow risk? Governments fear congressional investigations and large corporations fear having their stock prices plummet… so most breakthroughs come from individuals or small corporations. • The X-PRIZE Foundation is setting out a series of $10M purses to drive innovation and breakthroughs in key areas of Today’s Grand Challenges – areas such as Energy/Automotive; Medicine/Genomics; Space; Social/Education • Diamandis is linking two of the largest industries (Tourism and Entertainment) to spaceflight to help drive funding and technology • Diamandis will outline the birth of the Rocket Racing League (Pod Racing or NASCR with Rockets) as well as Zero Gravity Corporation’s weightless flights Peter H. Diamandis, MD, Chairman & CEO – X-PRIZE FOUNDATION, ZERO GRAVITY, & ROCKET RACING About Peter H. Diamandis, MD: Dr. Diamandis is the Chairman and CEO of the X PRIZE Foundation, which awarded the $10,000,000 Ansari X PRIZE. Diamandis is now focused on building the X PRIZE Foundation into a world-class prize institute whose mission is to bring about radical breakthroughs for the benefit of humanity. The X PRIZE is now developing X PRIZES in fields such as Genomics, Automotive, Education, Medicine, Energy, and Social arenas. Diamandis is an international leader in the commercial space arena, having founded and run many of the leading entrepreneurial companies in this sector. Diamandis also serves as the CEO of Zero Gravity Corporation; a commercial space company developing private, FAA-certified parabolic flight utilize Boeing 727-200 aircraft. He is the Chairman & Co-Founder of the Rocket Racing League. Diamandis is a co-founder and Director of Space Adventures, the company which brokered the launches of four private citizens to the International Space Station. In 1987, Diamandis co-Founded the International Space University (ISU) where he served as the University's first managing director. Today he serves as a Trustee of the $30M ISU that is based in Strasbourg, France. Prior to ISU, Diamandis served as Chairman of Students for the Exploration and Development of Space (SEDS) an organization he founded at MIT in 1980. SEDS is the world's largest student pro space organization. Dr. Diamandis attended MIT where he received his undergraduate degree in molecular genetics and graduate degree in aerospace engineering. After MIT he attended Harvard Medical School where he received his M.D. In 2005 he was also awarded an honorary Doctorate from the International Space University. © 2007 IIR Holdings, Ltd. *This session is open to everyone attending Front End of Innovation 2007 5:30 Networking in the Expo Hall 6 To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com
Slide 7: Main Conference Day One: Thursday, May 10, 2007 7:00 Registration & Morning Coffee 8:30 “Breakfast of Champions” with BusinessWeek’s Champions of Innovation for Special VIP Groups Only* In June 2006, BusinessWeek released their new quarterly, Inside Innovation, which speaks to great ideas, best practices, and metrics to help BusinessWeek readers understand the discipline of innovation and harness its potential**. Our conference truly believes in their mission and vision, which is to share and highlight unparalleled innovative content and the people involved in shaping the future of today and tomorrow. *To show our support, we have secured 8 out of BusinessWeek’s Top 25 Champions of Innovation to present at our 2007 conference. We have also arranged for a private breakfast open to the companies that send groups of 7 or more to this event as a special “Thank You” for your support and dedication to the PDMA and the Front End of Innovation conference. At this networking breakfast, groups will have the opportunity to mingle with some of these Champions and pick their brains on what is top of mind for them in the front end of innovation. **The following excerpts are from a cover letter by Geoffrey A. Dodge, Senior Vice President & Publisher – BusinessWeek, introducing the new quarterly Inside Innovation (IN), on June 26, 2006. For more information about BusinessWeek’s Inside Innovation, please visit www.businessweek.com. BusinessWeek is a McGraw-Hill Company. KEYNOTE PRESENTATION Innovating Service In this keynote address, Gary Loveman, Chairman, CEO and President of Harrah's Entertainment, Inc., the world's largest gaming entertainment company, will reveal how Harrah's has developed sophisticated technological and analytical capabilities which, coupled with the company's service-driven culture and highly targeted marketing, have enabled Harrah's to achieve a degree of customer loyalty that's generated consistent same-store sales gains and a platform for sustained growth. Gary Loveman, Chairman, President, & Chief Executive Officer - HARRAH’S ENTERTAINMENT INC. 9:30 BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 1 What is Top of Mind? They are the best-kept secret of the business world: a whole new breed of "C-suite" managers who wear titles such as "chief marketing officer," "director, design and brand experience," or the voguish new moniker "chief innovation officer." And CEOs from Citigroup to Harley-Davidson, from Google to Procter & Gamble, are empowering these managers to build radically new cultures of creativity. These are the Champions of Innovation. In an era when Six Sigma controls no longer guarantee competitive advantage, when outsourcing to China and India is universal, when creeping commoditization of products, services, and information hammers prices, innovation is the new currency of competition. It is the key to organic growth, the lever to widen profit margins, the Holy Grail of 21st century business. Which is why these forward-thinking leaders have so much power. In its inaugural issue of Inside Innovation, BusinessWeek identified 25 Champions of Innovation. Eight of those leaders have joined us for the Front End of Innovation conference, where they'll talk about the ideas, trends, and issues that are top of mind for them. Moderator: Bruce Nussbaum, Assistant Managing Editor BUSINESSWEEK’S INNOVATION & DESIGN COVERAGE Innovation Champions: 7:45 PDMA Introduction & Word of Welcome: Dale McIntyre, Vice President of Conferences – PRODUCT DEVELOPMENT & MANAGEMENT ASSOCIATION (PDMA) Chairman’s Opening Remarks: Peter Koen, Associate Professor, Wesley J. Howe School of Technology Management – STEVENS INSTITUTE OF TECHNOLOGY GENERAL SESSION 8:00 Best Practices in the Front End: An Evidence Based Approach What are the best practices, methods and tools used in the Front End which will consistently increase the value, amount and success probability of high profit concepts entering the new product development funnel? Under the auspices of an industrial academic team and funds from the United States National Science Foundation a large cross-sectional survey of 180 business units from medium to large companies was done in order to determine evidence based top quartile management practices. Peter Koen, Associate Professor, Wesley J. Howe School of Technology Management – STEVENS INSTITUTE OF TECHNOLOGY Lara Lee, Vice President of Enthusiast Services – HARLEY-DAVIDSON Amy Radin, Chief Innovation Officer - CITIGROUP Dondeena G. Bradley, Ph.D., Director Strategic Marketing - MCNEIL NUTRITIONALS Sam Lucente, Vice President of Design – HEWLETT-PACKARD 10:45 Networking Break - Located in the Expo Hall CONCURRENT TRACKS BEGIN. Feel free to go in and out of any session. TRACK A Innovation Strategy Track Chairs: Christina Hepner Brodie – PRTM & Andrew Kugler – Welch Allyn 11:30 TRACK B Design Thinking Track Chair: Peter Lawrence – The Corporate Design Foundation TRACK C Service Innovation in the Front End Track Chair: Jeneanne Rae - Peer Insight LLC & BusinessWeek On-line Columnist TRACK D Managing the Discovery Portfolio Track Chairs: Rita Pilate – Johnson & Johnson, Consumer & Jeff Stirrat - Ethicon Connecting Capabilities to Innovate Opportunity Discovery at Fortune in Services Brands – “Making Sure Our Making Innovation Work: How to A Holistic View of Corporate Design When it comes to innovation, these are the Creative Efforts Hit the Bulls-Eye!” Manage, Measure, & Profit from the & Innovation Culture best and worst of times. The digital era has FortuneBrands companies share in common Never have we needed informed design and made available rich new sources of data Front End Investment that they lead their markets and have to KEYNOTE KEYNOTE Presenting a practical how-to guide to dramatically increase the ROI on innovation and focuses on the key management decisions and actions at the critical front end. Manage the front end to harness the power of business model and technology innovation, drive growth, create advantage, and redefine the competitive environment of an industry. • How you innovate determines what you innovate • Great innovators look at both technology innovation and business model innovation to create sustained competitive advantage • Partnerships and networks are the organizational building blocks of innovation • Innovation processes, tools, people and leadership are all dependent on well designed metrics and incentives Rob Shelton, Author – “Making Innovation Work” well executed innovation, and perhaps never have we been so poorly equipped to do so. We can change this, but the question is…does your organization really want to? • It takes almost as much creativity to understand a good idea as to have it in the first place • Innovation depends as much on the ability of the culture to understand ideas as it does on the ideas themselves • While design is a distinct specialized profession and therefore everyone is not a designer • Innovation cannot depend on or reside in any one part of an organization • Stagnant saturated markets may present the greatest opportunities to the well equipped company Bill Buxton, Principal Researcher – MICROSOFT RESEARCH about customers to feed the innovation process. Yet most companies still struggle with combining and integrating customer intelligence and customer intimacy to drive innovation. This inefficiency to integrate these capabilities inhibits transforming insights into actions and leaves many companies without an effective innovation engine. This session will focus on a framework to integrate these capabilities. • Hear how Citigroup Global Consumer Bank is integrating customer intelligence and customer intimacy to drive new value creation • Reflect on how these capabilities combine to increase innovation effectiveness • Get to know how a financial services business can structure an effective innovation system Alexis P. Goncalves, Director Customer Experience – CITIGROUP GLOBAL CONSUMER GROUP constantly innovate to the next level to stay ahead. Having great ideas is one of our strengths but only part of the story. The key to profitable innovation is first knowing in what areas to have the ideas and then knowing how to select and validate them. Using a view of Opportunity Discovery which includes trends, value chain, unmet needs, market structure and brand, Fortune Brands companies have been able to choose the right hunting grounds for different businesses within the group and maximize the impact of our innovation efforts. • The complete – system – view of front end opportunity discovery and how to choose which approaches are right for each particular business situation • How to describe and explore a value chain, with ethnographic study, to identify and prioritize B2B opportunities • Applying the cycle of front end discovery through need, opportunity and finally concept • The use of qualitative and quantitative VoC tools in conjunction with commercial assessment and technical feasibility to select and validate needs and opportunities. David Hagopian, Senior Director, Technical Innovation – FORTUNE BRANDS, INC. & Geoff Waite, Vice President, SAGENTIA INC. © 2007 IIR Holdings, Ltd. 12:15 Luncheon With a Special Presentation by Penny McIntyre, Senior Vice President of Marketing – Coca-Cola on “The Critical Role of Voice of the Customer at Coke” Dessert will be served in the Expo Hall from 1:15pm – 1:30pm To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com 7
Slide 8: TRACK A Innovation Strategy Track Chairs: Christina Hepner Brodie – PRTM & Andrew Kugler – Welch Allyn 1:30 TRACK B Design Thinking Track Chair: Peter Lawrence – The Corporate Design Foundation TRACK C Service Innovation in the Front End Track Chair: Jeneanne Rae - Peer Insight LLC & BusinessWeek On-line Columnist TRACK D Managing the Discovery Portfolio Track Chairs: Rita Pilate – Johnson & Johnson, Consumer & Jeff Stirrat - Ethicon Strategy Development: Accelerating Implementing Corporate Innovation Innovating From the Inside: How to Innovation Development with Strategy through Design Build Your Own Innovation Tiger Symbol is a forward-thinking company with Confidence Teams As our group develops concepts we often are saddled tremendous amounts of data, such as: • Research Data (e.g. competitive information, ideation sessions, market research) • Business Requirements (e.g. user needs, financial, organizational & technical) At the same time we as innovators, feel the pressure to quickly and confidently commercialize our product. • Instill confidence by generating options that tie to key metrics (e.g. NPV, probability of failure) • Generate bulletproof options by leveraging key human resources within your organization • Accelerate development by choosing the best strategy & anticipate roadblocks early in development • Plan effectively by creating a timeline that allows for embarking on a strategy and quickly morphing into other strategies, until the product is commercialized or laid to rest. Charles Stunson, Senior Innovation Manager – SPRINT NEXTEL a commitment to innovation and quality. But don’t just take our word for it. With tributes from business entities, design organizations and IT associations, we stand out in the industry. Our most recent honors are listed below: 2006 The Wireless Broadband Innovation Awards 2006 named Symbol's Mobility Services Platform (MSP) as the "Best Innovation in Wireless Security Management." Symbol was also a finalist in three other categories as well: "Best VoIP Product" (MC70), "Best Enterprise Wi-Fi Product" (WS5120) and "Best Enterprise Deployment (Government Organizations)." 2005 Fortune named Symbol one of “America’s Most Admired Companies” Microsoft Corp. gave Symbol the Windows Mobile Award for Innovation in Marketing for its marketing of the MC9000 family of mobile computers VAR Business Magazine gave Symbol PartnerSelect Program a “Five-Star Rating” Alistair Hamilton, Vice President Corporate Innovation & Design - SYMBOL TECHNOLOGIES Earlier this year BSkyB piloted a new approach to innovation. The pilot took 9 employees from different functional areas of the enterprise, taught them team, presentation and innovation skills, with the challenge to come up with one good idea in 12 days. The team then pitched their ideas for development investment. KEYNOTE Taking the Guesswork Out of Finding Next Generation Platforms This presentation reviews a systematic approach to identifying a holistic, consumercentric, innovation/new platform strategy. The result is a strategy which integrates brand positioning, technology focus areas, and an initiative pipeline. • Understand an overall process for managing innovation strategy and new As a result five new service propositions platform development were launched into the development pipeline • Discover a framework for integrating in the summer 2006. Marketing, Product Development and • Immersion: understanding customer management resources with a common issues and opportunities innovation vision • The human aspects of innovation: in an • Learn how to leverage both qualitative enterprise you need innovation teams, and quantitative consumer insight tools not individuals to identify and validate new growth platforms • Tiger teams: an executive dream team and seed to upping the innovation • Review tools used to quantify the quotient at our firm robustness of your company’s innovation portfolio • The role of HR: to drive a change in culture you need the support of your HR Eric W. Meyer, Director of Global department New Business Development • Executive sponsorship: how to gain SUNNY DELIGHT BEVERAGES executive sponsorship for an innovation COMPANY pilot George Mudie, Director of Customer & Interactive Technology – BRITISH SKY BROADCASTING LTD 2:15 Developing a Breakthrough Innovation Capability: Lessons Learned Companies are rapidly evolving their level of sophistication in developing and commercializing breakthrough innovations. Just a few years ago, strong maverick individuals were primarily responsible for breakthroughs their companies delivered, through rule breaking and senior sponsors providing air cover. No longer. Companies are developing entire management systems that work with rather than against these individuals, thereby enabling breakthroughs over and over. • Breakthrough Innovation Capability: Discovery, Incubation, & Acceleration • Each competency has its own mandate, skills, processes and metrics • Senior leadership over the incubation competency is crucial for the development of breakthroughs • New roles are emerging in companies to help develop a new business creation mentality • The degree of companies’ sophistication in managing for the future Michael Giersch, Vice President Strategic Planning – IBM & Gina Colarelli O’Connor, Associate Professor and Director, Radical Innovation Research Program, Lally School of Management and Technology – RENSSELAER POLYTECHNIC INSTITUTE PANEL DISCUSSION Innovation through Customer Centered Design Design executives from two leading companies will describe how the front end of their innovation process is delivering higher value results by including customer observation and other research that is translated and developed by design to achieve market success. Moderator: Bruce Nussbaum, Assistant Managing Editor - BUSINESSWEEK’S INNOVATION & DESIGN COVERAGE Panelists: Sam Lucente, Vice President of Design – HEWLETT-PACKARD Clive Roux, Senior Director - PHILIPS DESIGN KEYNOTE From Transactions to Brands Over the past 10 years, Marriott International has transitioned from a lodging company to a brand company. Despite our service economy, services branding and experience innovation is still an emerging science and art. • Can an 80 year old company reinvent itself to remain relevant in the 21st century? • Can 150,000 employees be a nimble team? • Do 3rd party real estate investors invest in experience R&D? • Can a 3000 hotel brand company compete with boutique hotel entrepreneurs? Mike Jannini, Executive Vice President & General Manager, Brand Management – MARRIOTT INTERNATIONAL, INC. The Biggest NPD Blunders of the 20th Century: How to Avoid Making the Top 10 List in the 21st Century This presentation will cover some of the biggest failures in NPD R&D in the last century as examples of best practices that can be used to avoid the same historical mistakes this century. At the other end of the spectrum we will discuss magnificent "failures" that led to incredible product development. We will also touch on creating products for which there is no discernable market, but which have revolutionized our world. • Lessons from the History Channel - The Ten Biggest NPD “Blunders” of the 20th Century • Getting from "A Good Idea" to a "Great Product" - Establishing a Creative Culture • Found Money - Creating Revenue Streams from Intellectual Property Created during NPD • Managing Ideas - The "Leaky" Nature of Intellectual Property Kelly L. Frey, MS, JD, Shareholder – BAKER DONELSON BEARMAN CALDWELL & BERKOWITZ, PC 3:00 Networking Break - Located in the Expo Hall GENERAL SESSION 3:30 5:00 KEYNOTE PRESENTATION Growth as a Process at GE The CMO of GE is responsible for driving sales and commercial excellence, globalizing the company, and driving organic growth through new products and innovation. In the keynote presentation, we will discuss all of the above, as well as how GE integrates imagination into their strategic process for growth. Daniel Henson Vice President & Chief Marketing Officer GENERAL ELECTRIC ACADEMIC FORUM: Developing New Breakthrough Business Models Strategy as Creating the Future We now live in an era of almost constant change where companies find that their strategies need almost constant redefinition-either because the old assumptions are no longer valid, or because the previous strategy has been imitated and neutralized by competitors, or because technological developments and globalization offer unanticipated opportunities. Rooted in these premises, the strategic challenges for organizations become: How do we identify the market discontinuities (e.g., fundamental shifts in technology, customers, competitors, lifestyle/demographics, globalization, regulations, etc.) that could transform our industry? How can we create new growth platforms with a view to exploit the market discontinuities? What kind of organizational DNA must we have in order to anticipate and respond to changes on a continual basis? How do we execute breakthrough strategies? Vijay Govindarajan, Professor of International Business & Director of Tuck’s Center for Global Leadership at DARTMOUTH COLLEGE & Best-Selling Author of “Ten Rules for Strategic Innovators – From Idea to Execution” 4:15 KEYNOTE PRESENTATION Design, Innovation and Value Creation Whirlpool Corporation is the $20B global leader in the appliance sector who has successfully leveraged design as a core strategy to break out of the commodity stalemate that has typified the industry in the past. We will share examples of how design and innovation have created a cultural change at Whirlpool and a focus on creating exciting, engaging products for our global brands and consumers. • How design is inextricably linked to brand and brand value creation • Importance of establishment and maintenance of visual brand equity • Role design and innovation play in shaping compelling consumer experiences • Examples of how design and innovation has impacted Whirlpool Corporation in a positive manner • How design is the ‘front end of the front end’ for innovation David Swift, President – Charles Jones, Vice President, WHIRLPOOL NORTH AMERICA Global Consumer Design – WHIRLPOOL NORTH AMERICA 5:30 On the Roots of Dynamic Capabilities Dynamic capabilities are rooted in a firm's ability to simultaneously exploit current capabilities as well as explore into new spaces. Yet those organizational characteristics and leader behaviors associated with exploitation are fundamentally inconsistent with those associated with exploration. This session will explore the paradoxical organization design, cultural, and senior team processes and behaviors associated with effectively leading innovation streams. I will discuss streams of innovation at the business unit and corporate levels of analysis. Michael L. Tushman, Paul Lawrence Class of 1942 Professor of Management – HARVARD BUSINESS SCHOOL & Best Selling Author of “Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal” © 2007 IIR Holdings, Ltd. 6:00 End of Main Day One - Networking in the Expo Hall to begin promptly at 6:00 pm 8 To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com
Slide 9: Main Conference Day Two: Friday, May 11, 2007 7:15 8:00 Morning Coffee 9:15 Chairman’s Opening Remarks GENERAL SESSION BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 2 What is Top of Mind? (Continued) Moderator: Jessie Scanlon Innovation & Design Editor BUSINESSWEEK ONLINE Innovation Champions: 8:15 KEYNOTE PRESENTATION Sustaining ‘Genuine Ingenuity’: Building Innovation into Product & Strategy Development in a Mature Business In continual operation for over 160 years, Brunswick has invested that time in tirelessly earning, building and reasserting a reputation for quality, innovation and shooting straight. This is summarized in Brunswick’s tagline, ‘Genuine Ingenuity.’ In his keynote, Mr. McCoy will discuss some of the issues Brunswick, specifically Brunswick Boat Group, faced as they crafted a structured approach to innovation. Highlights will include: • How to effectively blend the traditional, unstructured approach to innovation with a more disciplined and predictable business process • How to solicit participation and support from all areas of the business—including management, employees, partners, and customers • How to innovate in both product and business process Dustan E. McCoy, Chairman & Chief Executive Officer – BRUNSWICK CORPORATION Carol Pletcher, Chief Innovation Officer – CARGILL Stephanie Barry, Director Global Innovation - WD-40 Marissa Mayer, Vice President, Search Products & User Experience – GOOGLE Cheryl Perkins, Former Chief Innovation Officer – KIMBERLY-CLARK CORPORATION 10:30 Networking Break in the Expo Hall CONCURRENT TRACKS BEGIN. Feel free to go in and out of any session. TRACK A Leadership & Culture Track Chairs: Brenda Arnold – The Valvoline Company & Karen Ann Lojeski – Virtual Distance International 11:15 TRACK B Partnering for Innovation Scott Boyce – Rohm and Haas TRACK C Innovation Rebels: Learning From Track Chairs: Rebecca Seibert – Chemtura & Non-Fortune 500’s Track Chair: David Kingsbury – Radar Communications TRACK D Tools, Trends & Advancements Track Chairs: Mary Ellyn Vicksta – KimberlyClark Corporation & Lorette Pruden – Inventive Strategies KEYNOTE Driving Sustained Innovation with Process, Culture, & Discipline Bank of America realized that there was a limit to driving growth through acquisitions. The challenge was that past core growth rates were not going to be sufficient to meet growth goals. So how to build an innovation engine that could be relied on to consistently deliver gap closing growth and delight customers? Through a journey of introspection, analysis, design, execution and learning, Bank of America has developed an innovation engine that is sustained by process, discipline and culture. Numerous innovations have resulted, as well as several breakout innovations such as the Keep The Change ® card. In this Presentation, Brad Rogers, SVP of Innovation & Product Excellence for Bank of America’s Global Wealth & Investment Management business, will discuss the process, tools and methodologies employed to drive sustained innovation. • The journey to innovation; a multigeneration roadmap • Practical application of tools, processes and practices • Key lessons learned, obstacles overcome and challenges ahead Brad J. Rogers, Senior Vice President Innovation & Product Excellence – BANK OF AMERICA Innovate Anywhere, Deploy Everywhere Schlumberger is focused on creating and nurturing an innovation culture that differentiates its products and services in the marketplace, enhancing the value creation for its customers. Schlumberger is a global oilfield services company often recognized as the world leader in the upstream exploration and production industry. In this, Schlumberger relies on skilled innovative people and leading edge IT, taking an open innovation approach involving partners, academia, and an internal network of grass-roots innovators. • Innovation does not happen by itself: it needs incubation and organizational guidance • Innovation requires visible organizational commitment, which includes time, resources, funding and messaging • A community of innovators is critical to the emergence of ideas from inside the company, but the role of the community is not always obvious or easy to promote • Geographical and cultural diversity, and a global presence, are enormous advantages Najib Abusalbi, Director Research & Innovation - SCHLUMBERGER KEYNOTE Oakley Innovation: Breaking All the Rules & Winning Oakley is not a typical company that has a market cap of over $1 Billion, and our innovation does not follow the typically innovation path. Everything from the office building to the leaders of the company are different, but somehow Oakley is at the top of its market. • Product development the Oakley way • The Oakley culture is a critical part of the success • Maintaining core competencies and focusing on our athletes • How to make a $40 million business in 6 months Bill Malloy, International Brand Manager, Electronics - OAKLEY What Gets Measured Gets Innovated: How to Drive Scalable & Sustainable Innovation with Metrics & Targets There is a high correlation between companies with successful corporate innovation programs and the existence of well-defined innovation metrics and targets, throughout their innovation process. Targets and metrics will drive corporate innovation programs for the foreseeable future. • To be successful, innovation should be managed like any other business discipline by aligning corporate strategy with innovation program targets • The Innovation Revenue Growth Gap should be calculated for each division or business unit • Key metrics, measurement frequency and targets should be agreed with management at all levels of the organization • Innovation infrastructure is required to boost innovation pipeline activity, drive participation and measure target achievement across divisions • Innovation Process Metrics are lead indicators of innovation success • The total Innovation Pipeline Opportunity Value should be at least 3-5 times the innovation revenue targets • Innovation Revenue should be defined and tracked over time Mark Turrell, Chief Executive Officer – IMAGINATIK PLC* * This is a sponsored session 12:00 Project B.I.G. – Building a Customer KEYNOTE Centric, Breakthrough Innovation Partnering for Innovation at Kodak Culture & Capability Project B.I.G. had its beginnings in Fall of 2005 while we were discussing the need to achieve double digit growth organically through innovation. Our innovation pipeline was lacking breakthrough innovation so we decided to change the way that we filled our innovation pipeline from a product-centric to a customer-centric approach. • Real world example of innovation culture change • Evolution of a customer centric product definition process to meet specific market needs • Metrics that are useful to measure innovation • Application of learning from Front End of Innovation 2006 conference John Lynch, Ph.D., Director R&D – MILLIPORE CORPORATION Engineering a Better Club – PING’s Path to Increased Innovation In 2001, PING, Inc. found itself in a competitive disadvantage relative to innovation capacity and flow. This presentation will discuss the strategies the company employed to drastically increase its performance in this critical area. • Competitive Environment & Company Background • Developing a Lean Product Development Process • Proper Use of Technology • The Learning Environment Paradigm • PING’s Performance Gains Daniel R. Shoenhair, Director, Engineering Business Manager – PING, INC. In the process of reinventing its business, Kodak has established a broad range of partnerships with other companies and organizations. As the head of Kodak’s research operations and corporate Vicepresident, Mr. Lloyd will speak about the ability of successful partnerships to extend the scope of internal research. With several decades of experience in printing and imaging industry, Mr. Lloyd will provide ample anecdotes of successful and less successful strategies for building partnerships. • Building a successful partnership • Common pitfalls • Stories of success (and disappointment) • Bargaining • Functions Bill Lloyd, Chief Technical Officer & Senior Vice President – EASTMAN KODAK COMPANY Leveraging the Internet to Drive Innovation-Focused Market Research The increasing speed of business and shortened time-to-market cycles has made innovation a constant endeavor for marketers. Most concur that about 1 in 1000 product ideas make it to market. To stay ahead, marketers need to either create more ideas more quickly or improve the quality of early stage product ideas to reduce the ratio needed to get a product to market. Market research (MR) can meet these accelerating needs, but only through innovation in market research. • MR has failed the innovation community by failing to be an innovative market itself • The internet has the potential to revolutionize the MR industry • Traditional MR measures do not apply to the innovation process as they necessarily seek to compare to what is known • No one yet has the answer as to how to best measure and direct innovativeness at the leading edge • Innovative new online research tools integrate sub-conscious thoughts and feelings with conscious reactions Chris Sensibaugh, Director of Consumer Insights – NESTLE & Brendan Light, Vice President Research Strategy & Development – BUZZBACK MARKET RESEARCH © 2007 IIR Holdings, Ltd. To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com 9
Slide 10: Tracks continued... TRACK A Leadership & Culture Track Chairs: Brenda Arnold – The Valvoline Company & Karen Ann Lojeski – Virtual Distance International 12:45 2:00 TRACK B Partnering for Innovation Scott Boyce – Rohm and Haas TRACK C Innovation Rebels: Learning From Track Chairs: Rebecca Seibert – Chemtura & Non-Fortune 500’s Track Chair: David Kingsbury – Radar Communications TRACK D Tools, Trends & Advancements Track Chairs: Mary Ellyn Vicksta – KimberlyClark Corporation & Lorette Pruden – Inventive Strategies Luncheon Dessert will be served in the Expo Hall from 1:45pm – 2:00pm Improving Innovation Effectiveness through Entrepreneurial Boot Camps Alcatel-Lucent Ventures (ALV) is a program responsible for creating new businesses for Alcatel-Lucent and empowers teams with innovative business ideas to bring new products to market for ultimate "acquisition" by Business Groups. A Venture Council (VC) with business and technology experts evaluates periodically new business proposals and identifies champions to drive investment. Entrepreneurial Boot Camps (EBC) are fast learning and training tracks, organized by Alcatel-Lucent University in collaboration with Business Schools, bringing together entrepreneurial people and ideas with the aim to develop Business Opportunity Plans and defend them to VC’s. EBCs offer an alternative, structured and relatively cheap way to bring new ideas with business potential to the VC and create a true entrepreneurial culture with actionable innovations. • Entrepreneurial Boot Camps: Scope, Objectives and Program • Role of Business Schools and Venture Capitalists in EBCs: What, Why, Where and How? • Outcome and Lessons Learned of 2 EBCs organized in 2006 • The HR aspects of Innovation through EBCs: Impact of Dating Events, Team Building, Networking and Virtual Distance PETIT Guido, Director of Alcatel-Lucent Technical Academy – ALCATEL-LUCENT Orbiting the Giant Hairball (And Living to Tell About It) Why is it important for a supplier of raw materials to connect with brand owners and consumers? How is it done and what happens when it's tried? Eastman's Innovation Lab website and Material Difference sampling strategy are examples of one company's efforts to orbit the giant hairball of corporate policy, conformity and status quo to deliver creativity and growth opportunities. • As Gordon Mackenzie writes in Orbiting the Giant Hairball: "Orbiting is responsible creativity – vigorously exploring and operating beyond the Hairball of the corporate mind set…all the while remaining connected to the spirit of the corporate mission" • The success of Eastman's design initiatives has come from "orbiting the giant hairball" – doing things differently and doing things better • The traditional value chain is being replaced by value constellations that consist of projects that revolve around ideas and involve players who add the greatest value • For companies to be part of these constellations, they must demonstrate the ability to be creative and add value Gaylon White, Director, Design Industry Programs - EASTMAN CHEMICAL COMPANY Sponsored Session This session is being led by HOTSPEX. For more information as it becomes available, please visit our conference web site, www.frontendofinnovation.com. KEYNOTE The Wisdom of Crowds in the Front End: A Market-Based Method to Answer High-Stakes, High-Risk Questions in Pursuing New Products Creating alternatives is easy, choosing among them correctly is hard. The difficulty in making choices at the Front End is that it’s often an apples-to-oranges comparison – and you’re not allowed to bite before you choose. There are new market-based techniques, however, that make it possible to get the best decision, without a lot of research. Yazaki used just such an approach in a simulated Concept Auction to tap the existing hidden knowledge throughout the company and make a choice among several hard alternatives. • Markets are recognized as the best way to see the future before it happens • There are practical market-based tools, like the Concept Auction, that can routinely inform high-stakes decisions • You can find out not only what’s preferred, but also what’s risky, what’s not, what the organization supports, and who knows best. • Knowing what’s desired by the market is great, but knowing what’s supported by the company – before launching a product – can save more than a career Doug Burcicki, Senior Manager, Marketing & Product Management YAZAKI NORTH AMERICA, INC. 2:45 Building Innovation Processes Globally As Yum Restaurants International (YRI) expanded its Pizza Hut & KFC brands, its historical reliance on the US businesses for big innovation ideas ceased to be an efficient way to meet the evolving needs of a growing and diverse international business. Embarking on the global rollout of a new stage/gate innovation process, it became evident that a core need was to significantly increase the level and quality of both insight and idea generation that was taking place at the front end of the process. Faced with stretched resources and varying degrees of internal experience and external expertise, YRI needed to think differently about how to establish a formal process for generating breakthrough ideas. • Dramatically and cost effectively accelerate the idea generation process • Drive greater cross functional collaboration and a shared responsibility for innovation • Leverage new thinking skills used in invention for insight generation • Build a stronger linkage between insight & ideas Marcus Burr, Vice President Consumer Insight - YUM RESTAURANTS INTERNATIONAL & Joe Gammal, Principal –SYNECTICS, INC. Confidential Open Innovation – Case Example from Surgical Procedure Innovation Open Innovation offers companies the opportunity to embrace ideas and inventions from far outside their domain of operation. This free flow of information, however, comes at a price, often sacrificing confidentiality and the ability to fully protect new ideas. This case example introduces methods and techniques to gain the benefits of Open Innovation without sacrificing confidentiality and intellectual property protection. • A surgical procedure and device challenge is explored that could not be addressed by conventional user-focused innovation techniques • Methods are introduced to allow broadranging experts from outside the medical domain to participate in innovation efforts without concern for confidentiality • A problem and solution space abstraction technique is introduced to ensure protection of intellectual property rights • Demonstrated Confidential Open Innovation results are presented that translate best practices from far outside the medical domain into proprietary and patentable solutions Gary B. McAllister, Director of R&D – DEPUY MITEK, INC. (a Johnson & Johnson Company) & Jeff Hovis, Managing Partner – PRODUCT GENESIS Management as a “Tool” to Drive Innovation A group of leading companies have banded Small and medium sized companies are the together to define international standards of excellence for Enterprise Strategic Decision engine of growth for the Irish economy and Management (IEEE P1694 ESDM). Currently innovation is the key to their success. enterprises of all sizes have no framework However many do not operate using a formal stage gate process and have difficulty from which to manage all the decisions across the organization and/or its roles. This scaling down the processes of the larger makes it extremely difficult to understand companies. This presentation will look at how the Irish government stimulates growth how any one decision sits in context with other decisions and to manage the through innovation. • The balance of capability and motivation consequences of all the decisions across the enterprise and over time. The ESDM in insuring innovation occurs within decision management framework also businesses provides the ideal framework for • Leveraging global best practices collaboration and innovation. Ideation done • Development of the skills necessary to in the context of one or more decisions is make innovation happen always in a business context and provides • Framework to integrate and enhance the idea path to innovative solutions across regional service provision and a broad spectrum. capabilities • The ESDM standard will improve value • Lasting economic benefits of investing in creation through better decision quality, innovation speed, consistency, clarity, execution Dorothy Timmons, Manager, Innovation and efficiency Management Initiative – ENTERPRISE • This decision framework will provide the IRELAND common language and information structure to enable true collaboration across the diverse roles • This decision framework will enhance innovation and knowledge reuse and support proactive management in the face of growing complexity and constant change • ESDM will also facilitate the execution of major programs, joint ventures and strategic alliances • Software tools have been created to assist individuals and teams in the use of the ESDM decision framework Gary DeGregorio, Distinguished Member of the Technical Staff – MOTOROLA, INC. Fostering Innovation in Small Businesses: The Role of Government Using Enterprise Strategic Decision © 2007 IIR Holdings, Ltd. 3:00 Networking Break 10 To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com
Slide 11: GENERAL SESSION OPEN INNOVATION FORUM 4:00 KEYNOTE PRESENTATION – PART 1 Open Business Models: How to Thrive in the New Innovation Landscape In my previous work, Open Innovation, companies sought out external technologies and pushed out unused internal technologies based upon their fit with the company’s business model. In this new book, I explore the implications of companies learning to innovate their business models, not just their technologies. • A better business model beats a better technology • Not all business models are created equal: business models range from commodity models to highly differentiated platform models • Managing intellectual property must be driven by the company’s business model, which means that it is too important to be left to the lawyers • While many large companies would do well to become more open, some small companies err on the side of being too open Henry Chesbrough, Professor – UNIVERSITY OF CALIFORNIA, BERKELEY & AUTHOR PANEL DISCUSSION – PART 2 Open Innovation: A Leader’s View on the Challenges & Benefits of Driving Change in Industrial R&D Open Innovation has become a major theme for enhancing innovation to spur corporate growth and also represents a major potential lever for improving R&D productivity. Listen to leaders in the forefront of implementing Open Innovation talk about their motivations, the lessons learned, and the pros/cons of the accompanying culture change. • While competitive and market pressures have continued to force corporations to improve productivity, gains in R&D productivity have remained elusive • After a period of retrenchment and restructuring, corporations have again been looking for innovation to spur growth • Open Innovation has presented the biggest potential lever for dramatically increasing innovation and improving R&D productivity at the same time • Open Innovation requires a dramatic new approach to innovation and a major culture change in the R&D organization • How do corporations achieve this culture change in a successful way? Moderator: Stephen Socolof, Managing Partner - NEW VENTURE PARTNERS LLC Participants: Todd Abraham, Chief Technology Officer – KRAFT David Yaun, Vice President, Corporate Communications - IBM 5:15 Conference Adjourns SPEAKER REPRESENTATION & INDUSTRY MIX ACADEMICS, AUTHORS, & GURUS Author – Rob Shelton, “Making Innovation Work” BusinessWeek – Bruce Nussbaum, Assistant Managing Editor, Innovation & Design Coverage BusinessWeek Online – Jessie Scanlon, Editor, Innovation & Design Coverage Dartmouth College – Vijay Govindarajan, Professor of International Business, Director of Tuck’s Center for Global Leadership & Author “Ten Rules for Strategic Innovators – From Idea to Execution” Harvard Business School – Michael L. Tushman, Paul Lawrence Class of 1942 Professor of Management & Author “Winning through Innovation” Making Innovation Northeastern University – Gloria Barczak, Professor of Marketing & New Product Development Northeastern University – Harry West, Executive Professor Northeastern University – Marc H. Meyer, Matthews Distinguished University Professor of Entrepreneurship & Innovation & Author “The Power of Product Platforms” & “The Fast Path to Growth” Rensselaer Polytechnic Institute – Gina Colarelli O’Connor, Associate Professor & Director, Radical Innovation Research Program Stevens Institute of Technology – Peter Koen, Associate Professor, Wesley J. Howe School of Technology Management Think Like a Genius – Todd Siler, Ph.D., Head of Innovation & Author “Think Like a Genius” University of California, Berkeley – Henry Chesbrough, Executive Director, Center for Open Innovation & Author “Open Innovation” & “Open Business Models” X-Prize Foundation – Peter Diamandis, Chairman & CEO SOLUTIONS PROVIDERS & THOUGHT LEADERS BuzzBack - Brendan Light, Vice President, Research Strategy & Development Hotspex – Richard Ng, Vice President of Research and Analytics Imaginatik plc – Mark Turrell, CEO New Venture Partners – Stephen Socolof, Managing Director Product Development Consulting, Inc. – Sheila Mello, Managing Partner & Principal Product Development Consulting, Inc. – Wayne Mackey, Principal Product Genesis – Jeff Hovis, Managing Partner PRTM – Bill Lay, Director PRTM – Mark Deck, Director Sagentia Inc. – Dan Edwards, Director of Innovation & Technology Management Sagentia Inc. – Geoff Waite, Vice President Sagentia Inc. – Simon Karger, Director of Innovation & Technology Management Synectics – Joe Gammal, Principal The Institute for Lean Innovation – Bart Huthwaite, Founder Virtual Distance International – Karen Sobel Lojeski, Ph.D., CEO McNeil Nutritionals – Dondeena G. Bradley, Ph.D., Director of Strategic Marketing Nestle – Chris Sensibaugh, Director of Consumer Insights Sunny Delight Beverages Company – Eric W. Meyer, Director of Global New Business Development WD-40 – Stephanie Barry, Director of Global Innovation Whirlpool NA – Charles Jones, Vice President, Global Consumer Design Whirlpool NA – David Swift, President PHARMACEUTICALS, HEALTHCARE, & MEDICAL DEVICES 3M Pharmaceuticals – Joe Dellaria, Lead Research Specialist Depuy Mitek, Inc. – Gary B. McAllister, Director of R&D SERVICES Bank of America – Brad J. Rogers, Senior Vice President, Innovation & Product Excellence Citigroup – Amy Radin, Chief Innovation Officer Citigroup Global Consumer Bank – Alexis P. Goncalves, Director of Quality Intelligence Google – Marissa Mayer, Vice President, Search Products & User Experience Hewlett-Packard Services Worldwide – Craig A.A.P. Samuel, Chief Knowledge Officer ELECTRONICS General Electrics – Daniel Henson, Vice President & Chief Marketing Officer Oakley – Bill Malloy, International Brand Manager, Electronics Philips Design – Clive Roux, Senior Director TECHNOLOGY & HIGH-TECH GOVERNMENT Enterprise Ireland – Dorothy Timmons, Manager, Innovation Management Initiative Eastman Kodak Company – Bill Lloyd, Senior Vice President & Chief Technical Officer Hewlett-Packard – Sam Lucente, Vice President of Design IBM – David Yaun, Vice President Corporate Communications IBM – Michael Giersch, Vice President Strategic Planning Microsoft – Dan Rasmus, Director of Information Work Vision Microsoft Research – Bill Buxton, Principal Researcher HOSPITALITY, ENTERTAINMENT, & TRAVEL British Sky Broadcasting Ltd – George Mudie, Director of Customer & Interactive Technology Harrah’s Entertainment Inc. – Gary Loveman, Chairman, President & Chief Executive Officer Marriott International, Inc. – Mike Jannini, Executive Vice President & General Manager, Brand Management Yum Restaurants International – Marcus Burr, Vice President of Consumer Insights COMMODITIES Cargill – Carol Pletcher, Former Chief Innovation Officer Schlumberger – Najib Abusalbi, Director Research & Innovation CONSUMER GOODS & CONSUMER PACKAGED GOODS Coca-Cola – Penny McIntyre, Senior Vice President of Marketing Fortune Brands, Inc. – David Hagopian, Senior Director, Technical Innovation Hannaford Bros. Co. – Tod Pepin, Vice President of Center Store Merchandising Hill’s Pet Nutrition – Letesa Isler, Associate Director, Category Innovation Center Kimberly-Clark Corporation – Cheryl Perkins, Former Chief Innovation Officer Kraft – Todd Abraham, Chief Technology Officer Mars, Inc. – John Helferich, Former Senior Vice President of R&D TELECOMMUNICATIONS Alcatel-Lucent – PETIT Guido, Director of Alcatel-Lucent Technical Academy Motorola – Gary DeGregorio, Distinguished Member of the Technical Staff Sprint Nextel – Charles Stunson, Senior Innovation Manager MANUFACTURING Brunswick Corporation – Dustan E. McCoy, Chairman & Chief Executive Officer Freescale Semiconductor, Inc. – Val M. Arris, Business Operations, Technology Solutions Organization Millipore – John B. Lynch, Ph.D., Director of R&D PING, Inc. – Daniel R. Shoenhair, Director Engineering Business Manager Symbol Technologies – Alistair Hamilton, Vice President Corporate Innovation & Design AUTOMOTIVE & AEROSPACE Harley-Davidson – Lara Lee, Vice President of Enthusiast Services Raytheon – Dr. Hugo Poza, Former Senior Vice President, Homeland Defense Yazaki NA – Doug Burcicki, Senior Manager, Marketing & Product Management OTHER Baker Donelson Bearman Caldwell & Berkowitz, PC – Kelly L. Frey, MS, JD, Shareholder CHEMICALS © 2007 IIR Holdings, Ltd. Eastman Chemical Company - Gaylon White, Director Design Industry Programs To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com 11
Slide 12: LET’S DO IT AGAIN! ATTENTION DOCTORAL STUDENTS – THE 5th ANNUAL FRONT END OF INNOVATION DOCTORAL TRAVEL SCHOLARSHIP IS BACK! SEIZE THE OPPORTUNITY • EXPLORE THE REAL WORLD • PROGRESS IN YOUR STUDIES “Congratulations on a successful, inspiring and wonderful conference! And thank you and the sponsors for allocating slots for Ph.D. students. I found the conference illuminating… and from talking to the other scholarship winners, I know they feel the same.” - Gary R. Schirr, Ph.D. Student – University of Illinois, Chicago, 2006 winner “I would like to thank you for the chance to participate at the Front End of Innovation conference and your organizational work. I really enjoyed the trip and found the conference very useful. I got a lot of inspirations for my further work.” - Melanie Müeller, TUM Business School, 2006 winner Congratulations to Last Year’s Ph.D. Student Travel Scholarship Winners: • Erika E. Harden, Rutgers University – USA • Joshua Herschel Johnson, Vanderbilt University – USA • Gary R. Schirr, University of Illinois, Chicago – USA • Melanie Müeller, TUM Business School – Germany • Helder Sebastiao, University of Oregon – USA The Product Development & Management Association (PDMA) and the Institute for International Research (IIR) are proud to once again present – the Front End of Innovation Doctoral Travel Scholarship. The main objective of this scholarship is to enable Ph.D. students, across the country and abroad, the chance to: • Gain insight from both an academic and practitioner perspective into the key issues in the Front End of Innovation by attending the PDMA & IIR cosponsored Best Practice conference • Meet leading research scholars and practitioners in the field so they can discuss their research interests • Develop further interest in this area so that they may choose it as an area of research Application Deadline: Friday, March 30, 2007 Entry Requirements for Participants: Applicants should be currently enrolled in a program of doctoral studies with a concentration in the management of technology or innovation. Preference will be given to those who are in the process of formulating a dissertation proposal or who will be doing so in 2007. Program: The Front End of Innovation conference will be held in Boston beginning on Wednesday, May 9th with four (4) pre conference workshops and two (2) multispeaker interactive symposiums. The main portion of the conference will occur on Thursday, May 10th and Friday, May 11th. It is anticipated that participants would attend the 3-day conference, including one morning and one afternoon pre-con workshop or symposium on May 9th only. Fees, Expenses and Financial Assistance: IIR will pay for airfare expenses up to $500.00 USD, 3 nights lodging for the conference (Tuesday through Friday only) at the Sheraton Boston Hotel, and will waive the $3,390 conference fee for the 5 best-qualified applicants. Applicants will be evaluated and selected by prominent academics in the PDMA based on their academic achievements, including publications and conference presentations. Failure to attend the Conference will require payment of the $3,290, total value of the conference registration fee plus two workshops or symposium. Applications: An application consists of the following four (4) documents – Submitted via a traceable form of mail to Sabina Gargiulo, Senior Conference Producer, The Institute for International Research, 708 Third Avenue, FL. 4, New York, NY 10017, no later than Friday, March 30, 2007. 1. A letter (no more than 2 pages) requesting the scholarship, including your mailing address and your e-mail address and telephone number where you can be reached. The letter of application should describe the applicant's qualifications, academic achievements (e.g. publications, presentations, etc.), research interests, and the present and planned topic/progress in the applicant’s doctoral studies program, and why this conference is of interest to them. 2. A current resume 3. A biographical sketch not to exceed 100 words, to include the name of your College/University, and your up-to-date information 4. A statement from the Dean, or an equivalent university official, indicating that the applicant is a student in good standing in a doctoral program. Applications will be considered only when all four required documents above are received by Sabina Gargiulo, Senior Conference Producer of the 5th Annual Front End of Innovation event, so it is advisable to apply early! Sabina Gargiulo will notify all selected applicants by Friday, April 20, 2007, with all relevant information on attending the conference. Please understand that we receive hundreds of responses to this scholarship, and so it is impossible for us to follow up with all applicants on selection status. If you have not heard back by the date stated above, feel free to follow up with Sabina Gargiulo via e-mail at sgargiulo@iirusa.com. FROM THE PRODUCERS OF FRONT END OF INNOVATION… SAVE THE DATE For PDMA & IIR 2007 Conferences Please visit our event web sites for updates as they become available 12th Annual Strategic & Operational Portfolio Management February 26-28, 2007 Clearwater Beach, FL www.iirusa.com/portfolio 10th Annual Voice of the Customer December 3-5, 2007 Scottsdale, AZ www.iirusa.com/voc © 2007 IIR Holdings, Ltd. 12 To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com
Slide 13: CALLING ALL PRODUCT/SERVICE DEVELOPERS, MARKETERS, STRATEGISTS, DESIGNERS & BUSINESS LEADERS! LEAVE WITH A TEAM PERSPECTIVE…No One Business Unit Owns the Process and Managing the Front End of Innovation Should be a Shared Responsibility! Our 2007 Front End committee is dedicated to ensuring you leave us with a better understanding of the front end of innovation as a formal process and discipline in early stage new product and service development work. Overcome the hurdles that get in your way! We encourage you to bring your entire team to the event so that a good cross-fertilization of learning can be shared. Remember…this is a very comprehensive conference with lots to do and see. You can’t be in more than one place at a time. Have a group of 7 or more? Get the VIP treatment on-site! Who You Can Expect To Meet… C-Level/Presidents, Vice Presidents, Sr. Manager/Managers, Sr. Director/Directors, Group Leaders, Analysts and/or Specialists in the following industries and have one of the job functions below… Industry Function Consumer Product Manufacturers Healthcare/Pharmaceuticals Business Services Industrial Manufacturing Chemicals Insurance/Banking/Finance Computer Hardware/Software/Services Construction Electronics Energy & Utilities Education & Membership Organizations Telecommunications Other Aerospace & Defense Automotive & Transport Engineering Retail Innovation/Strategy/Ideation Marketing/Market Research/Market Insights Business Development Project/Portfolio/Product Management Engineering Product Development Research & Development IT/Technology Business Analysis Architecture Brand Management & Design Other PDMA MEMBER DISCOUNT Are you a PDMA member? Save an additional $100 The Product Development and Management Association (PDMA) is the premier worldwide resource for professional development, information, collaboration and promotion of product development and product lifecycle management. Founded in 1976, the PDMA membership is over 2,200 product development professionals and academics from all sectors of the economy in over 39 countries worldwide. The mission is to improve the effectiveness of individuals and organizations in product development and management. This mission includes facilitating the generation of new information, helping convert this information into knowledge that is in a usable format, and making this new knowledge broadly available to those who might benefit from it. PDMA uniquely accomplishes its mission in many ways; among them: • National conferences • A network of 20 chapters across the USA, and a strong UK/Ireland affiliate • Regional and local conferences and meetings • Award-winning publications • Awards for achievements in new product development • Sponsored research • Body of Knowledge • Certification as a New Product Development Professional (NPDP) • Certification education and training While most professional associations are vertical organizations specializing in one industry or one function, PDMA’s membership and sphere of influence is horizontal and multifunctional, as is the current state of the new product field. This unique characteristic allows PDMA to address innovation management issues in the same way as multifunctional new product development teams do in practice. KEY PDMA BENEFITS INCLUDE: • Subscription to the Journal of Product Innovation Management and its quarterly magazine, Visions • Meet new product development professionals throughout the world • Specific practical guidance in a variety of new product development theory and new practices for the manufacturing and service industries • PDMA chapters in many major cities. To learn more about the New England chapter or to become a member, please visit www.pdmanewengland.org For Additional Membership Information Call: 800-232-5241 or visit us at www.pdma.org PDMA New Product Development Professional (NPDP) Certification NPDP Certification confirms mastery of new product development principles and best practices, enabling better job performance and helping corporations identify those with knowledge and experience to move into a leadership position. To qualify for NPDP Certification, candidates must meet the necessary criteria in education, experience and knowledge. Once you have obtained your NPDP Certification, you can maintain and expand your professional knowledge by acquiring sixty (60) Professional Development Hours (PDH) to qualify for recertification every three years. Your attendance at each full day of this conference contributes to eight (8) PDHs towards your NPDP recertification. For more information on NPDP Certification, call 800-232-5241 or visit the PDMA website at www.pdma.org/certification. KEY DELIVERABLES Avoid Making the TOP 10 Biggest NPD Blunders of the 21st Century list! At the 5th Annual Front End of Innovation, conference attendees will have the opportunity to: • Evoke the full value and potential of the HUMAN SPIRIT and the ENTREPRENEURIAL MINDSET and their effects on the IDEATION process • Tap into the least used and the least understood element of the front end & harness the true power of DESIGN THINKING • Identify the key levers that forcefully drive success in SERVICE INNOVATION • Break out of the Industrial Age and into the DIGITAL AGE by working more efficiently (on both a local and global basis) – VIRTUAL teaming is the key in R&D • Go above and beyond the front end of innovation in new product development and apply key learnings here to both BUSINESS MODEL INNOVATION and OPERATIONAL INNOVATION • Foster and encourage innovation outside the organization to jumpstart the process – dive deep into OPEN INNOVATION methodologies and PARTNERING for INNOVATION best practices © 2007 IIR Holdings, Ltd. • Form the right TEAMS, with the right people that work on the right projects at the right time – every time! • DISCOVER the VOICE of the CUSTOMER – understand where your customer has an issue, and where there are opportunities for innovation • MEASURE the performance of your front end with metrics that matter To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com 13
Slide 14: SPONSORS BuzzBack Market Research, headquartered in New York, NY, provides creative, full-service online market research solutions. We’ve harnessed the power of the Internet to reinvent market research, keeping you better connected with consumers and ahead of the competition. Our suite of innovative, web-based tools helps you to dig deeper, and provides more meaningful results, while cutting both costs and timing throughout the entire development cycle. Visit www.buzzback.com Imaginatik is the number one provider of Innovation Infrastructure to the world's leading companies. More than 150 clients rely on Imaginatik's software, consulting and research to enable their best-ofbreed Innovation activities. Imaginatik's flagship solution, Idea Central, is designed to elicit ideas and insights from employees and extended enterprise partners, provides a shared collaborative space to develop ideas, and is equipped with sophisticated tools to evaluate and select the top ideas for implementation. Idea Central has won numerous awards and is in use in clients such as Hewlett-Packard, Pfizer, Cargill, Georgia-Pacific, Cadbury Schweppes,W.R. Grace, Bayer AG, and Goodyear Tire & Rubber to name a few. Imaginatik’s software and consulting services have helped clients discover significant sources of additional revenue, as well as tangible cost savings, process improvements and increased product pipeline. Imaginatik is also committed to developing strategic solutions in the field of innovation, working with academic institutions such as the London Business School and the Cass School of Business, London, as well as leading practitioners of corporate innovation. Visit www.imaginatik.com Innovare focuses the creativity in your organization and inspires innovation. We provide custom market research, voice of the customer, creative facilitation, front-end process consulting, and team training. We use best practices to help our clients build the knowledge foundation, business systems, and climate for sustained innovation that drives business growth. Visit www.innovareinc.com Hotspex is a full service market research firm that leverages technology to uncover the consumer insights that help companies become more successful with innovation. Our suite of proprietary research methods and processes result in faster time to market, lower product development costs and improved new product success rates. www.hotspex.com Hype Softwaretechnik is Germany's leading supplier of idea management software for new product development. With more than 50 installations, our flagship software solution, HypeIMT, supports global leaders such as BASF, DaimlerChrysler, and Siemens, as well as many medium-sized companies, in managing the early stages of the innovation process. Exceptional flexibility and ease of customization, the hallmarks of HypeIMT, yield three major benefits: • Fast and cost-effective enterprise-wide implementation • Controlled change management to avoid costs and delays associated with changes in the innovation management process • Customized, business-unit-specific, front-end functionality that still retains the benefits of sharing ideas across organizational boundaries In addition, Hype Softwaretechnik’s innovative pay-as-you-go pricing plans are not based on the number of users, making HypeIMT an attractive choice for clients of all sizes. Visit www.hype.de Product Development Consulting, Inc. (PDC) is an internationally recognized product development consulting firm that helps clients optimize processes throughout the product life cycle, from strategy and product definition to portfolio management to product retirement. Fortune 500 and other high-growth companies look to PDC for an approach that yields measurable and lasting improvement. Author of the new book, Value Innovation Portfolio Management, (J. Ross Publishing) and the best-selling Customer-Centric Product Definition. Visit www.pdcinc.com Product Genesis is a Strategic Innovation consulting firm dedicated to providing best-in class service to a select client base. Our group combines its expertise in technology with state-of-the-art emerging market, user needs, and business analysis to sharpen the strategic and tactical moves of our clients. Since being spun out of the MIT Innovation Center in 1986, the principals at Product Genesis have worked with Global 1000 clients to develop a systematic and analytical approach to delivering customized, high impact, technology-based innovation. www.productgenesis.com. Sagentia is a global technology management and product development company. Established in 1986, our unwavering commitment to innovation has led to the launch of new technologies, services and breakthrough products that have helped change the basis of competition for our clients. We operate in six global market sectors: chemicals, materials & energy, consumer products, industrial products, medical, public sector, telecom and media. In each of these we assist business leaders and policy makers to create strategies for technology, innovation and growth. Sagentia employs more than 200 staff and has offices in six locations worldwide. www.sagentia.com Synectics, inc., Inc. Briefly, we are in the newness business. We are an international consulting firm (9 countries, 7 languages) specializing in creativity and innovation. We help clients generate, develop and implement innovative solutions in areas of focus such as: • Vision and Strategy Planning • New Product and Market Development • Gaining and Leveraging Customer Insight • Business Process Innovation • Infusing Innovation Capability Into an Organization • Business Issues where Fresh Thinking and Collaboration are Important We serve as consultants, innovation facilitators and catalysts with our clients to develop new solutions, as trainers to help imbed skills in the organization and as coaches and consultants to help design and implement ways to foster greater creativity and innovation. Visit www.synecticsworld.com The Institute for Lean Innovation is the home of the Innovation CUBE. The CUBE replicates the dynamics of innovation, integrating them into a repeatable process. The CUBE was developed by Bart Huthwaite, Sr., founder of the Institute, during his work with thousands of project teams over the past 25 years. www.leaninnovation.org EXHIBITORS OFFICIAL PUBLICATIONS Technology Review, MIT's Magazine of Innovation, is published by Technology Review, Inc., an independent media company owned by MIT. Founded in 1899, Technology Review describes emerging technologies and analyzes their impact on business and leaders who are shaping markets and driving the global economy. Technology Review, Inc. also produces live events such as the Emerging Technologies Conference and a website, TechnologyReview.com, which offers daily news and opinion on the groundbreaking technologies of tomorrow. (73 words) Fast Company sets the agenda, charting the evolution of business through a unique focus on the most creative individuals sparking change in the marketplace. By uncovering best and “next” practices, the magazine helps a new breed of leader work smarter and more effectively. Fast Company empowers innovators to challenge convention and create the future of business. www.fastcompany.com MEDIA PARTNERS Innovate, with its editorial sweep ranging from history and society to neuroscience and business, provides penetrating analysis of how innovators and pioneers convert great ideas into successful organizations. From global icons, Toyota and Nokia, to American giants, Microsoft and Google, the magazine unpeels the thinking and creativity that enable enterprises to be global winners in an increasingly competitive environment. The Institute for Innovation & Information Productivity researches and develops global productivity metrics more appropriate to the Information-Age - and to explore and define the influence of technology and innovation that will uncover ways to measure the productivity of innovation. THIS IS THE PLACE TO BE…SO GET READY! PROMOTE YOUR ORGANIZATION AT THE FRONT END CONFERENCE & MAXIMIZE YOUR EXPOSURE AS AN INDUSTRY LEADER! SPEAK…SPONSOR…EXHIBIT…NETWORK! As a business to business professional, you recognize how challenging it is to navigate through to the actual decision-maker. Our premium priced events attract attendance by top level professionals across industries across functions. IIR prides itself on delivering the highest quality content, focusing on business strategy, market share and brand performance. We guarantee: 1) Custom designed packages to match your budget and marketing objectives 2) Face-to-face interaction and networking with top decision makers in a low pressure environment 3) Opportunities to demonstrate your expertise through non-commercial presentations 4) Extensive brand exposure through promotion of your company within an extensive integrated marketing campaign 5) Positioning above your competition 6) Strategically designed exhibit areas for optimum traffic 7) Access to post-conference feedback Our attendees seek your products and services. Together we can provide them with a one-stopshop for all their marketing and business needs. Contact Deborah Hatcher, Sales Team Leader at 212-661-3500 ext. 3188 or email dhatcher@iirusa.com to reserve your spot today. © 2007 IIR Holdings, Ltd. 14 To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com
Slide 15: Pricing Conference Plus Symposia Day Conference Only Register by Feb. 9th $2,990 $2,095 Register by March 16th $3,090 $2,195 Register by April 13th $3,190 $2,295 Standard & On-Site $3,290 $2,395 Five EASY ways to register: FAX PHONE MAIL (941) 365-2507 (888) 670-8200 or internationally at (941) 951-7885 Customer Service - IIRNY P.O. Box 3685 Boston, MA 02241-3685 register@iirusa.com www.frontendofinnovation.com You can add one, two, or three workshops to a package above Add 1 Workshop (in addition to the fee above selection) Add 2 Workshops (in addition to the fee above selection) Add 3 Workshops (in addition to the fee above selection) $450 $800 $1,200 EMAIL INTERNET DISCOUNT OPPORTUNITIES ARE AVAILABLE NOW! As this is THE must-attend Front End of Innovation event of the year, we would like to offer you the opportunity to receive a discount. You are eligible if: • You are a PDMA Member • You are sending a group of people from your company* • You are either an academic or government employee • You are referred by a speaker on the program (must have a valid priority code) * Groups must register at the same time and no two discounts may be combined. Contact Aloycia, abellillie@iirusa.com for more information Your registration for attending the 5th Annual Front End of Innovation conference includes: • Full conference presentations in electronic format and speaker handouts* • Morning coffee, luncheons and refreshments • Networking opportunities • Book Store admittance • Exhibit hall admittance *Please note that we do try our best to secure all of the presentations from our speakers for you. Occasionally, the distribution of presentation materials is prohibited by the speaker or their respective company. Thank you for your understanding. PAYMENTS Payment is due within 30 days of registering. If registering within 30 days of the event, payment is due immediately. Payments may be made by check, Visa, MasterCard, Diners Club, Discover or American Express. Please make all checks payable to the “Institute for International Research, Inc.” and write the name of the delegate(s) on the face of the check, as well as our reference code: M1904. If payment has not been received prior to registration the morning of the conference, a credit card hold will be required. GROUP DISCOUNTS AVAILABLE NOW! Group Discounts are Available - Send Your Whole Team! Contact Aloycia Bellillie at (212) 661-3500 ext. 3702. Please note that groups must register at the same time in order to receive the applied discount. DATE & VENUE May 8 - 11, 2007 Boston Sheraton Hotel 39 Dalton Street Boston, MA 02199 Ph: 617-236-2000 * This number is for general information only HOTEL & TRAVEL All hotel bookings should be made through The Global Executive’s Internet booking site. Please visit www.globalexec.com/iir to make your reservation. If you do not have Web access, or need additional assistance, please call The Global Executive at (800) 516-4265 or (203) 431-8950 or send them an email at conf@globalexec.com. Please note that if you do not make your reservation through The Global Executive, you may not receive our special negotiated discounted price. CANCELLATIONS Should you be unable to attend for any reason, please inform IIR IN WRITING 10 business days prior to the event and a credit voucher for the full amount will be issued. If you prefer, a full refund less a $395 nonrefundable deposit will be issued. No refunds or credits will be given for cancellations received after 10 business days prior to the event. Substitutions of enrolled delegates may be made at any time. Please indicate upon registration whether you are eligible for a discount. No two discounts can be combined. If, for any reason, IIR decides to cancel this conference, IIR does not accept responsibility for covering airfare, hotel or other costs incurred by the registrants. Program content subject to change without notice. Any disabled individual desiring an auxiliary aid for this workshop should notify IIR at least two weeks prior to the workshop. CONFERENCE DRESS CODE Casual and comfortable attire is suggested. We recommend bringing a sweater, as the conference room may be cool. Do You Want Special VIP Treatment at Front End Next Year? • Don’t wait on long lines at on-site registration • Receive a special gift when you check in • Attend the “Breakfast of Champions” meet & greet on Thursday, May 10th • Debrief with your team in a dedicated VIP conference room on-site at the event hotel** • Reserved seating at lunch and in the general session conference room • Receive a 20% discount off the standard and on-site price Just send a team of 7 or more and your company will qualify for all of the above!* *Groups must register at the same time and no two discounts may be combined. **Groups must schedule the day and time of their debrief in advance with the Front End Staff. Team debriefs can take no loner than two hours at a time. Multiple debriefs are permitted providing there are no other scheduled meetings during the times requested. E-mail Kim Karagosian at kkaragosian@iirusa.com to schedule your team’s debrief. About Our Venue… Nestled in charming and historic Back Bay, the Sheraton Boston Hotel is in close proximity to Boston's Logan Airport, the Financial District, Downtown Crossing, the scenic Charles River, many of Boston's favorite shops, restaurants, and museums, and only one block from famous Newbury Street. The hotel is also conveniently connected to the Hynes Convention Center and to 200 shops at the Prudential Center and Copley Place Mall, featuring a wide variety of fine retail establishments. Restaurants offering every type of cuisine and setting are also available, including Top of the Hub Restaurant on the 52nd floor of the Prudential Building with sweeping views of the Boston skyline. FEI’ers…Get Ready. Get Set. Start Blogging! You said you wanted more networking and a way to connect with attendees prior to and after your Boston experience. You said you wanted a tool to help you to learn more about the front end and the topics addressed at the conference. You said you wanted to find out about event specifics, speakers, and updates as soon as they became available. WE HAVE FOUND THE SOLUTION FOR YOU! Visit our web site and log on to THE Front End of Innovation conference blog. We promise great dialog, content, and FUN! www.frontendofinnovation.com © 2007 IIR Holdings, Ltd. To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com 15
Slide 16: 5th Annual Front End of Innovation conference Registration Form: Please complete and return this entire form to: Fax Call Mail (941) 365-2507 (888) 670-8200 or (941) 951-7885 Institute for International Research, New York P.O. Box 3685 Boston, MA 02241-3685 Email Internet register@iirusa.com www.frontendofinnovation.com Institute for International Research 708 Third Avenue, 4th Floor New York, NY 10017-4103 EXHIBITIONS & SPONSORSHIPS Please register the following delegate(s) for the 5th Annual Front End of Innovation conference (please photocopy this form for additional delegates) If you are receiving multiple mailings, have updated information or would like to be removed from Name____________________________________________Title _________________________________ Company______________________________________________________________________________ Approving Manager_____________________________________________________________________ Address____________________________________________________________City________________ State______________________________________Zip/Postal code______________________________ Country______________________________Phone___________________________________________ Fax____________________________________Email __________________________________________ Please charge my credit card ❑ Visa ❑ MasterCard ❑ Discover ❑ American Express ❑ Diners Club Card number___________________________________________________exp. Date________________ Signature_______________________________________________________________________________ ❑ Payment enclosed ❑ Please bill my company P.O. #_____________________________________ Choose your Front End of Innovation experience: ❑ Conference only (M1904C) ❑ Conference plus Symposia (M1904B1) May 9th Symposia will Include any session in: A Playbook for Global Innovation or Realizing the Potential of Ideas & Their Possibilities (see pgs 5 & 6 for details) Which Pre-Conference Workshops would you like to add on? Available Half-Day Workshops: ❑ May 8th PM - Front End of Innovation PRIMER (M1904B2) ❑ May 9th AM - Increasing Innovation ROI through Business Model & Operational Innovation (M1904B3) ❑ May 9th AM - InnovationCUBE™ (M1904B4) ❑ May 9th PM - Partnering in Innovation Driven by Voice of the Customer (M1904B5) ❑ May 9th PM - Innovating in the Digital Age (M1904B6) ❑ I am a PDMA member and qualify for a $100 discount* ❑ I am a Government employee or Academic and qualify for a 30% discount off the standard rate* * See Conference pricing on page 15 for details and no two discounts may be combined. M1904 PLEASE DO NOT REMOVE MAILING LABEL our database, please call 212- 661-3876. Or fax this brochure to (212) 599-2192. Please keep in mind that amendments can take up to 6 weeks to take effect. Please send me more information on: ❑ Exhibitions ❑ Sponsorships & 5th Annual Transforming Potential Into Reality: Where the Greatest Minds in New Product Innovation GET INSPIRED Featuring a cast of more than 90 All-Star, Keynote Level speakers ready to help you fine tune and revamp your innovation engine Sheraton Boston Hotel • May 8-11, 2007 • Boston, MA Executive Sponsors: To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail register@iirusa.com Visit www.frontendofinnovation.com

   
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