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GGI RapidNews R&D Product Development eZine: Volume 10, Issue 3 - July 13, 2009
GGI RapidNews is published approximately once a month.

 

In This Issue

NEWS AND NOTES

MANAGEMENT PRODUCTIVITY - The Ten Trends You Have To Watch

MANAGEMENT PRODUCTIVITY - Trickle Up Trends

MANAGEMENT PRODUCTIVITY - Ingestible Electronic Drug-Delivery System

BOOK REVIEW -The Principles Of Product Development Flow:  2nd Generation Lean !

LORMAN AUDIO CONFERENCE - August 12, 2009 From 1:00 - 2:30 PM

GGI 7th INNOVATION SUMMIT-September 22-24, 2009 - Metro Boston - Early Bird

GGI WEB-BASED TRADE PRESS

THE WISDOM iSTORE FEATURED PRODUCT 40% OFF - 2004 Survey Summary

THE WISDOM iSTORE NEW LISTINGS - Several New Listings This Month

BIENNIAL PRODUCT DEVELOPMENT SURVEY - A Monthly Feature

GATEWAYS TO KNOWLEDGE - A Monthly Feature

CALENDAR OF INDUSTRY EVENTS - A Monthly Feature

TELEVISION EVENTS - Alexander Haig's World Business Review

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NEWS & NOTES

INTELLECTUAL PROPERTY:  Given the rapidly rising importance and business value of IP, we have added a new wing to the GGI Bookstore and we have added a new category to our Conference Calendar.  We will continue to build on these complimentary references over the next few months.

GGI Bookstore   -  IP Books
GGI Calendar    -  IP Conferences


COMPLIMENTARY PUBLICATIONS:  A number of our publications have recently been moved from The Wisdom iStore in paid mode to now be available for free.  At this time, all authored Articles and trade press Quotations through 2003 are now complimentary.

GGI Publications        -  Complimentary Articles & Quotations



MANAGEMENT PRODUCTIVITY - "The 10 Trends You Have To Watch"

Condensed From:  The 10 Trends You Have To Watch, by Eric Beinhocker, Ian Davis, Lenny Mendonca, Harvard Business Review, 60 Harvard Way, Boston, MA 02163, USA, Volume 87, Number 7/8, July-August 2009, Pages 55-60.

The three authors have all distinguished themselves at McKinsey.  Eric Beinhocker is a Senior Fellow at the McKinsey Global Institute, McKinsey & Company's economics research arm.  Ian Davis, is McKinsey's 10th Managing Director.  Lenny Mendonca chairs the McKinsey Global Institute.

Accelerating Trends

     *  Trust in business is running out.

     *  A bigger role for the government.

     *  Shifting consumption patterns.

     *  Industries taking new shape.

     *  Price stability in question.

Steady Trends

     *  Resources feeling the strain.

     *  Management as a science.

     *  Asia rising.

     *  Innovation marching on.

Decelerating Trends

     *  Globalization under fire.

The authors devote 1/3 to 2/3 of an HBR page to explaining each trend.  Their explanations add worthwhile depth to the one line summary of each trend.  The article goes on to further state, "we also see signs of new forces emerging, which we will be exploring in more detail in the months ahead.  The overall picture is of an altered business landscape. It does seem there will be no going back to the precrisis world."

More information on this article is available at the HBR web site, The 10 Trends You Have To Watch.



MANAGEMENT PRODUCTIVITY - "Trickle-Up Trends"

Condensed From:  Turn Of The Century, by Michael Fitzgerald, Fast Company, Mansueto Ventures, LLC, 7 World Trade Center, New York, NY 10007, USA, Issue Number 133, March 2009, Pages 33-34, ISSN 1085-9241.

"A funny thing has happened on the way to globalization:  innovation now trickles up from emerging to advanced economies.  And it may be the way of the future."

"Innovation has always been about people in rich nations getting the latest stuff and the rest of the word getting our castoffs as our markets scale and prices come down. So why is Nokia looking to use Kenya to debut a free classifieds service (think a mobile-phone version of Craigslist), complete with a first-ever feature that lets people shop using voice commands to browse for goods?  And why are Western banks seeking ideas from India's ICICI when its average deposits are one-tenth of those in the West?"

The barriers to entry are much lower.  The costs to introduce and experiment are much lower.  The cost of failure is much lower.  Current world economics are also playing a role.  Much more can be tried for the same amount of investment capital.

As well, industrialized nations have established behavioral patterns that limit their flexibility to trying new approaches.  Using cellular phones for example,  folks in most industrialized countries worry about using their cell phones for on-line banking or to order from the internet.  We want to go to our computer and browser for these activities.  In Kenya, few have computers but cell phones are owned by many.  Additional features and capabilities through a cell phone is a clear step forward.  If these features were introduced in an industrialized nation, the risk of failure would be high due to established behavioral patterns.  In Kenya, the reaction is the opposite.  But, if it did fail, the costs would still be lower.

There are enough examples now that a new trend is clear.  In the future, innovation will go both ways.  It will depend on the type of innovation and the economic barriers and cultural behaviors that might affect it.

McKinsey & Company has identified four clear "Trickle-Up Trends."  Much of this article is based on the early results from the "McKinsey Technology Initiative" on this subject.

Trickle-Up Trend 1:  "Developing market shave low-cost high-quality workers who can both create and execute these ideas."

Trickle-Up Trend 2:  "These markets have hard-to-reach consumers who force companies to come up with new ways to serve them."

Trickle-Up Trend 3: " Emerging-market consumers don't want Western retreads but their own unique products and services, some of which may also appeal to Westerners."

Trickle-Up Trend 4: " There are suppliers in developing markets who are rapidly accessing developed markets."

For more information on this article, and the new innovation trend it documents, please visit the Fast Company web site.

RN Editor Note:  Another good source of information on this trend is "The Fortune At The Bottom Of The Pyramid:  Eradicating Poverty Through Profits."  C. K. Prahalad, considered the foremost strategic thinker in the world in this decade, authored this book in 2006.  It is published by Pearson Press.



MANAGEMENT PRODUCTIVITY - "Ingestible Electronic Drug-Delivery System"

Excerpted From:  Philips iPill:  The ingestible electronic drug-delivery system, by Tim McKeough, Fast Company, Mansueto Ventures, LLC, 7 World Trade Center, New York, NY 10007, Issue Number 133, March 2009, Pages 42, ISSN 1085-9241.

"Philips's R&D unit is developing an 11-by-26-millimeter capsule packed with tiny sensors, a microprocessor, a fluid pump, a wireless transmitter, and medication. It can be ingested just like any other pill. The device will allow doctors to deliver drugs directly to a specific area of the gastrointestinal tract, which could help treat illnesses such as Crohn's disease.

The iPill navigates the digestive system by gauging pH levels, which it reads through onboard sensors. Acidity "is an excellent marker because the most important landmarks are when the pill leaves the stomach, and when it goes from the small intestine to the large intestine," says Philips senior scientist Jeff Shimizu. "There's a very obvious pH jump." When the sensors detect a specified pH level that indicates arrival at the destination, the iPill begins dispensing medication -- which it can do all at once, in a series of bursts, or gradually.

As the iPill moves through the body, its wireless transmitter communicates information about both pH levels and temperature to an outside unit, providing doctors with internal information about the patient. "Based on the data that's coming out, you can adjust the behavior of the pill as it's en route," Shimizu says. "If, for example, there's an adverse reaction, you could stop the delivery of the medication instantly." Philips, which is continuing testing of the prototype, hopes to move to clinical trials -- and into an intestinal tract near you -- soon.

For more information on this article please visit the Fast Company web site.

RN Editor Note:  For more information, please visit Philips home page for their "intelligent pill technology."



BOOK REVIEW - The Principles Of Product Development Flow

Condensed From:  The Principles of Product Development Flow:  Second Generation Lean Product Development, by Donald G. Reinertsen, Copyright 2009 by Donald G. Reinertsen, Celeritas Publishing, Redondo Beach, California  90277, USA, 294 Pages, ISBN-13: 978-1-935401-00-1, ISBN-10:  1-935401-00-9, Library of Congress Control Number: 2008911906.

Many RN Readers are quite familiar with Don Reinertsen's work.  For those of you who are not, it was Don's article in 1983 (when he was with McKinsey) in Electronic Business magazine, "Blitzkreig Product Development," that started the industry-wide movement to improve productivity in product development that is now well into its third decade.  Don co-authored the best selling product development book of the 1990s with Preston Smith, "Developing Products In Half The Time."  In the late 1990s, Don authored "Managing The Design Factory."  Many credit this work saying it started the Lean initiative in product development.  Well, Don has now authored what he says (and the RN Editors agree) is a book that will begin a Second Generation of Lean product development.

Beware though, this book is not for the faint of heart and it is not a casual read.  Nor should it be expected to be.  The more industry refines the sciences of management, just like technologies, the more specific they become.  However, Don has done a masterful job in breaking up the subjects and compartmentalizing the detail so readers of all skill and experience levels will have many meaningful take-a-ways.

The book is well structured.  The table of contents serves as an extensive reference.  The 9 chapters serve to organize the 175 individual Principles that form the basis of this work.  The RN Editors received a pre-publication copy from Don for our review and there was little we could add to this extremely well organized and thought out book.

Chapter 1:  The Principles of Flow
Chapter 2:  The Economic View
Chapter 3:  Managing Queues
Chapter 4:  Exploiting Variability
Chapter 5:  Reducing Batch Size
Chapter 6:  Applying WIP Constraints
Chapter 7:  Controlling Flow Under Uncertainty
Chapter 8:  Using Fast Feedback
Chapter 9:  Achieving Decentralized Control

The cadence of the book is consistent.  First, Don explains each Principle in layman's English.  Then, Don offers the mathematical underpinning of the Principle and/or conclusion he draws.  Folks without significant math backgrounds will likely read the first few paragraphs of each Principle and then skip to the next Principle.  If one assumes Don knows his math, these folks will read about half the book and get 100% of the take-a-ways.  Skeptical readers with math backgrounds will be impressed with the elegance of his quantitative explanations.

Most readers will need to be prepared to put their historical thinking aside.  There is little evidence yet of these techniques across industry.  Perhaps only 1-3% of industry currently practices anything in the book.  Those few that do practice some of the techniques are largely from pure software companies, and more specifically from testing organizations within those companies.  Be sure though, these techniques will definitely make it into conventional and high-tech industries over the next two decades.

Example Take-A-Way: Principle Q13:  The Second Queue Size Control Principle.  Don't control cycle time, control queue size.  Did you know that Queue Size is a twenty-times better predictor of project status than cycle time?  Don makes a factual argument, using an example of people arriving into customs from an overseas flight, that it would be better if practitioners tracked Queue Size awaiting engineering disciplines versus cycle time progress within engineering disciplines.

Example Take-A-Way:  Principle B6 - The Batch Size Efficiency Principle.  Large batches reduce efficiency.  Did you know that management's common practice of grouping a number of related projects into a single large project (a single large batch), for example an initial product platform and several of its derivatives, could result in sixteen-times as much slippage as executing the projects as individual entities?  The complexity of the debug task grows as 2 to the Nth power when we change N things simultaneously.  The same logic applies to an engineering set of drawings released all at once, versus released as they occur.

The two take-a-ways above summarize 2 of the 175 Principles put forth in this book.  You will not read this book in one sitting.  But, with patience, you will read the entire book and be much better prepared for the future of management science in product development.

For more information about The Principles Of Product Development Flow or to order a copy of the book, please go to our Book Store.

RN Editor Note:  This book is a foundational work.  Today's enterprise systems and project systems do not have the features to enable rapid adoption of these techniques.  Bleeding-Edge and Leading-Edge practitioners will need to develop their own systems and software to enable many of the recommendations of this work.  But, isn't that always how competitive advantage is attained? 



LORMAN AUDIOCONFERENCE - August 12, 2009 From 1:00 - 2:30 PM

Title:  Product Development Metrics For Manufacturers:  Measuring Your Productivity

Description:  Globalization, business alliances, and the need for improved organic innovation to gain strategic advantage are driving significant changes in measurement practices for innovative functions.  Improvements in the science of management of these activities is on the fast track.  Some emergent techniques of a few years ago are now clear trends.  Intellectual property, for example, will rise greatly in its importance in the coming decade.  This teleconference will provide attendees with a state-of-practice snapshot.  The key metrics that are likely to pass the test of time will be identified.  Current corporate R&D Metrics practices will be benchmarked, along with the most frequently used metrics for R&D and Product Development.  A framework that delivers a comprehensive metrics solution, that most companies can figure out how to implement without outside assistance, will be explained to conclude the session.

Lorman Conference Number:  381996
Lorman Registration Codes:  Priority Code 16224 and Discount Code K8001240
Lorman Registration Link:      Register Here



GGI 7th INNOVATION SUMMIT - September 22-24, 2009

The ability of top managers and professionals to direct and manage Innovation in their companies is the focus of the 7th R&D - Product Development Innovation Summit. The Innovation Summit will be held Tue/Wed/Thur September 22-24, 2009 in metro Boston. The Innovation Summit is a fact and data driven three-day seminar and workshop focused on the select areas of innovation and intellectual property that are tangible and actionable by corporations and their managers.

Summit Description: Our quantitative approach to innovation in R&D, Product Development, and Product Commercialization activities emphasizes benchmarking both current performance and leading trends regarding issues that top professionals have to deal with and the decisions that they have to make. For example, do you know which activities and techniques your company currently uses that contribute the most to innovation versus those that simply improve execution? Technical Feasibility Analysis is one of the six most innovative techniques! For example, do you know that there are over 250 available tools and techniques your company could choose to deploy that would likely increase overall creativity and innovativeness? And, that there are about 50 tools worth considering. Some actually increase domain knowledge!

Has your company incorporated any of these innovation tools into its Product Development Process to complement DOE, FMEA, Design Reviews and the numerous other execution-oriented tools that dominate most PDPs? For example, do you know the metrics that are emerging in industry that best capture and/or drive innovative behavior and results at the corporate level? A new "Return On Innovation - ROI" formula is one of them! For example, do you know how to categorize and communicate your registered and unregistered Intellectual Property to maximize market capitalization values by Wall Street analysts? Some frameworks are now several years in practice and are giving companies a leg up on their competitors!
The 8 Innovation Modules:  The content of the Summit is organized into 8 modules. The duration of each module and the flow over the three days is in our Summit ATaGLANCE. There is a Summit Brochure. Companies who have participated in prior GGI Summits may be of interest, along with selected Testimonials. In summary, the eight modules are:

1. Best Practice Innovation Processes
2. Corporate-Level & Tactical-Level Innovation Drivers
3. Innovation Enablers & Tools: 5 Groups & 50 Items
4. Three Key Innovation Tools & Techniques
5. Semantic Technologies & Knowledge-Enabled Innovation
6. Best Practice IP Valuation, Management, & Communication
7. Open & Outsourced Innovation Frameworks
8. Innovation Metrics & Rewards

In addition at this Summit, GGI will be presenting the set of results of our 2008 Primary Research on Tangible Innovation: Innovation Environment, Innovation Processes, Innovation Branding, Innovation Tools, and Top C-Level Innovation Metrics. Two-hundred corporations participated! As we plan on sharing a majority of the 2008 Primary Research at the Summit, we will also be giving each Summit participant a complimentary pdf copy of the 100+ page findings and conclusions document as a bonus along with permission for the document posted to your company intranet for the use of all employees. This is a significant value when combined with the Summit.

Who Should Come:  Our overall approach to the Summit is geared to top-level professionals that manage entire organizations, departments, budgets, and senior program management executives. Numerous companies have brought teams of officers ranging from three to ten in size in the quest to develop an improved and systematic ability to innovate across their employee base. Directors and leaders of technology and product creation activities will gain a high level understanding of what is available to them to systematically embed a culture of innovation, and approaches and alternatives for implementation. Selected techniques will be discussed as examples to illustrate the range of options available. The techniques that a "pure innovator strategy" company might pursue are often different than a company that wishes a "balanced product portfolio strategy." Please be sure though, the level of discussion at this Summit is geared to top management and their ability to direct these activities.

Reserve your place today - space is limited. Visit us on line to Register.
Summit Faculty:  This Summit will be led by Bradford L. Goldense, an internationally recognized expert on R&D and product development innovation and metrics. He will be accompanied by John M. Cronin, a leading authority on intellectual property management and valuation and the creator of IBM's Patent Factory. Stephen Brown of Invention Machine Corporation will discuss semantic technology and knowledge-enabled innovation; and demonstrate one of the world's most powerful innovation tools for technical, business, and legal professionals. John R. [Dick] Power, a subject matter expert in program and project delivery, will instruct and lead discussions. Together, the four faculty have over one-hundred thirty years of industry experience.

Location:  Our location is convenient from either Boston-Logan or Providence-Green [great rates] airport. Mention GGI's Summit when you call the hotel. This newly upgraded Sheraton Conference Facility is completely wi-fi, has all amenities, a great walking trail, and boasts a five star chef. For more information about the conference hotel, alternative hotel accommodations, transportation, restaurants, and other information, please visit the I'm Already Registered web site.
We hope you will be able to join us in September for some Tangible Innovation!



GGI WEB-BASED TRADE PRESS

"The real thing:  New metric reveals the true impact of ideas on the bottom line," Manufacturing Business Technology & Innovation Strategies Newsletter, Reed Elsevier Inc., Reed Business Information [RBI], New York, NY, USA, Posted March 26, 2009.  
http://www.mbtmag.com/article/CA6646186.html?industryid=47313

"Goldense Group Inc. Survey Confirms An Emerging Market for Innovation Tools While Existing Tools Focused On Execution:  Part 4 of a 5 Part Series - Innovation Tools, Quick Insights, Management Roundtable, Waltham, Massachusetts, USA, Posted February 6, 2009.
http://www.roundtable.com/membership/quick-insights/GGI_Survey_2008_E

"Goldense Group, Inc. Survey Finds Product Development Managers Focused More On Execution Than Innovation: Part 3 of a 5 Part Series - Innovation Identity," Quick Insights, Management Roundtable, Waltham, Massachusetts, USA, Posted December 30, 2008.
http://www.roundtable.com/membership/quick-insights/GGI_Survey_2008_D

"Goldense Group, Inc. Survey Reveals Rapidly-Growing Trend Toward Greater Discipline In Earlier Stage Research:  Part 2 of a 5 Part Series - Innovation Processes," Quick Insights, Management Roundtable, Waltham, Massachusetts, USA, Posted November 21, 2008.
http://www.roundtable.com/membership/quick-insights/GGI_Survey_2008_C

"Goldense Group, Inc. Survey Finds That Innovation Training Is A Missed Strategic Opportunity:  Part 1 of a 5 Part Series - Innovation Environment," Quick Insights, Management Roundtable, Waltham, Massachusetts, USA, Posted October 21, 2008.
http://www.roundtable.com/membership/quick-insights/GGI_Survey_2008_B

"Feature Article - It Takes A Team To Nail Product Requirements," Machine Design, Penton Publishing, Cleveland, Ohio, USA, Volume 80, Number 16, WWW Posting August 1, 2008, Page 63-65, ISSN 0024-9114.
http://machinedesign.com/article/nailing-product-requirements-0821

"Goldense Group, Inc. Survey Shows Industry Shifting From Monitoring Metrics to Corporate Performance Metrics:  Part 5 of a 5 Part Series - RD&E Metrics Used In Industry," Quick Insights, Management Roundtable, Waltham, Massachusetts, USA, Posted May 10, 2008.
http://www.roundtable.com/membership/quick-insights/GGI_Survey_2008_F

"The Future of R&D:  Leveraging Innovation," Industry Week, Penton Publishing, Cleveland, Ohio, USA, WWW Posting April 17, 2008.  
http://www.industryweek.com/ReadArticle.aspx?ArticleID=16114


GGI PRESS RELEASES

Business Wire - June 3rd, 2009:  Goldense Group, Inc. Announces 7th R&D-Product Development Innovation Summit - September 22-34, 2009
http://www.goldensegroupinc.com/pressreleases/pressrelease_6-3-09.sh tml



THE WISDOM iSTORE FEATURED PRODUCT 40% OFF - 2004 Survey Summary

Discounted Item: Periodically, GGI  features one item that we discount 40%. We are now offering our 2004 Survey Summary Report, MR32c, in pdf format.

2004 Survey Summary [Electronic Copy - Corporate License],  Goldense Group, Inc., Needham, MA, USA, $715.00 [List Price $1,192.00]

This primary research focused on the following five areas of product selection and intellectual property management:

   * Product Selection Process
   * Product Selection Tools
   * IP Management Process
   * IP Management Tools
   * Top Corporate Metrics Used in Industry RD&E

GGI's Featured Item changes approximately every other month and is always offered at 40% discount. To order this material, please go to GGI's Featured Item on the GGI Home Page or find this item in the Primary Research section of The Wisdom iStore.



THE WISDOM iSTORE NEW LISTINGS

Citations & Quotations = None This Issue

Articles = None This Issue
Bundled Publications = None In This Issue

Technical Papers = 4 New Publication [Licenses Available]

T76h, T76c, T76sc.....Bradford L. Goldense, "Maximizing Organic Innovation In Corporations:  Tools & Metrics," OMTEC 2009, Orthoworld - Knowledge Enterprises & The Institute For Orthopaedics, Rosemont, Illinois, USA, June 24-25, 2009, USA, June 24, 2008, 69 Pages, ISBN-10 1-932468-62-5 and ISBN-13 978-1-932468-62-5.

T75h, T75c, T75sc.....Bradford L. Goldense, "Linked Metrics Portfolio® Method Š 5 Teams Measuring 3 Strategies," Product Development Metrics:  Linked Portfolio Method Seminar, Goldense Group, Inc., Norwood, Massachusetts, USA, April 30, 2009, 54 Pages,
ISBN-10 1-932468-66-3 and ISBN-13 978-1-932468-66-2.

T74h, T74c, T74sc.....Bradford L. Goldense, "Grow Revenue, Profits, & Assets:  Drive Innovation & Glean IP," 6th ipCG Thought Leadership Conference, ipCapital Group, Inc., Stowe, Vermont, USA, November 7, 2008, 58 Pages,
ISBN-10 1-932468-64-1 and ISBN-13 978-1-932468-64-9.
 
T73h, T73c, T73sc.....Bradford L. Goldense, "Driving Innovation & Gleaning IP: To Maximize Market Cap," 2009 User Group Annual Forum, Invention Machine Corporation, Boston, Massachusetts, USA, October 28, 2008, 58 Pages,
ISBN-10 1-932468-65-X and ISBN-13 978-1-932468-65-6.



BIENNIAL METRICS SURVEY RESULTS

2008 Product Development Metrics Survey

The 2008 Biennial Survey  theme was "Tangible Innovation."  Much is said and written about the "perceived to be somewhat soft" topic of innovation.  GGI's research focused on selected aspects of the innovation body of knowledge that are tangible and can be actively managed by companies and their executives.  We also dedicated one question to refresh our ongoing research of the past decade on the usage of R&D and product development metrics and analytics by industrial and high tech companies.  Thank you to the 209 people who responded for their companies in our biennial primary research project of North American industry.

The major subject areas we researched are:

Innovation Environment
Innovation Processes
Innovation Identity
Innovation Tools
Top Metrics Used By Corporations For R&D-Product Development

Industry Week has recently published the "Top 10 Metrics In 2008" and contrasted them to our research from 1998 to identify the changes during the past decade.  McKinsey & Company, Texas Instruments, Rockwell, Kimberly Clark, Pepsico, JDS Uniphase, Shure, Curtiss Wright Flight Systems, and Datacard are representative of companies that use market research from GGI.

For more information please visit our 2008 Biennial Survey web site.  Here you can find our Research Description, Survey Questionnaire, Product Description, Product Brochure, and Tables Of Contents for the reports we publish.

We have two published reports available that address each question of the research across the population of respondents.  MR42h [Hard Copy] is entitled "Summary" and includes text and full color graphics for each question.  MR41h [Hard Copy] is entitled "Highlights" and includes just the text portions of MR42h.  If you are looking for electronic versions of these reports ---- all reports are available in hard copy, or electronic.pdf format for posting on company intranets, in the Primary Research section of The Wisdom iStore.


2004 Product Development Metrics Survey

The 2004 Biennial Survey focused on the following five areas of product selection and IP management:

   * Product Selection Process
   * Product Selection Tools
   * IP Management Process
   * IP Management Tools
   * Top Corporate Metrics Used in Industry RD&E

This report is available in the Primary Research Section of The Wisdom iStore.

2002, 2000, 1998 Product Development Metrics Survey: Information about the purpose and focus of prior surveys may be found in our Biennial Survey Home Page.



CALENDAR OF INDUSTRY EVENTS

GGI's Calendar of Industry Events contains up-to-date listings and links to Conferences, Seminars, Distance Learning Centers, Colleges & Universities, Executive Education, and Corporate  Universities.

The categories of conferences, seminars, and distance learning are further organized into focused subject areas:
  • Strategic, Knowledge & General Management
  • Marketing & Sales - Mechanical, Electro-Mechanical, Electrical, & Electronic
  • Marketing & Sales - Pharmaceutical, Biotechnology, & Life Sciences
  • Product Development - Mechanical, Electro-Mechanical, Electrical, & Electronic
  • Product Development - Pharmaceutical, Biotechnology, & Life Sciences
  • Manufacturing & Automation - Mechanical, Electro-Mechanical, Electrical, & Electronic
  • Manufacturing & Automation - Pharmaceutical, Biotechnology, & Life Sciences
  • Intellectual Property
  • Software, Internet & IT
  • Project Management
  • Metrics

If you are looking for a conference or other learning opportunity, check out the Calendar. The Conferences section may be especially useful.



GATEWAYS TO KNOWLEDGE

GTK- Gateway to Knowledge is a DIRECTORY OF THOUSANDS OF LINKS to providers of engineering, purchasing, and manufacturing technologies and services. If you hit the right subjects, it is more useful than a search engine! The "main entrance" to GTK can be found at:

http://www.goldensegroupinc.com/gateway/index.shtml

TELEVISION EVENTS

Alexander Haig's World Business Review: Brad Goldense has made several appearances on Alexander Haig's World Business Review. Streaming video is available for all shows, which aired on August 4, September 29 and December 15, 2002 and on May 20, 2003. See below for details.

May 20, 2003 Broadcast of September 29th In-Studio with Alexander Haig (22.5 minutes): Streaming video for this segment is available on GGI's web site.

December 15, 2002 In-Studio with Alexander Haig (7.5 minutes) on CNBC paid programming: Streaming video for this segment is available on GGI's web site.

September 29, 2002 In-Studio with Alexander Haig (22.5 minutes): Streaming video for this segment (as well as the entire 30-minute show) is available on GGI's web site.

August 4, 2002 On-Location at GGI (3.5 minutes): This On-Location field report is available in streaming video on GGI's web site.

The web page includes links to download a streaming video player, if you do not currently have one installed on your computer.

For more information on any of Brad's appearances on television, go to:

http://www.goldensegroupinc.com/ggiontv.shtml.

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GGI RapidNews is an e-mail publication from Goldense Group, Inc (GGI). Its subject matter includes survey findings, company news, book and article reviews, key industry conferences and R&D information of interest to clients and associates. Please send communications to rn(at)goldensegroupinc.com. Thank you.




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