FEI – Outcomes Outcome 011904 [Read-Only...  FEI –...

download FEI – Outcomes Outcome 011904 [Read-Only...  FEI – Outcomes FEI - SPI Team Christina Bramante

of 36

  • date post

    29-Nov-2018
  • Category

    Documents

  • view

    216
  • download

    0

Embed Size (px)

Transcript of FEI – Outcomes Outcome 011904 [Read-Only...  FEI –...

  • FEI Outcomes

    FEI - SPI TeamChristina Bramante (Cabot)Scott Boyce (Rohm and Haas)Cindi Hartz (Dow Corning)Michael Incorvia (International Flavors & Fragrances) Elko Kleinschmidt (McMaster University)Peter Koen (Stevens)Drew Kugler (WelchAllyn)Lorrette Pruden (Inventive Strategies)Becky Seibert (Crompton)Jeff Stirrat (Ethicon)Brenda L.Tollett (The Valvoline Company) January 19, 2004 Status

  • 2

    Outcomes

    z Outcomes measure the overall output of the FEI or section as appropriateySuccessful outcomes may then be able to correlated with the

    subprocess that exists within the FEI and FEI section

    Definitions

  • 3

    Hypotheses (Overall)

    z A successful FEI is positively related to the overall success ofthe NPD Process. (7)

    z A company with a successful FEI spends more than 10% of R&D resources in the FEI and more than 10% of these resources on New-to-the- World Projects. (7)

    z A company with a successful FEI effectively employs double-loop learning to improve the front endyPost mortem and applying (6)

  • 4

    Hypotheses (Engine)

    z A successful FEI has a robust engine which includes:y Optimum involvement of Senior Management (7) y A collaborative and caring culture which does not chastise people for taking risk

    and encourages both product and executive champions (7)y Blab blah blah which sets aggressive goals (6-7)y A well articulated and stable innovation vision and strategy (6)y Effective senior management decision making and project portfolio management

    5).z A company with a successful FEI has a lot of slack permitting a lot of

    unofficial FEI-activities (7)z A company with a successful FEI has top management willing to be

    influenced by new markets, technologies, resourcesy Willing to change their strategy (7)

    z Successful Breakthroughs are positively related to the organization's core competencies/capabilities. (7)

    z Integration - Has work performed together by those in the business unit and a central resource (radical innovation hub, or whatever label we want to use) (i.e. trying to get at the optimum of having all of the responsibility in the business unit vs. all in central R&D vs. joint responsibility & projects) (7)

    z Organization has a clear vision and understanding of the company's mission (6)

  • 5

    Hypotheses (Engine)

    z Innovation is embraced and supported across entire organization (6)z Senior management and corporate culture supports innovation. (6)z A company with a successful FEI organization that has a successful FEI has

    all executives with FEI incentives. (Engine 6).z A company with a successful FEI gets strong accountability without over-

    managing (Engine 6)z Companies with a successful FEI resource their projects to succeed (Engine

    5.5) z A successful FEI depends on an integrated portfolio management across all

    stages and types of projects (Engine 5)y (In other words, the FEI portfolio can't be managed independently of the rest of

    the pipeline.)

  • 6

    Hypotheses (Human Factors)

    z A company with a successful FEI has a knack for selecting the right people to work in the front end (7)

    z There is some 'ideal' ratio of Starter/Finishers in an R&D organization. (6.5)

    z A successful FEI depends on active project and executive "champions (6)

    z A company with a successful FEI recognizes the importance of assigning effective leadership to front end programs (6)

    z Companies with a successful FEI use cross-functional project team (5.5)

    z A company with a successful FEI has a higher percentage of successful inventors (5.5)

    z An open (e.g. culture, )leadership style leads to more/better New Concepts (5 +)

    z A company with a successful FEI utilizes full time teams on New-to-the-World Projects (5)

    z The number of NEW NCD teams formed/year is a predictor of fresh approaches and ideas. i.e., mix em up. (5)

  • 7

    Hypotheses (Culture)

    z A company with a successful FEI has a well developed culture which fosters tacit knowledge creation which includey Communities of Practice, wide spread use of IT tools which encourage

    people-to-people contact, collaborative work space and a caring organization (7)

  • 8

    Hypotheses (Concept Definition)

    z A company with a successful FEI develops a extremely proficient quality Business Case for all projects in the FEI which require a significant investment prior to spending significant R&D resources (7)

    z A company with a successful FEI manages the risk (e.g. clinical,technology, market, regulatory, etc. of high risk technology projects (6 )yUses a process like TSG so that the risk may be evaluated at appropriate

    intervalsy Simultaneously supporting alternate approaches

    z A company with a successful FEI uses teams of 3-5 people?. y It seems like it would be interesting to gather information on typical

    team size/distribution and see if there is a "magic" range that is correlated to success. My gut from my experience is that there is one. (5)

  • 9

    Hypotheses (Opp Ident and Analysis)

    z A company with a successful FEI dedicates significant resources (?) in Opportunity Identification and Analysis in order to envision the future. These include: (Opp Ident and Analysis 7)y Customer and Technology Trend Analysis, Technology Road Mapping,

    Competitive Intelligence Analysis and Scenario Planningz A successful FEI depends on "market-driven" concepts (7)z A company with a successful FEI has developed an effective

    method of evaluating opportunities and picking winners (7)z A successful FEI is related to the number of ideas and opportunities

    generated in the FEI. (Hypothesis also appears in Idea Generation6.5)

    z A company with a successful FEI utilizes methods which allow thecompany to capture the tacit knowledge of the customer including ( Hypothesis also appears in Idea Generation ) -6y Lead User, ethnography, customer archetypes, .. Approaches.

    z Has a larger ratio of opportunities, ideas, and concepts evaluated. (Opp, Ideas & Concepts 6)

  • 10

    Hypotheses (Idea Generation)

    z A successful FEI is related to the number of ideas and opportunities generated in the FEI. (Hypothesis also appears in Opp Ident and Analysis 6.5)

    z A company with a successful FEI utilizes methods which allow thecompany to capture the tacit knowledge of the customer including ( Hypothesis also appears in Opp Ident and Analysis) -6y Lead User, ethnography, customer archetypes, .. Approaches.

    z Has a larger ratio of opportunities, ideas, and concepts evaluated. (Opp, Ideas & Concepts 6)

  • 11

    Hypotheses (Idea Selection)

    z A company with a successful FEI has developed an effective method of evaluating ideas and picking winners (Idea Selection 5)

  • 12

    Hypotheses (Concept Selection)

    z A company with a successful FEI has developed an effective method of evaluating concepts and picking winners (7)

    z Has a larger ratio of opportunities, ideas, and concepts evaluated. (Opp, Ideas & Concepts 6)

    z A successful FEI is FEI Project Portfolio Analysis on New-to-the-World Projects is being done using an Options approach (4.5)

  • 13

    Characteristics

    z Enginey Recognitionsy Resourced to succeed y Senior management involvement -y Integration venturing vs. corp. development -y Alliance/partnering -y Incentives -y Quality of management of FEI -y FE process (formal, loose, consistent, etc.) -y Stretch goals drive success -y Strategy portfolio strategy, alignment, vision -y Core competency fit Idea Selection, Opportunity Analysis, Concept Definitiony FE well positioned to deliver strategy y Out-licensing y Human resourced availability y Organizational structure y Organizational capabilities -y Do you manage your portfolio mix? - Strategy in Engine, NEED TO ADD THIS

    NOT CURRENTLY INCLUDE IN THE DRAFT SURVEY QUESTIONS ON ENGINE

  • 14

    Characteristics

    z Human FactorsyDegree of training on FE toolsy Structured, strategic FE skill building process / training programy Cross functional teams diversity in skills & personalities

    z Culturey Cross functionality collaboration in organizationyOfficial programs vs. unofficial programs

    z Idea Generationy Source of ideas change in yMethod for gaining ideas change?

    z Concept Definitiony morphing measures yDo you measure portfolio mix? y% of mix time to commercialization

  • 15

    Characteristics

    z Idea Generation and Opportunity IdentificationyUnderstanding consumers/ultimate user yOverally tools applied

  • 16

    Section Status

    Overall FEI Outcomes (Bramante, Hartz and Pruden)

    Unit of Analysis and Company Demographics (Koen)

    Influencing Factors (Koen)

    Engine (Pruden and Hartz)

    Opportunity Identification and Analysis (Incorvia and Tollett)

    Idea Generation and Selection (Kugler and Stirrat)

    Concept Definition and Selection (Boyce and Seibert)

  • 17

    Unit of Analysis

    SBU

    Assumption: Focus of the study would be on the SBU and Corporate research Unit and would exclude the Business Development and Corporate Venture

    Corporate Research

    Unit

    Section Owner: Peter Koen

  • 18

    Unit of Analysis

    z Product (Internal and External)y Physical entity not an operational improvement (i.e.

    composition of matter as opposed to other)y Including software

    z Process (Internal and External)y Process R&D not operational improvementy Typical 6 sigma project does not fit though design for 6

    sigma doesz Service (Internal and External)y