The Management Roundtable

April 7-9, 2008 / Scottsdale, AZ

Case Study Presentations

Hawker Beechcraft | Texas Instruments | Honeywell | Merck
MEDRAD | Air Products | Kennametal | Ingersoll RandKimberly-Clark
Reckitt Benckiser |
Eli Lilly


Creating a Sustainable Environment for Roadmapping: Keys to Success

Randall J. Satchell
Systems Architect
Texas Instruments Incorporated

Initiating a roadmapping effort can be a daunting task, particularly when it has never been done consistently before in an organization. In this presentation, Randall will highlight key success factors which can jumpstart a dedicated effort, enable it to reach a critical mass of cross-functional support, and help it to gain momentum as a discipline and as a strategic decision-making tool.


Growing Brands through
Roadmapping Connections

Dale Hershfield
Program Leader

Kimberly Clark  Corporation
  In this presentation, Dale Hershfield shares Kimberly-Clark’s approach to connect business strategies, brand and product plans, and technology strategies to deliver business growth. A roadmapping framework aligns technology development with product plans and business strategies to build brand equity and business results. Detailed technology assessments, product roadmaps and brand frameworks combine to provide a comprehensive view of K-C’s business direction and areas of focus.


Roadmapping Effectiveness: Gaining Alignment Across and Within Functions

Bob Rasmussen
Director of Technology Strategy

Honeywell International
  Organizations who have realized success with roadmapping have generally found it necessary to clearly delineate responsibility for portions of the integrated roadmap by function (strategic marketing, engineering, product management). While this promotes clearer data ownership, it also demands active steps to achieve alignment.

In this presentation and discussion, Bob Rasmussen will describe the challenges, techniques and practical experience related to:

  1. Establishing alignment objectives and communicating them cross functionally

  2. Achieving alignment of enabling technologies with higher-level product or sub-system strategies

  3. Balancing roadmap content to achieve both short-term and long term alignment objectives.

  4. Maintaining portfolio balance and allowing some “mis-alignment” to exist


The Role of Roadmapping in Platform Technology Development

Don DeLauder
Director, Product Innovation and Advanced Development

  MEDRAD is a global leader in the field of diagnostic image enhancement, having grown at a compound annual rate of over 15% for 20 years. Its success has led to a market leadership position in each of the clinical modalities in which it operates (CT, MR, angiography). Continued growth requires making tough choices about which products and technologies to develop; roadmapping provides a framework for matching technology development with business needs.

In this presentation, Mr. Delauder will discuss Medrad’s embryonic use of technology roadmapping to develop a successful product portfolio.

Specifically, he will examine how Medrad’s roadmapping efforts:

  • Align technology with a specific business purpose – ensuring that technology development adds real business value

  • Link technology efforts with clear product needs

  • Aid in determining when it is more beneficial to rely on collaboration versus internal development


Project Portfolio Management Linkages to Stage-Gate® and other Project Disciplines

Bernard North
VP Global Research, Development & Engineering

  Stage-Gate®, ISO9001, Work in Process Reduction and the Application of the Scientific Method are important ways to reduce lead times and increase output of an Industrial Research and Development organization. However, while experienced and talented Gatekeepers and Project Teams, guided by knowledge of customer needs, certainly contribute to working "on the right things", additional mechanisms are needed to ensure that a close-to-optimal prioritized portfolio of projects is being worked upon. The presentation will discuss some alternative approaches, and will review how a combination of consensus portfolio prioritization with project management basics has reaped major benefits for an industrial products and services organization.


Linking Customer Needs
to Strategic Portfolio Planning

E. Jefferson Hynds
Program Manager, Enterprise Focus Area
Ingersoll Rand
  Many companies deliver solutions to the market using what might be called the "launch and learn" process. Projects to implement favorite ideas get launched without adequate understanding of the customer needs to be addressed or the technologies required by the solution. In essence, an influential advocate for the project outweighs the need for a clear and compelling customer value proposition. These projects tend to be poorly defined using phrases like "make it better than the competition", "improve the reliability of the product" or "implement the latest technology". Projects executed this way tend to be late and over budget. Even worse, the solution delivered is often not what the customer wanted, so sales do not meet expectations.

Innovative companies deploy repeatable processes to convert customer knowledge into a portfolio of profitable solutions in an efficient and effective manner. These companies seek to understand the unmet needs of customers and create a portfolio of potential projects that have compelling value propositions. Standardized tools are used to compare competing projects and plan for the development of required competencies and technologies. The order in which projects are launched corresponds with market needs, resource plans and technology requirements. The resulting portfolio of solutions has greater impact on the business because solutions that create exceptional customer value are delivered in a timely and cost effective manner.

Mr. Hynds will discuss how Ingersoll Rand is driving innovation by deploying processes and tools to understand unmet needs and link them to a portfolio of potential business opportunities. He will describe how Ingersoll Rand collects customer data to understand unmet needs, generates ideas to address the needs, assesses potential business opportunities, creates a roadmap of future projects and implements solutions.


Managing Early Product Development in a Franchise-Functional Matrix

Dr. Christine J. Cioffe
Vice President, Strategic Portfolio Management
Merck & Co, Inc.
  The high failure rate of experimental compounds in pharmaceutical research is well-characterized but has yet to be successfully addressed. Two years ago, Merck undertook a transformation initiative to examine the process, governance and decision right for the early development portfolio. In this presentation, Christine will highlight the approach taken for the Target to Phase IIB (TT2B) initiative, some of the key success factors and the broader application to the company level processes.

The TT2B initiative was designed to fundamentally reevaluate the way Merck prioritizes targets, develops Preclinical Candidates (PCCs) and bring them through to later stage registration trials. Now in implementation, TT2B’s goal is to increase Probability of Success (POS) by bringing forward into late development those candidates that have the highest likelihood of becoming new and valuable medicines.

TT2B involves three integrated approaches to facilitate development:

  • Balanced Matrix organization structure with shared accountability between franchise and functions for Early Stage Development

  • Investments in new biomarker technologies

  • Proof of Concept Molecule (POCM) pathway.

As part of TT2B, an Experimental Medicine group was launched, which develops biomarkers and models to prioritize targets in early stage development. The group aims to enable earlier decision making in development by quickly, cheaply, and accurately establishing proof of concept. In addition to freeing up more time and resources to focus on Merck's pipeline, the success of this initiative will drive increased employee satisfaction. With the clarification of decision rights, roles and objectives, this Transformation initiative reflects Merck Research Lab’s commitment and first true effort towards driving decision-making to more individuals.


Delivering a Pipeline of Continuous Innovation Through Open Innovation

Tim Cusack
Principal Scientist
Innovation and Technology
Reckitt Benckiser
  Reckitt Benckiser is one of the world's leading manufacturers of household, health and personal care products with a strong reputation for innovation. Net revenue growth has outpaced much of the industry, and the company’s “powerbrands” have achieved number one or two positions in most markets. In order to deliver a pipeline of continuous innovation for these brands, the company has routinely relied on externally sourced technology. Success in theses partnerships not only involved delivering what consumers want, but also required a shared focus on key business drivers (e.g. speed to market, gross margins).

In this talk, Mr. Cusack will discuss Reckitt Benckiser’s approach to Open Innovation including:

  • Utilization of consumer insight to define product strategy
  • Company organization and roles to facilitate technology sourcing
  • Partner selection and management


Becoming the OEM Partner of Choice –
A Perspective from Hawker Beechcraft

Ed Petkus
Vice President
New Product Development
Hawker Beechcraft
  Hawker Beechcraft Corporation (HBC) has a long legacy within the general aviation industry as an innovative and “do it yourself” organization. The challenges in today's global aviation business environment dictate that companies partner or perish. HBC is reinventing itself under new ownership to remain an innovative leader with superior products in the general aviation market.

In this presentation Ed Petkus will share elements of Hawker Beechcraft's journey in becoming the aviation OEM partner of choice using elements of the Alliance Framework.

These elements include:

  • Aligning the goals and strategies of your own organizations before even considering a partnership.

  • Helping your partners align their goals and strategies.

  • Surfacing the “deal breakers” quickly.

  • Creating an alliance that shares risks and opportunities in an equitable win/win fashion.

  • Establishing a lasting relationship when the end goal is vaguely defined


Open For Business:
Air Products & Chemicals Technology

Vince Magnotta
Corporate Technology Transfer
Air Products
  Contrary to popular belief, Open Innovation has many dimensions. Traditionally, open innovation is viewed as the use of external resources to supplement internal R&D and commercialization efforts. More broadly, open innovation encompasses transfer of technology both into and out of the organization to optimize value creation and extraction. It also embraces the best transfer of technology within the organization globally. An additional dimension of Open Innovation is using external resources to fund internal development.

In this presentation, Tao and Magnotta will explore all of these dimensions, share case examples from their experiences at Air Products and incorporate descriptions of enabling tools and work processes throughout the presentation.

Key presentation topic areas to include:

  • Traditional Open Innovation - Globally
  • Open Innovation within the Organization
  • Sharing Air Products Technology via Licensing Out
  • Leveraging State and Federal Funding Sources


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Conference Information

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Agenda and Curriculum:

>> Agenda >> Case Studies
>> Keynote Presentations    

Special Post-Conference Workshops:

>> Tushman Executive Session >> Slowinski Open Innovation Session

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>> Dinner Sessions >> Process Improvement Roundtables
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