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Volume
3, Issue 1- January 9, 2002
GGI RapidNews is published monthly
GGI NEWS &
NOTES
New Year 2002
Wishes: We at GGI would like to wish you the very best
of the New Year: health, happiness, prosperity, and personal
fulfillment. Without challenge, accomplishment would have
less meaning. We will all have many challenges during 2002.
However, may our 2002 challenges be less taxing than our 2001
challenges.
Confirming
New Office Address: Not surprisingly, many of our reader's
Rolodexes and databases still have GGI in Cambridge, MA. We
would appreciate it if you could check your contact information
files and verify our new address and phone.
Goldense Group,
Inc. [GGI] Phone: 781-444-5400
1346 South Street Fax: 781-444-5475
Needham, MA 02492
Pharmaceutical
& Biotech: GGI has consistently done work in this sector
of industry since our founding in 1986. In 2002, we are embarked
on an internal initiative to make some of this industry-specific
knowledge available on our website, in our iStore, and in
issues of RapidNews. We expect to make some initial capabilities
available on our website beginning next month. We will announce
these new features in the next issue of RapidNews.
FEATURED iSTORE
PRODUCT
Concurrent
Product Development Videotapes - Masters Course: This
month we are deeply discounting our 9 hour CPD Videotape Course,
which is part of the curriculum for the Masters in Engineering
Management program at The Gordon Institute of Tufts University.
This course has been a required part of the Masters curriculum
and has been taught by Brad Goldense since 1992. In the mid
1990s, in conjunction with The Gordon Institute, we videotaped
the course and packaged it into these tapes.
There are a total
of 8 tapes. Seven are one-hour long and one is two-hours long
(Baselining Change With Metrics). Each tape discusses a different
major subject related to creating and maintaining rapid product
development environments. A single CPD Coursebook accompanies
the videotapes. We will also provide you with a multiple choice
Final Exam if you call us directly after your purchase.
This series has
consistently sold for US$ 1600.00. We are offering the series
at a 40% discount for US$ 960.00. We only have a few sets
left. This product was developed using analog technology and
it would take 16 digital CDs to capture what is on the 8 analog
videotapes, so we offer this product in videotape format only.
In sequential
order, the topics of the 8 videotapes are: Definitions & Driving
Forces For Speed, Baselining Change With Metrics, Designing
Concurrent Processes, Selecting Products Effectively, Creating
Concurrent Teams, Defining Products, Reviewing Designs, and
Creating Repeatable Environments.
This product will
benefit developers in all levels of the organization. Watch
the whole series, or just the topical tapes that are of specific
interest to you.
This product was
shot in a classroom full of graduate students. It is quite
down to earth. There is very little glitz in this production,
just content.
Turn your browser
to the following Featured Item URL: http://www.goldensegroupinc.com/cgi/catalog.cgi?display_promo
MANAGEMENT
PRODUCTIVITY
Measuring Intellectual
Property Efficiency: Patents are costly to acquire. Time
and resources are expended in an effort to secure them. Not
all patents are created equally. Some are more valuable than
others. CHI Research, Inc. looked at various company patent
portfolios to learn what constituted an effective and efficient
company Intellectual Property (IP) patent strategy.
They suggested
that high-value patents are frequently referenced in documentation
issued with new patents as "prior art." Prior art, as described
in Volume 2, Issue 6 (July 30, 2001), is earlier patenting
or publication. No invention can be patented that has already
been patented, or which was published prior to the time of
patent application.
These new findings
present a different perspective of patent citation analysis,
which is a well known technique for identifying key patents.
The idea behind patent citation analysis is that technologically
important patents are often cited frequently by later patents.ÊThis
has been validated in papersÊgoing back more than 20 years
(see "Citation Rates to Technologically Important Patents"
Mark P. Carpenter, Francis Narin, and Patricia Woolf. World
Patent Information, 3, 4, 160-163, 1981). Additional subject
sources are available from CHI Research at http://www.chiresearch.com/pubs.htm.
The author of
the CHI Research study, Tony Breitzman,* suggested that high-value
patents are:
Highly cited,
or referenced as prior art in subsequently issued patents.
Correlated with corporate stock price increases, increases
in sales and profits, inventor awards and expert opinions
on company technology.
Based on the above
measures, the study continues, one can determine which companies
have the most efficient IP portfolio. An efficient IP portfolio
was defined as having "a large share of highly cited patents
because a large share...is likely to mean a higher proportion
of commercially valuable IP." But is the most efficient portfolio
the same as the largest number of highly cited patents?
Companies in
the top 5% of most highly cited patents in the 700,000 patents
issued between 1996-2000 (normalized by age/technology) include
the usual high tech suspects like IBM, Micron, Lucent/Bell
Labs, Canon, Hitachi, Sony, Eastman Kodak, P&G, Intel, Xerox,
AMD and 3M. But, is IBM patenting as efficiently as its competitors?
IBM has 11,000 patents that are not highly cited while Micron,
with one-half its number of high impact patents, has only
one-third of IBM's portfolio.
In order to measure
IP efficiency, CHI Research:
Found all companies
with 100 or more patents in the last 5 years. Examined which
of those companies had the most "elite" patents. Elite patents
were defined as among the most cited 5% in their technology/year.
The companies
which emerged from that research exercise looked very different
than the above list: Tokyo Electron Ltd., Cabot Corp., Verizon,
Donnelly Corp., Candescent Technologies, Qualcomm, AOL Time
Warner and ATMI, Inc. were the first 8 in a table of 25 companies
in which IBM, Micron, Lucent and the other companies cited
above did not even appear!
Interestingly,
only half of these IP-efficient companies are active in the
computer, telecom and semiconductor industries. Many of the
others are in "old economy" industries like pulp and paper,
consumer products and machinery. This kind of IP metric raises
some significant questions:
Who are the most
and least efficient IP producers? How does my company compare
with others in my industry? Has my company's IP efficiency
increased/decreased recently?
* "Measuring Companies"
IP Efficiency" Tony Breitzman, CHI Research, Inc., CHI'S Research,
Volume 9, Number 2, November, 2001; abreitz@chiresearch.com.
NEW WEB CONTENT
Company Listings:
If you are looking for listings of companies in key industries,
this MEGA Gateway is the place.
http://www.goldensegroupinc.com/gateway/complist.shtml
The Company Listings
Gateways posted or updated this month are:
+ Automotive:
It is well known that the Automotive Industry is going through
a period of consolidation. Rolls Royce, Jaguar, Saab, Audi,
Pugeot, Land Rover and many other famous brands are now just
brands and no longer stand-alone companies. Certain US Brands
are no longer, like Plymouth. This gateway gives you, at a
glance, who is owned by who while maintaining brand identification.
http://www.goldensegroupinc.com/gateway/complist_automotive.shtml
Technology
Providers: If you are looking for suppliers of technology-based
products and software, this MEGA Gateway is the place. We
have created a resource analogous to the Thomas Register,
MMNI, and others. However, GGI's Technology Provider Gateways
are focused on the needs of both product developers and product
manufacturers.
http://www.goldensegroupinc.com/gateway/techproviders.shtml.
The Technology
Provider Gateways posted or updated this month are:
+ Portfolio Management:
This emerging area of practice in R&D and product development
has now generated enough business interest that it is worthwhile
for applications software providers to develop and sell software
for portfolio management. Most packages sell for over $US
100K. Most are shells, but this is the state-of-the-art for
early generation software! Expect new entrants in the portfolio
management software market in the next few years.
http://www.goldensegroupinc.com/gateway/tech_portfoliomanag.shtml
Service Providers:
If you are looking for suppliers of software and services
for product developers and manufacturers, this MEGA Gateway
is the place.
http://www.goldensegroupinc.com/gateway/serv.shtml
The Service Provider
Gateways posted or updated this month are:
+ Train-The-Trainer:
In these challenging economic times, one cost cutting strategy
is to bring training in house. If this is the approach your
company is taking, this Gateway may be for you.
http://www.goldensegroupinc.com/gateway/serv_train.shtml
CONFERENCES
OF INTEREST
How to Measure
and Maximize Clinical Trial Performance with Metrics:
How can R&D accomplish its work more quickly and efficiently
without compromising safety and quality? This crucial question
requires an understanding of what a company's R&D functions
are doing now! Most pharmaceutical and biotech organizations
have little knowledge of how well they currently perform their
R&D functions.
How effective
is your organization at planning and executing clinical trials?
How good are its protocols? How efficient is patient enrollment?
How clean is the data? Pharmaceutical, biotechnology, device,
and contract research companies are beginning to think more
seriously about how to measure R&D and clinical trial performance.
Companies must improve their development performance and R&D
metrics offers a way to do so.
On January 28-29,
2002 at the Hyatt Regency in Princeton, NJ, the Institute
for International Research (IIR) will present its "How to
Measure and Maximize R & D and Clinical Trial Performance
with Metrics" conference. Eight good reasons to attend are:
- To identify
how to gather performance metrics and use them to improve
project progress.
- To enhance
benefits of project reporting to the project team, the organization
and the metrics group.
- To increase
benefits of project management in your clinical research
project.
- To hear how
to modify and establish performance goals, standards and
benchmarks.
- To document
cost and time efficiencies in clinical development.
- To identify
successful balanced scorecard approaches to NPD R&D and
clinical research projects.
- To learn new
strategies using dashboard performance metrics to evaluate
project progress.
- To review what
CROs are doing to implement a standardized metrics system.
Brad Goldense
will be presenting a newly written Technical Paper at this
conference entitled, "R&D Baselining: Diagnostic Medical Instruments."
Please visit http://www.iirusa.com/performancemetrics/index.cfm/Link=1/NewSection=yes
to get additional conference information.
SCPD Call
for Papers: The Society of Concurrent Product Development
(SCPD 02) Annual Conference Chair Donald Stewart has issued
a Call for Papers and Workshops. The 6th Annual Conference
is scheduled for May 29-30, 2002 in Tyngsboro, Massachusetts
with the theme of "Aligning Culture to CPD Principles and
Practices."
What are the corporate,
business unit and/or team cultures that support or inhibit
development and maintenance of NPD concurrency? What are the
characteristics of concurrency that need support? Resources?
Certain belief structures? Where do the principal conflicts
between concurrent product development and culture occur?
If you would like
to submit a paper or present a workshop, or simply have a
question, please contact Don Stewart at 781-788-9813 or stdon@mediaone.net.
Thank you.
Both Brad Goldense
and I are members of the WW Board of Directors of SCPD. It
would be really great if we got the chance to see some of
our RapidNews readers at the SCPD Conference!
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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.
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