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"The Oval Ideas solution solved the learning
curve barrier present in each previous approach
we used for competitive technical strategic analysis
- so the company's Ph.D. domain experts were finally
able to fully participate and "integrate" in the
global ideas discovery and innovation process
- revealing more than 2 times the number of viable
ideas versus prior studies."
Manfactured Pet Care Product
“Top management was
able to easily visualize both the business and
strategic innovative technology opportunities
and risks much more clearly than with prior methods
- resulting in the sign-off of a major project
in only one meeting, versus what typically would
have taken another 6-8 weeks - the toolset paid
for itself in that one meeting. ”
Global Chemical Co.
“From the insights regarding likely competitor
intents and technology risks illuminated through
the visualizations and detailed report views -
we were able to finally, confidently and with
consensus - kill off a widely supported product
idea for a RFID technology that had been staged
for significant development investment."
Venture Fund
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“What We See Depends Upon The Theories We Use To Interpret Our Observations” - Einstein to Heisenberg
Studies
show the odds are 7 to 1 that your R&D and Business Development
efforts may have strategic technological blind spots, and insufficient vision…
Because
approximately only 14% of companies in any niche consistently scan
globally for ideas... to formulate new strategic “theories" for innovation.
--- This top 14% collects over 60% of the profits in any technology product niche
--- If you are a top 1 in 7 already we can help boost your innovation win margin even more… Guaranteed.
And if you are in the 86% playing catch up, this toolset and method is an easy-to-adopt, cost-effective and rapid way to help your organization leap frog ahead... to visualizing
global technologies ideas, trends, risks and opportunities, with world-class techniques
The
toolset was conceived, developed and tested by world-class R&D,
Business Development and Intellectual Property practitioners - to help discover and communicate technology strategy options and recommendations more quickly and effectively to top management and also across all levels and functions of an organization.
It is a practical, hands-on method and software toolset, that...
Deploys quickly and easily at a product line project level
Provides any strategic planning project with a comprehensive and insightful view of global competitive technical intelligence for the relevent technology stack
Communicates
in the terminology and context of the company's targeted marketplace or
technology stack commercialization strategies
Provides an
insightful visual communication medium for the technical and business
development staff to more effectively collaborate with top management
and other departments
Any individual product line group within a company can easily fund it and quickly and effectively deploy it
What can you do within the first 3 weeks ?
- Expect
to be able to train research and development staff members in less than
2-3 hours to magnify their capabilities for viable product ideas
discovery
- Expect to be able to
organize and categorize massive datasets of highly relevent
intellectual property ideas,
--- populated from both within the organization's existing
technologies areas of focus
--- and populated from technology ideas from other industries
that may contain key cross-over application ideas
What can you do within the first 8-12 weeks ?
- Expect to find 2 to 3 times more viable technology ideas with which to compete in the global marketplace
- Expect
the R&D and Business Development staffs to be able to communicate and win
approval for viable product ideas or partnerships in half the time previously required
Because the toolset is so easy to adopt, inexpensive, and the methodology is so fast…
We can help you mitigate the three primary reasons why more organizations don’t consistently perform global competitive technologies scanning and analysis… article
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For
the question of "who they look to for innovative
ideas", CEOs gave their R&D organizations a score of 16
versus 36 for Business Partners and 35 for Customers.
Internal Sales and Service received a score of 17.
...CEO's
acknowledge they have primary responsibility for fostering innovation
but cited a key challenge as being with behaviors that create a
"collaboration gap" both within and beyond their organization. As
a group they perceive a need for 50% more collaboration occurring across
and beyond the organization, noting that this should be "theoretically
easy" but is "practically hard to do."
The
R&D and Business Development functions have a great opportunity to
collaborate more fully in innovation strategy, in support of 65% of
CEOs who plan to make significant changes in innovation practices in
the next 2 years.
The "outside-ideas
gap" between high performing companies and the average company is
not insurmountable, it is "only" about 33% more ideas.
- 2006 IBM Global CEO Survey regarding Technology Innovation
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"The New Role of Research...Beyond Knowledge Generation to Connection
...expand the role of internal researchers to include not just knowledge generation, but also knowledge brokering.
...previously,
researchers added to knowledge sitting in silos. Today, they (should
be) also charged with moving knowledge into and out of the silos.
...In this new role, knowledge located from the outside may be just as useful as knowledge created from within - and it should be similarly rewarded.“
- “Open Innovation”
Henry Chesbrough, 2006
Haas School, UC Berkeley
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