GGI RapidNews R&D Product Development eZine: Volume 4, Issue 10, October 3, 2003
In This Issue
2002 METRICS SURVEY RESULTS
NEWS AND NOTES
2004 METRICS SURVEY
BOOK REVIEW - Differentiate or Die: Survival in Our Age of Killer Competition
MANAGEMENT PRODUCTIVITY - Three Rules for Practical Innovation
NEW BIENNIAL SURVEY - 2002 RD&E Survey Results available now
NEW WEB CONTENT - Updated GTKs: Calendar, Reverse Engineering Equipment and Software
FEATURED iSTORE PRODUCT - 2000 Product Development Metrics Research Summary
CONFERENCES OF INTEREST - MRT Metrics; IQPC
WEBINARS OF INTEREST - Sopheon's Winning Practices for Product Development
TELEVISION EVENTS - Alexander Haig's World Business Review
2002 METRICS SURVEY RESULTS
GGI's 2002 Product Development Metrics Survey, which focused on resource and capacity management practices and metrics, was published earlier this year. From April through August, GGI shared with RapidNews readers selected results from each section of the survey, with the survey population considered as a whole. We have also analyzed the data in "Special Cuts" by segmenting the population into the following five groups: Public vs. Private, Smaller vs. Larger, Process vs. Repetitive/Discrete vs. Job Shop Operations, Higher Technology vs. Lower Technology, and More vs. Fewer Employees. Over the next five months, we will share selected results from each of these segment analyses. This month, we present the first segment, selected results from the "Public vs. Private" segment.
- 80% of Public and 78% of Private companies reported use of 2.5-Step or 2-Step processes, but 16% of the Private companies indicated they used "No Step."
- At Milestone 2, 95% of Public companies and 56% of Private companies hold formal meetings.
- For top-level planning, Public companies tended to use "Architectural Models" (26%) or "No Abstractions/Judgement" (36%) compared to Private companies (16% and 28%, respectively). Private companies favored "Size Models" (41% vs. 20%).
- 42% of Private companies and 32% of Public companies have a defined set of metrics used for managing RD&E.
Next month, look for the second segment, "Smaller vs. Larger."
To view selected results of the survey population as a whole, look in the GGI RapidNews archives: http://www.goldensegroupinc.com/GGI_RapidNews/Rnews.shtml
The original survey questionnaire can be downloaded at http://www.goldensegroupinc.com/biennial/surveys/2002MetricsSurvey.pdf. Complete survey results are available for purchase at http://www.goldensegroupinc.com/cgi/catalog.cgi?display_p355.
NEWS AND NOTES
New Role: John R. (Dick ) Power has just been named as Chief Operating Officer of Goldense Group, Inc. In this new role, Dick is responsible for planning and execution of day-to-day business operations as well as implementation of new initiatives and products. Dick will retain his previous responsibilities as Director of Executive Education. He brings to his new duties broad experience in operations management in commercial organizations large and small and in the US Military, as well as exceptional credentials in project management.
Our Virtual Team: GGI gets more virtual all the time. Our webmaster, Gordon Withers, has just relocated to Florida for personal reasons. He is still a member of the GGI team, handling our webmaster duties remotely. We wish him the best in his new home. Gordon will continue to have x203 at GGI, and his GGI email, firstname.lastname@example.org, will continue unchanged.
Position Available: GGI is actively seeking a part-time web developer for development and maintenance of our web site, and for other internal development activities. Please contact Dick Power at email@example.com for more information.
2004 METRICS SURVEY
GGI's next Product Development Metrics Survey will be conducted in 2004. We are now in the initial planning stages. Please contact me at firstname.lastname@example.org if you wish to participate, and please note if you wish to be part of our Beta-Test group to proof the survey. All participants receive a complimentary copy of the Executive Summary of the Survey results.
Differentiate or Die: Survival in Our Age of Killer Competition, by Jack Trout with Steve Rivkin. John Wiley & Sons. 2001, 1st edition. 240 pages.
To be successful, companies must distinguish themselves from their competitors by staking out a unique position to win customers. The explosion of product choices in nearly every category in recent decades underscores the need to attract and retain customers through differentiation. Marketing expert Jack Trout and co-author Steve Rivkin explore a number of approaches to differentiating a product, service, or company that do and don't work, which are summarized here.
First the authors explain what doesn't work for differentiation and why: quality, customer satisfaction, price, creativity and breadth of selection. Both quality and customer orientation are expected as a given, cannot be compromised, and must remain at high levels just to "stay in the game." Price as a differentiator, while sometimes an initial approach, leaves a company vulnerable to the competition taking the same approach and cutting prices. Creativity itself gives customers "no substantive reasons to buy your company's products and services." Offering a broader selection generally frustrates customers with more choices and, as with price, provides no way to keep competitors from using the same strategy.
Some of the best strategies for differentiation are
1. Be the first to market - and the first in a customer's mind
2. Own an attribute - be the leader in an aspect of your product category
3. Establish your leadership - sales, technological or performance - as credentials of performance
4. Be a market specialist - the expert in making a specific product
5. Be the latest or the hottest - customers want next generation products
Three Rules for Practical Innovation
Summarized from "Fast Ideas for Slow Times" by Christine Canabou. Fast Company, Issue Number 70, May 2003, page 52.
Innovation in these highly competitive times is fraught with many competing demands. There always exists the struggle to balance the risk of making fatal mistakes with the intense pressure to make a commercial success. Through examples at various companies, the author offers three rules for "conservative creativity."
1. Do more of what matters. To survive, companies must "out-innovate and outcompete" competitors. For example, Southwest Airlines' ground operations group has used a team approach to develop creative solutions to handle customer issues.
2. Test, mess up, learn -- only faster. Jump on ideas and develop them quickly. The author gives an example of a meeting with surgeons seeking a new surgical tool at the design and product development firm, IDEO. During the meeting, an IDEO employee left and quickly returned with a simple prototype made out of office supplies that roughly matched the surgeon's vision of the tool.
3. Define innovation. Clarify what is meant by radical innovation or incremental innovation, and define what you need. Use a systematic process to evaluate and select ideas with the best likelihood for commercial success.
NEW BIENNIAL SURVEY
2002 RD&E Survey - Resource & Capacity Management: Complete results from our 2002 Product Development Metrics Survey are now available, including our most detailed "RESULTS" report.
The survey focused this year on the following 5 areas of resource and capacity management:
- Loading the RD&E capacity pipeline,
- Providing capacity for RD&E activities,
- Balancing cross-functional resources (staffing ratios),
- Using systems, tools, & metrics to manage capacity, and
- RD&E metrics used in industry.
The 3 versions of the survey results reports that we offer for sale to the public are
1. 2002 SURVEY HIGHLIGHTS: A text-only report (65 pages),including the full text of all the results and analysis of the survey population analyzed as a whole,
2. 2002 SURVEY SUMMARY: A report of composite results, where the survey respondents are analyzed as a whole (116 pages, including a full set of graphics), and
3. 2002 SURVEY RESULTS: The most detailed report, complete with the composite results and "special cuts," where the survey population is segmented and analyzed in the following groups: Public vs. Private, Smaller vs. Larger, Process vs. Repetitive/Discrete vs. Job Shop, Higher Technology vs. Lower Technology, and More vs. Fewer Employees (223 pages).
These reports are available in the Market Research section of GGI's iStore (http://www.goldensegroupinc.com/iStore/store.html). The original survey questionnaire as well as a description of the survey (including survey focus and demographics, tables of contents for the 3 reports, and examples of key findings) can be found at the Market Research Reading Room at http://www.goldensegroupinc.com/readmarket.shtml.
NEW WEB CONTENT
GTK-Gateways To Knowledge: Your resource for industry and product development related information and contacts offers thousands of links to providers of technologies and services for line management functions. The main entrance to GTK can be found at:
The calendar has a new look with graphical buttons and all educational offerings in one place! This is one of our top 3 MEGA Gateways, the Calendar of Industry Events MEGA Gateway, a listing of links to conferences, seminars and distance learning opportunities. We have just restructured the Calendar of Industry Events MEGA Gateway to include all educational opportunities in one Gateway by adding the following options: Webinars, Colleges & Universities, Executive Education, and Corporate-Sponsored Universities. Check out the redesigned Gateway with new graphics. This free service for our readers will soon be front and center on GGI's Home Page. For the next few months, please find the Calendar of Industry Events MEGA Gateway at:
Another one of our top MEGA Gateways is the Technology Providers MEGA Gateway, which is a directory of hundreds of links organized by technical topic (hardware and software). The Technology Providers MEGA Gateway can be found at:
Reverse Engineering Equipment: This UPDATED Gateway offers links to over 20 companies that provide reverse engineering equipment. Find it in the Technology Providers MEGA Gateway. The URL is located at:
Reverse Engineering Software: This UPDATED Gateway offers links to nearly 40 companies that provide reverse engineering software. Find it in the Technology Providers MEGA Gateway. The URL is located at:
FEATURED GGI iSTORE PRODUCTS
Featured Item: GGI's iStore features one deeply discounted offering, which changes periodically. The current Featured Item is the "2000 Product Development Metrics Research Summary" (MR12).
This 96-page report presents the detailed results of GGI's 2000 Product Development Metrics Survey, which focused on metrics systems in use in industry as well as portfolio management. The report is organized in 5 sections, each of which contains factual observations, management analysis and a full set of graphics. This report, which analyzes the survey population of 122 respondents as a whole, will provide you with detailed information on
1. R&D linkages to corporate strategy,
2. Portfolio management metrics,
3. Product selection metrics,
4. Product success metrics, and
5. Actual metrics in use in industry.
This research is still valid, given the fact that the economy has not been in a state of high growth for the past few years. We have found consistency between the 2000 and 2002 surveys in areas where we could compare.
The price for the report has been dropped from $1920.00 to $1152.00, a deep discount of 40%. For more information or to purchase this valuable report, go to
CONFERENCES OF INTEREST
MRT 8th Annual Metrics Conference: Management Roundtable will hold its 8th annual conference, "Product Development and R&D Metrics: Quantifying Innovation, Portfolio Value, and Resource Capacity," on November 3-6, 2003 in Chicago, IL. The conference brings together leading metrics experts and advanced industry practitioners to explore the latest approaches and methods for using performance measurement systems to manage new product development activities. The conference features keynote addresses, case studies, expert clinics, pre/post-conference workshops, and Q&A and networking sessions.
Brad Goldense will be facilitating two expert clinic sessions on Tuesday, November 4 on "Proactive and Predictive Measurements." Brad will also conduct a post-conference workshop, "Product Development Metrics Portfolios," on Thursday, November 6.
More information is available at MRT's web site: http://www.managementroundtable.com/event_center/MET03/MET03.html
IQPC Conference: IQPC's Conference on Collaborative Product Development will be held on December 8-10, 2003 in Scottsdale, AZ. The focus of the conference is integrating partners, suppliers and customers to save money, streamline processes, and drive innovation. The sessions will explore the strategic thinking, infrastructure, and working practices that lead to superior and sustainable partnerships, products, and profits.
Brad Goldense will be delivering the keynote presentation, "Unlock Corporate Practices to Improve Innovation through Collaboration" on Tuesday, December 9. Brad will also be conducting a pre-conference workshop, "Measuring Product Development Effectiveness" on Monday, December 8.
More information is available on IQPC's web site: http://www.iqpc.com/cgi-bin/templates/106512415971209716796800002/singlecell.html?topic=235&event=3939.
WEBINARS OF INTEREST
Winning Practices for Product Development: This free, online seminar series is co-sponsored by Sopheon and the Society of Concurrent Product Development [SCPD]. These one-hour, online events feature experts and leading practitioners who will share process knowledge and practical advice about ways to improve your product development performance and results.
There are currently two scheduled webinars:
16 October (8 am Pacific/11 am Eastern/16:00 UK) - "Innovation Process Implementation: Critical Factors for Success," presented by Rosemary Grabowski, VP Value Development at Mott's North America
30 October ((8 am Pacific/11 am Eastern/16:00 UK) - "Effective Pipeline and Portfolio Management: Prioritizing Projects," presented by Mark Wozniak, Ph.D, Technology Manager of Consumer Products at Huber Engineered Materials, part of J.M. Huber Corporation
For more information and to register, go to http://www.sopheon.com/events_onlineseminars.asp. Past Webinars have been archived and are also available online at the same link.
Alexander Haig's World Business Review: Brad Goldense has made several appearances on Alexander Haig's World Business Review in the past year. 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 at: http://www.goldensegroupinc.com/ggi-goldense-product-development-tv-television-broadcast.shtml#wbr5
December 15, 2002 In-Studio with Alexander Haig (7.5 minutes) on CNBC paid programming: Streaming video for this segment is available at: http://www.goldensegroupinc.com/ggi-goldense-product-development-tv-television-broadcast.shtml#wbr3
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 at: http://www.goldensegroupinc.com/ggi-goldense-product-development-tv-television-broadcast.shtml#wbr2
August 4, 2002 On-Location at GGI (3.5 minutes): This On-Location field report is available in streaming video on GGI's website. To see the program, go to: http://www.goldensegroupinc.com/ggi-goldense-product-development-tv-television-broadcast.shtml#wbr1
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:
GGI RapidNews is an e-mail publication from Goldense Group, Inc (GGI). Its subject matter includes survey findings, company news, book reviews, key industry conferences and R&D information of interest to clients and associates. Please send communications to rn(at)goldensegroupinc.com. Thank you.