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11th R&D-Product Development Innovation Summit
This Summit has already been held. Please check back soon for our next Innovation Summit.
Driving Forces For Better Corporate Innovation CapabilitiesIn the early 1990s, when time-to-market pressures swept across the globe, it created a backlash on the subject of innovation. Development professionals alike asked and continue to ask, "How can I/we be more innovative when we are regularly given less time and all the requirements of our process are execution-oriented? Fast and accurate convergence to turn requirements and specifications into products is our priority. Many overlapping projects further exacerbates my ability to think out of the box." This "execution backlash" spawned a giant industry demand for innovation, and a resultant revolution in the management and sciences of innovation. In the late 1990s and early 2000s, top thinkers began developing intellectually-driven management frameworks to spur innovation and invention. Start-up companies began developing techniques, enabling technologies, and software tools. Adjacent companies that were focused on intellectual property began seeing increased business opportunities to get more concurrently involved with advanced development and product development. Historical requirements and values that typically erred on the side of distrust changed and opened the door for relationships, not simply transactions, between competitors and between countries. The beginnings of an industry to deliver on the new corporate thirst for innovation was at hand. R&D-Product Development Innovation vs. Execution Strategy & PracticesIn the 1980s, only a few innovation techniques existed and there was little management science on the subject. It was an ad hoc body of knowledge. As the quest for innovation grew, research shows that a significant percentage of corporations simply relabeled their "product development process nomenclature" and other visible icons to "portray innovation" in the hope that an "innovation message" would systematically facilitate innovation. Today, almost a decade since the innovation body of knowledge began to codify, over 95% of corporate product creation values, tools and techniques that are embedded in development processes are execution-oriented. Do you know that today there are dozens of techniques and software packages that facilitate innovation and innovative thinking at a tactical and operational level? GGI has counted 250 and the number is growing. The management science underlying the body of knowledge has refined. The certain softer techniques that make CXOs and leaders of groups of people more effective in eliciting organic innovation from their employees are becoming clear. Changes in geo-political relationships and emerging markets are creating a forcing-function on alliances and partnerships between countries, and new business models are developing. The internet is providing a low-cost forum for the increased exchange of ideas across customers, providers, and suppliers changing the domain knowledge of gathering requirements and ownership of intellectual property. What percentage of corporate product creation values, techniques, and development processes should be innovation-oriented? Innovation Is The Next Big Industry RevolutionProfessionals thought they knew how to distribute, until the JIT and Kanban revolution of the 1970s. Professionals thought they knew how to manufacture, until the automation revolution of the 1980s. Professionals thought they were efficient product developers until the time-to-market and six-sigma revolutions of the 1990s and early 2000s. Now, professionals and corporate leaders have an opportunity to get out in front of organic and open innovation, advanced technology and application development, and the intellectual property revolution of the early 21st century. The Summit Is An Executive MBA On InnovationMore than one of our Summit Participants has said that "GGI's Innovation Summit is an Executive MBA on the Subject of Innovation." In three days, senior executives and managers will learn the best strategic, tactical, and operational drivers and enablers of corporate innovation that exist in industry today; and will develop an intuition as to how the drivers will likely emerge, evolve, and change in the next decade. Innovation Summit Abstracts Of Each ModuleThe Innovation Summit is highly quantative. Research findings and studies of industry practices underpin just about every one of the 8 Innovation Summit Modules. Exercises and demonstrations will be interspersed throughout the 8 Modules. For further information on the content, exercises, and demonstrations of the Summit, a complete abstract is provided for each Module.
Summit Dates
Summit FacultyBradford L. Goldense, NPDP, CMfgE, CPIM, CCP [seminar leader] John R. (Dick) Power, PMP, CFP [instructor] Dr. Hans Ludi [instructor] Summit Guest Speakers:James W. Todhunter
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Brochure  |
The Innovation Summit Agenda, Table of Contents of the Coursebook, and the Biographies of the three Instructors are portrayed in a single document for a quick read.
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Summit At-A-Glance |
In the event your plans change after you register, GGI will refund your registration through end-of-business EDT Friday, August 24, 2012. Please note that a 5% credit processing fee will be deducted from your refund if you do choose to cancel.
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is Founder and CEO of Goldense Group, Inc. [GGI],
a twenty five-year old Needham Massachusetts consulting and education
firm concentrating in advanced business and technology management
practices for line management functions. Mr. Goldense has
consulted to over 150 of the Fortune 1000 and has worked on
productivity improvement and automation projects in over 400
manufacturing locations in North and South America, Europe,
and the Middle East. Abbott Laboratories, Bayer, S.C. Johnson,
Ford, General Motors, John Deere, Phillips, Carrier, Molex,
United Technologies, Bose, and Shure are representative among
GGI’s clients. Mr. Goldense is an internationally recognized
expert on both rapid product development and R&D metrics.
Brad has been an invited guest on Alexander Haig’s World
Business Review, and has appeared on PBS The Business &
Technology Network, and on CNBC, and has authored or been
quoted in over 150 articles in industry trade press. Brad
is the Worldwide President of the Society of Concurrent Product
Development [SCPD], and on the Worldwide Board of Directors
for the American Society of Engineering Management [ASME].
James Todhunter is EVP and Chief Technology Officer of Invention Machine Corporation where he is responsible for the company's technology strategy and execution. A seasoned innovator and inventor, Jim works on the front line of innovation and has more than 30 years of experience in software technology and management. Prior to joining Invention Machine, Jim was Chief Technology Officer and Vice President of Engineering at Vality Technology Inc. Before that, he held various management and technology positions including Ardent Software, NCR, and Midas Systems Corporation. His award-winning blog, Innovating to Win, offers insight and observations on building high-performance teams that can drive sustainable innovation across the organization. Jim holds an M.S. in Information and Computer Science from the University of California, Irvine.
is Managing Director and Chairman
of ipCG. Capitalizing on a life long study of creative and inventive
thinking processes, business strategy development, and transaction
negotiations, John has created the unique ipCapital System
methodology, which extracts and documents invention, identifies
opportunity and risk, drives transactions to completion, and
creates significant market value from intellectual property
(IP). John has led ipCG from a small consulting practice to
the largest professional services firm of its kind, serving
over 350 clients since 1998. Prior to founding ipCG, John
was a distinguished inventor at IBM for 17 years. As a member
of the senior technical staff and the prestigious IBM Academy,
John led an intellectual asset team that spearheaded efforts
to produce and manage the development of IP. Eventually known
as "The IBM Patent Factory," this select group supported the
division that increased IBM's annual licensing revenue from
$30 million in 1992 to more than $1 billion in 1997 and every
year thereafter. John holds a BSEE, an MSEE, and a BA degree
in Psychology from the University of Vermont. Additionally,
John is a member of the Advisory Board for Color Kinetics.