The Management Roundtable

April 7-9, 2008 / Scottsdale, AZ

In-depth How-To Clinics


Roadmapping Fundamentals

Ben Almojuela
Associate Technical Fellow
Boeing Commercial Airplanes
  Market Roadmap, Product Roadmap, Technology Roadmap…it all sounds so simple! Yet every organization that has ever tried to build a roadmapping-driven culture from scratch knows that “the devil is in the details”. Ben, a key member of Boeing’s Strategic Roadmapping Process Team, will share some of their experiences on what works – and what doesn’t work – when building roadmaps and engaging your organization in the process.

Key take-aways:

  • What challenges to expect when implementing roadmapping processes

  • How to overcome organizational resistance

  • How collaborative workshops help quickly build a framework for effective roadmapping

  • How roadmapping ties in with the rest of your planning processes (e.g. portfolio management, scenario planning, QFD, etc)

Ben Almojuela is an Associate Technical Fellow in Commercial Airplane Product Development, where one of his assignments is to develop processes for effective innovation. He is a core member of Boeing's Strategic Roadmapping Expert Team, and is the subject matter expert for strategic roadmapping processes. Ben is currently assigned to the 737 program, conducting studies that lead to product improvements that continue to keep the 737 competitive in the marketplace, nearly 40 years after its first flight. He has also played key technical roles in product development for the 717, 777, and 747 programs. He has over 28 years experience in developing both commercial and military aerospace products.


Govern Innovation to Ensure Sustainable Market Differentiation

Bryan Seyfarth
Solutions Marketing Director
  Over the past 40 years, only 5% of companies have been able to sustain above-average shareholder returns. Furthermore, the path to sustainable growth is getting steeper, as research indicates that the average lifetime of a corporation on the S&P 500 will soon be shortened to about ten years. How can you ensure your company builds the capabilities required to be a long-term winner? In this session we’ll discuss the role of innovation governance in ensuring continued market differentiation.

Innovation governance means the synchronization of both product innovation planning and execution. This requires companies to do three things effectively: create clearer views of their future, considering a broad range external influences as they define internal objectives; execute on a range of innovation processes (including Stage-Gate® and others); and connect their long-term plans to their innovation processes to ensure complete alignment of resources, technology development activities, product release plans, and business strategy.

Key take-aways include:

  • How to define strategic product plans that incorporate comprehensive models of your external environment

  • How to ensure your innovation “supply” matches future revenue “demand”

  • How to optimize your innovation processes from the “fuzzy front-end” all the way to the “end-of-life”

  • How to synchronize your strategic product plans with day-to-day innovation activities

Bryan Seyfarth is the Director of Product Marketing for Sopheon Corporation in Minneapolis. He serves as the product leader for Sopheon, which offers an Innovation Process Governance software suite that enables companies to improve the business impact of their new product development efforts. These products include Sopheon Accolade®, which automates Stage-Gate® processes and improves product portfolio management, and Sopheon Vision Strategist™, which improves roadmapping and strategic product planning processes. Bryan’s responsibilities include defining product strategy, leading voice of the customer research, defining product positioning and conducting market validation for the entire Accolade suite of applications.

Bryan has conducted extensive research and led consulting in the areas of strategic decision-making and organizational communication, with the primary focus of application in improving product lifecycle management processes. This includes innovation process design, portfolio management, collaboration technologies and knowledge management. He has advised clients in the specialty chemical, pulp and paper, consumer packaged goods, life sciences, and financial industries.

Bryan holds a Master’s degree and a Ph.D. in organizational communication from the University of Minnesota.


A Faster Track to Innovation Excellence - Cutting the Time and Cost of Process Improvement with Software Automation

Colin Palombo
Managing Director, Americas
Innovation Framework Technologies
  Businesses thinking about automating stage-gate processes fall into two categories:

1) Those that have taken the preceding months to deploy manual stage-gate processes, and now need a way to cut process overhead an delay, extend and deepen those processes across their organization, and consolidate information from many disparate IT systems into a single application.

2) Those that want to jump-start their stage-gate initiatives by deploying automated stage-gate processes from the outset, leveraging packaged best practices to cut the time and cost of implementation.

For companies in both categories, the question we most often hear is “how do I begin?

In this session, Colin will present the five ‘tools of the trade’ used by companies to launch and deliver their automation initiatives. We will review and discuss the key points of each tool, to see how they apply to your own business initiative and stage-gate automation objectives.

Key take-aways:

  1. Template executive presentation to win the hearts of your executive sponsors

  2. Template financial business case justification to win the minds of your executive sponsors

  3. Commonly used vendor selection criteria to pick the right software for your initiative

  4. An ‘agile’ implementation plan to deploy automation rapidly and cost effectively

  5. Risk management - the 10 pitfalls of stage-gate automation, and how to avoid them.

Colin Palombo is the Managing Partner, Americas of Innovation Framework Technologies (IFT). IFT helps clients achieve fast paced innovation excellence by automating best-practice portfolio, Stage- Gate®, project, resource and idea generation processes. Colin’s responsibilities include advising clients on how best to automate their processes to increase innovation productivity, speed time to market and generate higher ROI. Colin's client list spans both the U.S. and Europe in a range of industries including high tech, industrial products, life sciences and utilities. He holds an M.A. Honors in Computer Science from Cambridge University, England and an MBA with distinction from INSEAD, France.


Co-Development/Open Innovation Clinic—Getting Started, Getting Results

Tom Venable
Executive Vice President
Sales & Marketing
  For years, businesses have relied on their internal R&D organizations to discover solutions to their most complex challenges. Forward-thinking companies however, understand that limiting themselves to their internal departments is not conducive to true innovation. These companies turn to prize-based Open Innovation sourcing, to leverage the power of a global community of great minds to deliver breakthrough solutions for R&D-driven organizations.

In this session, Tom Venable, Executive Vice President, Sales & Marketing for InnoCentive, will provide a step by step guide for companies looking to harness the power of open innovation and provide examples of organizations that have successfully done so. Clinic attendees will learn how to get started and how to approach the legal and intellectual property issues associated with open innovation. Attendees will also benefit from a hands on discussion of how to draft a challenge statement to generate the best potential solutions to their R&D problems.

Key take-aways:

  • The definition of open and prize based innovation and how to get started

  • The business, legal and IP issues of open innovation and how to create a legal agreement

  • How to present a challenge to a community by drafting a compelling statement

As the Executive Vice President of Sales & Marketing, Tom leads Innocentive's go-to-market strategy and revenue generation activities. As an early pioneer in crowd sourcing, InnoCentive built the first online Open Innovation Marketplace, and is the global leader in prize-based Open Innovation sourcing, enabling scientists, engineers, professionals and entrepreneurs to collaborate in a global community to deliver breakthrough solutions for R&D-driven organizations. Founded in 2001, InnoCentive has been featured in various books on Open Innovation, most notably Dan Tapscott’s bestseller “Wikinomics”.

“Innocentive is just one example of a growing number of real businesses on the verge of exploding into vibrant virtual marketplaces. The upside is that there is tremendous room for innovation marketplaces to grow.” – Henry Chesborough, Wikinomics

Prior to InnoCentive, Mr. Venable served as the Senior Vice President of Sales for Digital River, Inc., a publicly traded eCommerce services provider. Prior to that, he served as Senior Vice President of Sales and Business Development for the Expense Network division of Gelco Information Network. From 1985 through 1999 he helped start 6 technology companies specializing in messaging, Internet communications and E-commerce.

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Agenda and Curriculum:

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Special Post-Conference Workshops:

>> Tushman Executive Session >> Slowinski Open Innovation Session

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

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