The Management Roundtable

April 7-9, 2008 / Scottsdale, AZ

Keynote Presentations


Integrating People, Processes and Technologies to Create A High Impact Innovation Architecture

Irene Petrick
Professor of Practice and Director Enterprise Informatics
and Integration (EII) Center
Penn State University

Product, service and business innovation all combine to help companies achieve excellence and maintain it in the face of a dynamic global environment. Creativity and innovation are often linked in the same breath, but leading companies understand that the linkages between them need to be formal, flexible, and ever evolving. An innovation architecture integrates people, processes, and technology in the context of user-centric design. To achieve this, companies need to carefully consider organizational design and motivation. Drawing on extensive industry experience in innovation with companies including Boeing, Motorola, Lockheed Martin, Bayer and others, this presentation will explore how innovation occurs across the supply chain, highlighting tools and techniques that enable competitive advantage. Examples will highlight key differences between leadership and management, linking both to sustainability.

Dr. Irene Petrick is Director of Penn State's Center for Enterprise Informatics and Integration and a Professor in the College of Information Sciences and Technology. She specializes in technology forecasting, digital roadmapping, product and process development, systems management, and enterprise integration. Recent research has focused on collaboration across the supply chain. She advises private companies and non-profit agencies on technology planning and strategic roadmapping and in 2005 was a Boeing Welliver Fellow where she focused on technology strategy, collaborative R&D and new product development.

Dr. Petrick has taught graduate courses in advanced technology management, corporate innovation strategies and statistical process control and design of experiments; and undergraduate courses in human factors engineering, concurrent engineering, enterprise integration, and project management. She is author or co-author on over 70 publications and presentations, and has over 25 years of experience in technology planning, management, and product development in both academic and industrial settings.


Increasing Business Value with Product & Technology Roadmapping

Bruce Kirk
Director, Innovation Effectiveness

Over the past 10 years, Roadmapping efforts have evolved quite dramatically. Initially, roadmaps focused on technology development and how technology might change in the future to help justify the research needed to deliver future products. Technology roadmaps were soon followed by product roadmaps in an effort to predict how products would evolve over time. More recently, we are seeing the linkage of Market, Product and Technology in composite roadmaps. These efforts often involve cross functional teams and have led to increased return on R&D and NPD investments.

For most companies, the key to widespread company adoption is the integration of roadmapping efforts into an organization's ongoing business practices - making the successful shift from being just another corporate initiative to becoming "the way a company does business". When roadmapping becomes an integral part of the strategic planning process of a business, it assures a common vision and creates a critical linkage among multiple functional groups.

In this presentation, Mr. Kirk will discuss how Corning successfully integrated its Roadmapping efforts into its strategic planning and ongoing business practices as well as key lessons learned.

Key take-aways:

  • Where a Business Unit starts their roadmapping effort will usually vary

  • Linking Key Functional groups via "composite" roadmaps adds value

  • Roadmaps are useful for both the Short Term and the Long Term

  • Integrating Roadmapping with ongoing business practices is critical

Bruce Kirk is the Director of Corporate Innovation Effectiveness and the Corporate Process Owner for Corning Incorporated's Innovation Project Management and Roadmap Processes. Bruce's responsibilities at Corning include process development and deployment, employee education and training, global benchmarking, next generation process improvement and the development of the Innovation Black Belt role across Corning.

Bruce is currently working on a major corporate initiative to Revitalize Innovation Globally at Corning. Previously he led an initiative around Innovation Project Management and its deployment in our faster clockspeed, new product and process, R&D environment. In addition, Bruce is actively engaged in the deployment of Roadmapping across the company and is involved in efforts to improve Corning's Portfolio/Pipeline management process.

Bruce brings extensive experiences as a former instructor of the Innovation Process and member of Corning Competes Innovation Project Management Process redesign team. Bruce was Division Process Owner for the Innovation Effectiveness processes - Roadmapping, Project Portfolio, and Innovation Project Management - for the Photonic Technologies Division. He also held the position of Manager, New Business Development, in Photonic Technologies.

Bruce joined Corning Incorporated in 1976 and has held sales, sales management, marketing management and business management positions. His career experience has spanned the Medical Products Division, Science Products Division, Human Resource Division, Photonic Technologies Division and the Science and Technology Division.


Linking Portfolio Management to Innovation Strategy

Scott Edgett Dr. Scott J. Edgett
CEO and Co-Founder
Product Development Institute

Portfolio Management has become a critical link between Innovation Strategy and the tactical implementation of the product innovation pipeline. Leading organizations are integrating their innovation strategy, portfolio management and new product development processes into one seamless process. The goal is to effectively blend strategy with tactics. Easier said than done!

In this presentation Dr. Scott Edgett presents how leading companies are using portfolio management as the critical joiner to link strategy with strategic portfolio management and how they are looking to portfolio management to achieve focused resource and pipeline balance. Portfolio management has become the means to ‘walk the talk’.

  • How portfolio management puts into practice your innovation strategy

  • The critical linkages to a product innovation strategy

  • The key differences between strategic and tactical portfolio management

  • Obtaining the five key portfolio goals

  • Using portfolio management as a governance tool

  • Examples of how leading organizations are getting results

Dr. Scott J. Edgett is internationally recognized as one of the world’s top experts in product innovation and is the pioneer of portfolio management for product innovation. He is a high profile speaker and sought-after consultant. Dr. Edgett has had extensive experience working with large multinational clients in a variety of industries, principally focusing on issues affecting innovation leadership and capability. He is credited with helping business executives and innovation professionals successfully implement world-class innovation processes that have generated outstanding results. His speaking engagements and consulting work have taken him around the globe to work with many of the world’s best innovators and companies among the Fortune 1000.

Dr. Edgett is Chief Executive Officer and co-founder, with Dr. Robert G. Cooper, of both Product Development Institute and Stage-Gate Inc. He has spent more than 20 years researching and developing innovation best practices and working with organizations in product innovation.

He is a prolific author having coauthored six books including the popular ‘Portfolio Management for New Products, 2nd Edition’ and has published more than 70 academic articles.

Scott is a former Professor of the Michael G. DeGroote School of Business, McMaster University in Ontario and is currently a Faculty Scholar at the Institute for the Study of Business Markets (ISBM) at Penn State University. He has a Bachelor of Business Administration in Accounting, an MBA in Marketing/Finance and a Ph.D. in Marketing (New Product Development).


Integrating Product Development Operations with Value Network Analysis and System Dynamics Modeling

Dennis O’Donoghue
Vice President, Flight Operations, Test & Validation

Boeing Commercial Airplanes
  Many large corporations, in search of better efficiencies and higher productivity, have consolidated various functional units into a new, sometimes larger organization tasked with managing product development through the entire lifecycle. This “value stream” perspective to managing large organizations presents new challenges for the management team. More than one team has learned the hard way the difference between “merging” and “integrating” functional groups.

In this presentation, Dennis O’Donoghue will present the challenges his management team faced while integrating flight operations, test engineering and developmental and test manufacturing functional groups into one organization tasked with test and validation of new commercial airplane products, from early concept design through delivery to airline customers.

  • The value of the Systems Perspective
  • The use of System Dynamics Modeling as an integration tool
  • How Value Network Analysis breaks down the boundaries between functional groups
  • Building strategic direction, cohesion and unity of purpose across the organization while maintaining creativity, innovation,
  • Flexibility and adaptability at the local level
  • Dialogue: The key to learning, real change and continuous improvement

Dennis O’Donoghue, an experimental test pilot, is Vice President of Flight Operations, Test and Validation for Boeing Commercial Airplanes. In this role, he is responsible for all flight operations, including flight training, flight technical support, flight standards, and experimental and production test flight operations as well as being responsible for the test and validation of all Boeing commercial airplanes and those Integrated Defense Systems products that use commercial airplanes as platforms.

O’Donoghue leads an organization of about 3,500 engineers, pilots, mechanics, and technicians. The group is responsible for certifying new Boeing airplanes, enhancing existing models and providing flight crew products and services to Boeing customers in support of their flight operations. In addition, O’Donoghue is responsible for numerous test organizations including Test Engineering, Test Programs Integration & Execution, and Test Manufacturing & Quality Operations.
O’Donoghue’s first Boeing assignment was in 1996 as the lead test pilot of the
X-32B STOVL Joint Strike Fighter Concept Demonstrator Aircraft program. In this role, he was heavily involved in all aspects of design, development, and flight test of both the X-32A and X-32B. During the summer of 2001, he commanded the first flight and flew the first hovers, and first vertical landings of the X-32B. Subsequent to the JSF program, he was assigned as deputy project pilot for the Sonic Cruiser and the 7E7/787 programs. In this capacity, he was involved in all aspects of the design of the aircraft, with particular emphasis on development, simulation and validation of flight controls and the pilot-vehicle interface. In November 2004, he was promoted to Chief Pilot, Production Test Operations, with responsibility for production flight test of all Boeing transport category aircraft.

O’Donoghue left Boeing in July 2005 to serve as Director of Flight Operations and Chief Test Pilot of the Eclipse 500 Very Light Jet (VLJ) program at Eclipse Aviation Corporation. On his return to Boeing in July 2006, he briefly served as Vice President of Flight Operations for Commercial Airplanes before assuming his present responsibilities.

Prior to his Boeing career, O’Donoghue was a NASA research test pilot at Lewis Research Center, Cleveland, Ohio. He conducted exploratory flight tests, airborne science projects, and space support missions on a various aircraft platforms including the DC-9, DHC-6, G-159, Lear 25, OV-10, T-34, and YAV-8B Harrier.

O’Donoghue’s military experience included 12 years of active duty as a U.S. Marine Corps fighter pilot and test pilot. He flew operational missions in the A-4M, AV-8A and AV-8B Harrier aircraft, and engineering flight tests on the AV-8B and F-14 Tomcat. In 1994, O’Donoghue transferred to the U.S. Air Force Reserve where he flew the C-130, C-141, and C-17. He commanded both the 728th Airlift Squadron and the 446 Airlift Wing, stationed at McChord AFB, Wash. He retired from the Air Force Reserve in September 2005 at the rank of Colonel.

O’Donoghue holds a Bachelor of Science degree in Mechanical Engineering from the United States Naval Academy, a Master of Science in Aviation Systems from the University of Tennessee Space Institute, and an MBA from the University of Washington. He is a graduate of the U.S. Navy Test Pilot School, an Associate Fellow of the Society of Experimental Test Pilots, and a Fellow of the Royal Aeronautical Society. He has logged over 6,000 hours in 74 different aircraft types and holds type ratings in the B-737, B-757, B-767, B-777, DC-9, G-159, L-300, L-382, NH-T38, T-33, and AV-L39.


Accelerating Product Development Through Co-Development: Lessons from the Leaders

Gene Slowinski
Director of Strategic Alliance Research

Rutgers University

Managing Director

Alliance Management Group
  Open Innovation is transforming the nature of product development. To compete effectively in today’s business environment, firms are using strategic alliances to link their resources with those of other world-class organizations. They are replacing the "not invented here" syndrome with the "invented anywhere approach". Unfortunately, many Co-Development alliances fail. Managers must deal with the complexities of cooperatively developing intellectual assets, linking decision-making structures and building cross-corporate innovation networks. Dr. Slowinski’s 25 years of work on over 300 CoDev alliances led him to identify key best practices. He will present a set of simple, but powerful management tools and metrics. Many firms use these tools to increase the value of both their individual alliances and their alliance portfolios.

What you will learn:

  • Organization structures that help and hinder Open Innovation

  • Market proven financial models for sharing risks and rewards in Open Innovation agreements

  • Implementing “Open Innovation” using the “Want, Find, Get, Manage” Model.

  • Selected industry alliances (How firms are accelerating their product development performance using CoDev)

  • Lessons from the failures; common pitfalls and how to avoid them

  • Proven tools, metrics, and management techniques for successfully implementing “Open Innovation” relationships such as the Alliance Framework® and the Alliance Implementation Programs

  • Resolving cultural differences in alliances

Gene Slowinski will also be conducting a special post-conference workshop - Implementing Open Innovation Practices - Organizational Readiness, Partnership Selection and Key Metrics

Gene Slowinski is the Director of Strategic Alliance Research at the Graduate School of Management, Rutgers University and Managing Partner of the Alliance Management Group. Prior to forming the Alliance Management Group, he held management positions at AT&T Bell Laboratories, and Novartis Corporation. In addition to a Ph.D. in Management, Gene holds an MBA, and a Masters Degree in the sciences.

For the last 20 years Dr. Slowinski has consulted and conducted research on the formation and management of strategic alliances, joint ventures, mergers, and acquisitions. His clients include GlaxoSmithKline, Merck, Lucent Technologies, Motorola, Johnson & Johnson, Ethicon, ExxonMobil, AT&T, Becton Dickinson, Procter & Gamble, Battelle, and many other Fortune 500 firms. An author and lecturer, Gene has presented his work to The Conference Board, The Licensing Executives Society, The Industrial Research Institute, and The American Electronics Association. His articles on managing strategic alliances can be found in Business Horizons, Research and Technology Management, Mergers and Acquisitions, Economic Development Quarterly, Les Nouvelles, Cooperative Strategies in International Business, The Journal of Advanced Management, and Managing the High Technology Firm. With Matt Sagal, he co-authored the of book The Strongest Link.

Gene is active in the technology management community. He is a member of the Academy of Management, The Conference Board's International Council on the Management of Technology and Innovation, the Industrial Research Institute's Research-on-Research Committee, and the Technology Management Research Center at Rutgers University. In addition, he is on the Board of Directors of Advanced Adjuvants LLC.


Explore and Exploit –
The Twin Challenge of Business Leadership

Michael L.Tushman
Professor of Business Administration

Harvard Business School

author of best-seller,
Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change

"Tushman provides the language, means, and motivation for a high-technology company to seriously examine their ability to innovate and move their company to the next level."
Chris Wellman, Chief Engineer, Advanced Programs, Raytheon

Why do some companies stay ahead of the competition through successive generations of technology, while others are like deer caught in the headlights, frozen, unable to respond to disruptive threats? This will be the key question for Professor Michael Tushman’s presentation. He and his colleagues have extensive research into what enables some companies to successfully innovate and grow, while others fail to adapt to changes in their market.

The key insight is that the winners are those that have the adaptability to manage both exploit businesses – that deliver today’s results incrementally – and explore businesses focused on new opportunities and innovation streams. Integrating both in a single enterprise creates the ability to sense, respond, and perhaps better yet, lead disruptive change.

Professor Tushman will explore this research, richly illustrated with case study examples, and describe the practical actions that you can take to build explore and exploit units within your business. He will explain how, by applying the disciplines of strategic execution you can address the barriers to change in your organization and build a more effective innovation engine.

Michael Tushman will also be conducting a special post-conference workshop - Aligning Strategy with Execution—Leadership, Execution and Change Management

Professor Tushman is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration at the Harvard Business School. He is internationally recognized for his work on the relations between technological change, executive leadership and organization adaptation, and for his work on innovation streams and organization design. He has published numerous articles and books including Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change (with C. O'Reilly). Professor Tushman holds degrees from Northeastern University (B.S.E.E.), Cornell University (M.S.), and the Sloan School of Management at M.I.T. (Ph.D.). Tushman was on the faculty of the Graduate School of Business, Columbia University, from 1976 to 1998. He has also been a visiting professor at MIT (1982, 1996) and INSEAD (1995-1998). Tushman was elected Fellow of the Academy of Management in 1996, and received the distinguished scholar awards in both the Technology and Innovation Management (1999) and Organization Management and Theory (2003) Divisions of the Academy of Management. His paper with Mary Benner won the Academy of Management Review’s best paper award in 2004. Tushman is an active consultant and instructor in corporate executive education programs around the world. He is a director of Dynamic Capabilities Group, LLC.

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Agenda and Curriculum:

>> Agenda >> Case Studies
>> Keynote Presentations    

Special Post-Conference Workshops:

>> Tushman Executive Session >> Slowinski Open Innovation Session

Special Interactive Features:

>> Dinner Sessions >> Process Improvement Roundtables
>> In-depth How-to Clinics >> Expert Panel Sessions

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