10th R&D-Product Development Innovation Summit
This Summit has already been held. Please visit our current Innovation Summit.
Driving Forces For Better Corporate Innovation Capabilities
In 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 & Practices
In 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 Revolution
Professionals 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 Innovation
More 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 Module
The 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.
Bradford L. Goldense, NPDP, CMfgE, CPIM, CCP [seminar leader]
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 GGIs 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 Haigs 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]. View a more complete biography on GGI Staff page.
John R. (Dick) Power, PMP, CFP [instructor]
is Director of Executive Education at GGI. Mr. Power has been practicing in the advanced and new product development and production areas for over 30 years. He is highly experienced in project management of large and complex high technology products from Initial phases through production, distribution and sustaining support. As a US Army Signal Corps Officer, retiring as a Colonel in 1992, he was a leader in acquisition of electronic systems. More recently, Dick worked at GTE (before its merger with Bell Atlantic to form Verizon) as Director of Total Quality for the Government Systems Group and later as Corporate-wide program manager for information security. View a more complete biography on GGI Staff page.
Dr. Hans Ludi [instructor]
is a long time Affiliate of GGI. Dr. Ludi has thirty years of experience in the life sciences and technology industries. During that time he has held a variety of technical and management positions in the areas of research and technology management. More recently, Dr. Ludi has focused on commercializing advanced technology projects in partnership with corporations and venture capitalists. Hans was most recently CEO of Gnothis SA. He has held senior management positions with Ciba-Geigy, Chiron, and Bayer. Dr. Ludi holds a Masters Diploma in Biotechnology and Microbiology from the Federal Institute of Technology in Z�rich, Switzerland. He holds a PhD in Biochemistry from the University of Bern in Bern, Switzerland. He is a member of the Worldwide Board of the Society of Concurrent Product Development [SCPD] and is the past President of the Boston Chapter of SCPD. He is also a member of the American Chemical Society [ACS] and the American Association for the Advanced of Science [AAAS].View a more complete biography on GGI Staff page.
Summit Guest Speakers:
James W. Todhunter
|Download Innovation Summit 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.
|Download Innovation Summit At-A-Glance|
In the event your plans change after you register, GGI will refund your registration through end-of-business EDT Friday, February 3, 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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