GGI Legacy Site
We have a new look. Please see our new home page.
GGI RapidNews R&D Product Development eZine: Volume
2, Issue 2 - March 13, 2001
GGI RapidNews is published monthly
Metrics Survey: GGI's 2000 R&D Metrics Survey will soon
be published. The 2000 Survey focused on Product Portfolio
Management, and resulted in some interesting findings (see
below) from respondent companies. We will provide additional
complimentary survey findings over the next few issues of
See the PDF survey
questionnaire at http://www.goldensegroupinc.com/Metrics.pdf.
The survey results will soon be available for purchase at
Selected 2000 R&D Metrics Survey Findings (Portfolio Management
- 36% of all
companies have clearly defined corporate metrics they use
to manage the company!
- 37% of all
companies have clearly defined R&D metrics they use
to manage R&D!
and Target Product Cost are the two most important criteria
for achieving financial success on any given development
Our next R&D
Metric Survey will be conducted early in 2002. If you would
like to participate, please send me an e-mail
to get on our mailing list.
UPCOMING PUBLIC SPEAKING
DFMA 2001 Conference: Brad Goldense will present results from
GGI's 2000 Metrics Survey in a paper entitled "Measuring
R&D Portfolio Success: Best Practices" to be held
at Boothroyd-Dewhurst's 2001 International Forum on DFMA on
June 4-6 at the Hyatt Regency Newport Hotel, Goat Island,
2001 International Forum on DFMA is the premier conference
worldwide on early design analysis for mechanical, electromechanical,
and electronic products. It is the one conference to attend
to gain an understanding of the impact DFMA has on product
development. Successful manufacturers use early design analysis
as a standard for decision making and a catalyst for product
and process innovation. Listening first-hand to papers presented
by expert practitioners from around the world will clarify
successful DFMA strategies employed by many different companies
across many different industries.
on the conference may be found at http://www.dfma.com/forum/index.html.
Product Leadership: Robert G. Cooper's third book is
a worthwhile read. "Product
Leadership," 314 pages, was published late in 2000
by Robert G. Cooper and is distributed by Perseus Books. While
Cooper's trademarked Stage-Gate methodology is discussed,
the emphasis of this writing is on Product Strategy, Product
Selection, and Portfolio Management. It is a well-researched
book and represents key industry surveys done by the Product
Development & Management Association [PDMA] and the Industrial
Research Institute [IRI], in addition to Cooper's own proprietary
research. Chapter 1 contains numerous facts and figures about
product success and failure rates in industry. Chapters 2
and 3 outline thirteen critical success factors that make
good sense for companies wishing to achieve leadership positions.
Chapter 4 extends Stage-Gate as it is known today into a third
generation framework which tickles the mind. Chapters 5-7,
covers the mechanics of product selection and portfolio management
and explains many useful tools that professionals can put
to use without outside assistance. Chapter 8, the final chapter,
is essentially an Executive Summary of the book as a whole.
Appendix A discusses "ProBE," which is a proprietary
software package that is useful to "benchmark practices
and performance against industry averages and also against
the 20% best firms." Appendix B discusses the "Scoring
Model" which is emerging as the product selection methodology
that has the highest correlation to overall product success
rates in most companies.
From a "what works," rather than "what's broken"
perspective about upper management, Robert Weiss wrote the
1990 book entitled Staying
The Course. Weiss examined the emotional and social lives
and habits of men who were successful at work. About the same
time (1989), Stephen Covey wrote The
7 Habits of Highly Effective People, in which he noted
many personal characteristics of work effectiveness from what
has now come to be called "emotional intelligence."
Daniel Goleman's book entitled "Working
with Emotional Intelligence," 383 pages published
in 1998 by Bantam Books, is a far more thorough review of
the emotional characteristics of highly effective people than
the previous two. Goleman contends, with references and examples
to support his points, that emotional intelligence is more
important to success at work than even intelligence or expertise.
In fact, he contends it is statistically twice as important,
according to information he assembled. What then is emotional
intelligence? Goleman says it is a combination of emotional
self-mastery (knowing yourself, controlling yourself and having
a passion for achievement); people skills (one's influence
and collaboration abilities); and a new ingredient to the
"learning organization," which is one's capacity
to learn these emotional competencies. The good news is that
Goleman contents we all can and should learn these emotional
competencies if we would maximize our work-related success,
especially, he demonstrates, for those managers of companies
in markets requiring strong technical disciplines.
RapidNews is a brief e-mail publication from Goldense Group,
Inc (GGI). Its subject matter includes survey findings, company
news, book reviews, key industry conferences, and other R&D
information of potential interest to clients and associates.
Please send your communications to rn(at)goldensegroupinc.com.