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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 five months, we will share selected results from each of these segment analyses.  This month, we present the second segment, selected results from the "Smaller vs. Larger" segment.  Smaller companies were those with sales revenues of $250M or less.  Larger companies represents those firms with more than $250M in revenues.

- Larger firms are more likely to view and organize sustaining engineering as a profitable part of the business (47% vs. 35% of Smaller firms).

- Larger firms tended to report that the visibility of metrics spanned longer periods of time ("Monthly," "Quarterly," "Annual") compared to Smaller companies.

- Larger firms tended to have a more defined set of metrics compared to Smaller firms.  Fully one third of Smaller firms did not have a stated set of metrics and could not derive a set.  Smaller firms with a stated set also had fewer metrics in the set than Larger firms.

- Larger firms, almost across the board, tended to use the listed metrics in greater numbers than Smaller firms.

Next month, look for the third segment, "Process vs. Repetitive/Discrete vs. Job Shop Operations."

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.

GGI's next Product Development Metrics Survey will be conducted in 2004.  We are now in the initial planning stages.  Please contact me at ars@goldensegroupinc.com 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.

It's Alive:  The Coming Convergence of Information, Biology, and Business,  by Christopher Meyer and Stan Davis. Crown Publishing Group.  2003, 1st edition. 288 pages.

A new "molecular economy" -- biotechnology, nanotechnology, and materials-science-based on biological processes -- will be the next big thing to change the business, according to It's Alive, which predicts coming changes for the next 10 years.  Our current information economy is maturing and now is beginning to converge with biology.  The authors describe how biological principles, such as reproduction, DNA exchange and evolution, apply to all systems, and how we can make use of what we know about biological systems to drive the next economy.

All systems evolve, not just biological ones. By understanding evolution and influencing outcomes, companies can use a biological model for improving their own systems.  A "self-organizing system" uses the concepts of recombination (breeding) and selective pressure to allow evolution.  In the business world, this is simulated with a computer program that uses genetic algorithms with feedback.  The simulation allows only the best outcomes to continue in the testing (akin to "survival of the fittest") to find the best outcome. Examples of this are currently being used to create manufacturing production schedules and to design jet engines.  Another example is given of the self-assembly of electronic devices by organic molecules that spontaneously arrange themselves into a substrate for nanochips.

Because of the volatility of today's environment, companies must strive for adaptability rather than stability.  To remain successful, companies must be willing and able to adapt by destabilizing their business or even their industry.  One example is BP (formerly British Petroleum) who launched a publicity campaign to acknowledge that they were pursuing other forms of energy, which placed them far ahead of their competition in the areas of solar energy and environmental issues.  Destabilizing promotes evolution by adapting to changing conditions, such as new technology or customer preferences and also brings a diversity of ideas into contact with each other.  In this way, innovation can happen faster, and in a self-organizing system, the best ideas will survive and produce success.

Summarized from "Setting the Bar for Innovation Metrics" by Anthony Davila.  R&D Metrics Indicator Newsletter, Issue Three, September 2003.

Metrics for innovation can be difficult to define, but must be linked to clear goals and strategies.  Clear goals provide a basis on which to measure progress.  When defining goals for innovation projects, several characteristics should be considered.

The first dimension to evaluate is specific vs. broad goals.  Incremental innovation projects have specific goals, since the strategy is clearer and the end point is generally well defined.  These goals would include resources and time and product performance targets as well as intermediate milestones to manage the process.  For radical innovation projects, however, goals are generally broader because the outcome tends to be less defined and may even change during the project.  Goals must be flexible enough to allow for experimentation and trial and error.  Objectives for radical innovation may even produce discussion among top management leading to new opportunities.

The second characteristic to consider is quantitative vs. qualitative goals.  Goals for incremental innovation projects tend to be more quantitative, while goals for radical innovation are typically more qualitative.  Qualitative goals allow for more uncertainty and have less of a stifling effect on the inherent experimentation needed for radical innovation.  Quantitative goals are used for radical innovation, but they may change over the course of the project, and so are used to a lesser extent.  Quantitative goals evaluated qualitatively may provide a source for interpreting results.

The third dimension is stretch vs. realistic goals.  Incremental innovation projects should have realistic goals to ensure success.  Radical innovation projects require stretch goals to inspire the team to achieve more than what is realistically expected.  Stretch goals should not be directly linked to compensation, which can kill innovation, but should promote discussion and exploration in pursuit of the radical innovation.

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 Items:  GGI's iStore has now been updated with 1 new published Quotation, 4 new Published Articles and 7 new Technical Papers & Presentations. See details below, or go directly to GGI's iStore storefront:

Q20 - "Managing and Measuring for R&D Success" Strategic Direction, MCB UP Limited, July/August 2003   [3 pages]

A47 - "Benchmarking Product Selection:  What is the Expected Yield of Projects and Products?" Best Practices Report, Management Roundtable, Inc., September 2003   [2 pages]  

A46 - "Despite Recent Economic Slowdown, Cross-Functional Participation in NPD is Increasing, According to Study" Visions, Product Development & Management Association, October 2003  [2 pages]

For detailed descriptions of each item and information on how to order them, go to GGI's iStore:

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:

 

One of our top 3 MEGA Gateways is the Calendar of Industry Events MEGA Gateway, a listing of links to conferences, seminars and distance learning opportunities. We have recently 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.  The calendar has also just been updated with over 30 new seminars.  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:

 

ERP:  This UPDATED Gateway offers links to over 40 companies that provide enterprise resource planning software.  Find it in the Technology Providers MEGA Gateway.  The URL is located at:

Portal Software:  This UPDATED Gateway offers links to over 40 companies that provide portal software. Specific product names are also listed.  Find it in the Technology Providers MEGA Gateway.  The URL is located at:

DSPs:  This UPDATED Gateway offers links to over 20 companies that provide digital signal processing hardware.  Find it in the Technology Providers MEGA Gateway.  The URL is located at:

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

http://www.goldensegroupinc.com/cgi/catalog.cgi?display_promo.

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.

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.

Past Webinars have been archived and are available online at http://www.sopheon.com/events_onlineseminars.asp.

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:

http://www.goldensegroupinc.com/ggi-goldense-product-development-tv-television-broadcast.shtml.