tag:blogger.com,1999:blog-156214192024-03-23T13:35:34.459-05:00NEWLOGICPROVIDING STRATEGIC SERVICES TO R&D ORGANIZATIONS.http://www.blogger.com/profile/02374434309629767088noreply@blogger.comBlogger275125tag:blogger.com,1999:blog-15621419.post-25069096891964078832009-11-27T11:29:00.006-05:002009-11-27T11:32:13.323-05:00WE'VE MOVED OUR BLOG<div style="text-align: center;"><a href="http://www.blog.newlogicusa.com/"></a><br />
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</div>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-53488562049892957502009-11-21T11:50:00.003-05:002009-11-21T11:54:11.117-05:00Technology Licensing Can be a ChallengeNewlogic's spin-out company, Newcare Medical, is working to receive a number of SBIR grants from the NIH. One grant is to develop an active noise cancellation technology for use in NICUs.<br />
The active noise control technology is to be licensed from another startup that we have been advising. This case is complicated by a number of factors, not least is that the inventor has decided not to continue as a full-time entrepreneur, he is looking for a job. If he receives one, he will likely not be able to take part in the SBIR Phase 1 program, and potentially future development of his technology as well. The inventor should be compensated for Newcare's use of his invention, but his inability to participate in the project should not limit Newcare's ability to complete the grant.<br />
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Each party has some specific needs.<br />
Newlogic/Newcare<br />
- The ability to develop the technology in order to complete the terms of the NIH SBIR regardless if the technology's inventor's role in the program.<br />
- The ability to commercialize the technology as funded by the NIH grants. <br />
Inventor of the Active Noise Cancellation Technology:<br />
- Money<br />
- Control<br />
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There are some areas that I can project conflicts:<br />
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- Who owns the prototype? By the terms of the SBIR, Newcare has ownership, however, I expect the Inventor will demand ownership. I think we can work around it by giving the inventor something like a 2 year license of the prototype, by that time it should be obsolete so returning it to Newcare will not be a big deal.<br />
- Ownership of IP developed during the program. I would expect that we can reach an agreement that the Inventor owns the IP, and Newcare has non-exclusive license to it for the purposes of completing the grant, a Phase II grant and commercializing the technology funded by the grant. However, Newcare will not agree to a non-circumvent clause, we need the ability to grow and develop the technology independently of the inventor's career path.<br />
- Value of the technology license. The SBIR Phase I budget is extremely limited. Any licensing fees will have to come out of the salary line item. This is a good deal for the inventor (who's listed as co-PI) because it guarantees him payment regardless if he works on the program. However, if he demands cash above his 'salary' budget, we may have to cancel the program because there is no room in the budget for it.<br />
- Timing of legal fees and costs. If we do not receive this grant, this entire effort is wasted. Thus, I'm not inclined to initiate this dialogue nor accrue legal fees until we are more certain we're receiving funding from the NIH..http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-81334855566037718572009-11-10T21:39:00.001-05:002009-11-10T21:43:41.809-05:00INNOVATION IN THIS ECONOMYWhen times get tough companies of all sizes and market positions seek ways to reduce expenses and conserve resources. These cycles give rise to increased pressures on new product development (NPD) managers and executives. While companies often respond with drastic measures, including freezing all new product development, NPD professionals are expected to concurrently generate top-line revenue while reducing costs. <br />
<br />
Newlogic has helped guide clients through financial downturns, and subsequent recoveries. As a result, Newlogic has devised <a href="http://newlogicusa.com/whitepapers.html">Innovation Survival Tools</a> to effectively manage innovation during an economic down cycle..http://www.blogger.com/profile/02374434309629767088noreply@blogger.com1tag:blogger.com,1999:blog-15621419.post-73807787922273619272009-11-07T13:00:00.001-05:002009-11-07T13:04:15.704-05:00Portfolio Optimization and Project Selection<span style="font-family:verdana;">With the economy improving, R&D organizations are coming back under the microscope to drive revenue growth. After an extended time of under-investment, many R&D groups have a backlog of work and are asking themselves “What should we do right now?”</span><br /><br /><span style="font-family:verdana;">The majority of R&D organizations we analyzed had not made project selection decisions that captured the greatest financial and strategic value. An optimized portfolio provides three key benefits: 1) Increases the value of R&D’s contribution, both work-in-process and revenues, 2) Supports investment in projects with strategic and/or long-term value, and 3) Increases R&D output through more efficient resource allocation.</span>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-41833632896021439662009-06-25T08:38:00.002-05:002009-06-25T08:40:28.816-05:00New Frontiers in Healthcare TechnologyThe NIH is sponsoring an insightful conference on the future of telemedicine. Videocast is available <a href="http://videocast.nih.gov/">here</a>..http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-75711853767325646572009-03-09T21:00:00.000-05:002009-03-09T21:01:49.172-05:00Growing brand energy in the downturnTo flourish in this downturn, challenge the conventional wisdom that only cost-reducing wins. "Recessions provide fertile ground for launching new businesses, developing disruptive new products and strengthening customer loyalty." These are the words of marketing expert Andrew Razeghi from Northwestern University. Here are a few tips he offers based on the many examples of successful companies that prospered during recessionary times:<br />• While managing cash is important, don't put the brakes on. Continue to invest in R&D and marketing. "Listen to the market, invest in products for the long term, and keep in front of the customer."<br />• In a recession, the worst thing you can do is to go dark. In a recession "fear creates focus." "Customers wonder how you're doing. Now is the time to increase communication and restore confidence not only in the products you're selling, but also in the company behind those products."<br />• Marketers need to play to their strengths, and rethink how to turn those strengths into new opportunities. As marketers continue to clamor for attention, sensory branding will grow increasingly relevant to help cut through the clutter.<br />As he points out, many high-profile name brands were born in the midst of the Great Depression..http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-82756057345438962242009-03-06T11:53:00.012-05:002009-03-09T21:06:16.451-05:00Innovation Survival Tools: Five Things About a Down EconomyWhen times get tough companies of all sizes and market positions seek ways to reduce expenses and conserve resources. These cycles give rise to increased pressures on new product development managers and executives. Newlogic has helped guide clients through the last two financial downturns, and the subsequent recoveries. As a result, Newlogic has devised five Innovation Survival Tools to effectively manage innovation during an economic down cycle.<div><div><div><br /></div><div>Download our white paper at: <a href="http://www.newlogicusa.com/news.html">www.newlogicusa.com/news</a></div><div><br /></div></div></div>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-58836950159125543812009-02-20T09:52:00.001-05:002009-02-20T09:57:45.372-05:00Fast Company's 50Even in these tough times, surprising and extraordinary efforts are under way in businesses across the globe. From politics to technology, energy, and transportation; from marketing to retail, health care, and design, Fast Company has identified their 50 top companies that illustrate the power and potential of innovative ideas and creative execution. These are the kinds of enterprises that will redefine our future and point the way to a better tomorrow.<br /><br /><a href="http://www.fastcompany.com/fast50_09">[ Fast Company's 50 Most Innovative Companies ]</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-36109497090594933332009-02-20T09:50:00.001-05:002009-02-20T09:51:52.482-05:00Bright Ideas for Dark TimesThe Guardian explains why NOW is the time for creative thinking and innovation. <br /><br /><a href="http://www.guardian.co.uk/inspire-innovate">[Read more at the Guardian]</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-12625061935479662102008-06-10T10:54:00.003-05:002008-06-10T11:03:31.534-05:00BREAKTHROUGH DESIGN INNOVATION<object width="425" height="344"><param name="movie" value="http://www.youtube.com/v/kTYiEkQYhWY&hl=en"></param><param name="wmode" value="transparent"></param><embed src="http://www.youtube.com/v/kTYiEkQYhWY&hl=en" type="application/x-shockwave-flash" wmode="transparent" width="425" height="344"></embed></object><br /><br />The BMW GINA Light Visionary Model is an design study that shows BMW designers' innovative design thinking. Featuring an outer skin made entirely out of textile fabric that's pulled taut around a frame of metal and carbon fiber wires, the car's shape can change, controlled by electro-hydraulic devices. For instance, the headlights of the concept can be exposed or hidden by the car's skin just like blinking eyes, and the hood opens from the center as the fabric parts to expose the engine. This idea extends to the interior, where BMW designers have made visible only those instruments that are required at a certain time, while the rest of the time the same fabric interior "blinks" them out of view..http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-88794290546331502422008-05-09T13:26:00.004-05:002009-02-20T09:52:45.804-05:00e-HealthTech Resource<a href="http://e-healthtech.org">e-HealthTech.org</a> is a comprehensive resource for professionals developing new electronic health systems. Founded by a group of entrepreneurs working to improve user access to EPRs via patient initiated healthcare, e-HealthTech.org brings a unique, user-centric, point of view to the need to healthcare facilities..http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-71173707427785166192008-05-09T10:50:00.002-05:002008-05-09T11:17:37.304-05:00ON-SHORING INNOVATIONAccording to a new study published by the <a href="www.nationalacademies.org/">National Academies</a>, a Washington organization that advises the U.S. government on science and technology policy, America continues to be the world leader in creating new products and services has remained remarkably resilient over the past decade—even as more research and development by U.S. companies is done offshore.<br /><br />And while the report makes a compelling cases that U.S. companies are succeeding, it does not address the issue of U.S. innovation's benefit (if any) to the U.S. worker.<br /><br />Still, given all the debate over offshoring, the report's central findings are interesting. The authors marshal a wealth of evidence to show that, thanks to innovation, globalization hasn't eroded U.S. leadership even in some industries where there has been a substantial offshore shift in engineering and design.<br /><br />There are cases where the U.S. can lose a commanding lead when domestic manufacturing disappears—namely in flat-panel displays and lighting. Macher also concedes "there are problems on the horizon" regarding America's future competitiveness. Other nations are starting to mimic many of the strategies that give the U.S. an innovation edge.."<br /><br />via <a href="http://www.businessweek.com/innovate/content/may2008/id2008057_518979.htm?chan=innovation_innovation+%2B+design_top+stories">BusinessWeek</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-65053755074214886822008-05-09T10:43:00.002-05:002008-05-09T10:49:59.815-05:00INNOVATION COMPETITIONA Massachusetts startup recently raised $6.5 million to build a global innovation outsourcing company based on the x-prize model. <a href="http://www.innocentive.com/">Innocentive</a> postes product development challenges on the Web and invites people around the world to submit competing solutions, with a substantial monetary prize as the reward for the winner. <br /><br />InnoCentive was set up by Eli Lilly in 2001 as an experimental way to farm out some of the giant drugmaker’s biggest product development challenges. Two years ago, Lilly spun out the company as an independent venture, and it has since diversified beyond the life sciences to a range of disciplines, such as computer science and cleantech.<br /><br />It works like this: Companies work with InnoCentive to craft their challenge and pick a dollar amount for the award. InnoCentive then alerts its network of solvers, and those who choose to engage in a particular challenge are given access to online project rooms containing proprietary details about the seeker’s project. At the end of the challenge period, the seeker evaluates the solutions and chooses one as the winner; InnoCentive then helps transfer the rights to the solution from the solver to the seeker’s organization. People who submit solutions can win awards that range from $10,000 to $1 million.<br /><br />It isn’t “crowdsourcing” in the typical Web 2.0 sense of throwing open a problem and soliciting thoughts and contributions from thousands of random Internet surfers. It would be more accurate to describe InnoCentive’s platform as a mechanism for soliciting RFPs (requests for proposals) from a much broader cross-section of experts than any company could reach through the traditional business consulting process. Companies like Procter & Gamble use Innocentive’s system to find new product ideas faster than they might on their own, and the model has even inspired imitators such as Ohio-based <a href="http://www.planeteureka.com/">Planet Eureka</a>, which launched last month.<br /><br />via <a href="http://www.xconomy.com">xconomy</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-67590541975769367592008-05-07T10:05:00.002-05:002008-05-07T10:20:18.839-05:00CONCURRENT INNOVATION: WHO SAYS BIG IDEAS ARE RARE<span style="display: block;" id="formatbar_Buttons"><span class="on down" style="display: block;" id="formatbar_CreateLink" title="Link" onmouseover="ButtonHoverOn(this);" onmouseout="ButtonHoverOff(this);" onmouseup="" onmousedown="CheckFormatting(event);FormatbarButton('richeditorframe', this, 8);ButtonMouseDown(this);"></span></span>Malcom Gladwell's (one of the WSJ's to 20 management gurus) essay on innovation featuring Nathan Myhrvold's Innovation Ventures, Alexander Graham Bell and Dinosaurs!<br />Read it <a href="http://www.newyorker.com/reporting/2008/05/12/080512fa_fact_gladwell/">here</a>.<br /><br />via <a href="http://www.newyorker.com/reporting/2008/05/12/080512fa_fact_gladwell/">The New Yorker</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-77273870433847088522008-05-06T15:08:00.002-05:002008-05-06T15:14:19.317-05:00WJS'S NEW LIST OF BUSINESS GURUS (IT'S NOT WHO YOU THINK IT WOULD BE)<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://s.wsj.net/public/resources/images/MK-AP423_GURU_20080504222035.gif"><img style="margin: 0px auto 10px; display: block; text-align: center; cursor: pointer; width: 320px;" src="http://s.wsj.net/public/resources/images/MK-AP423_GURU_20080504222035.gif" alt="" border="0" /></a><br />From the Wall Street Journal comes this year's crop of business gurus. The results, based on Google hits, media mentions and academic citations, ranks author and consultant Gary Hamel No. 1. However, included at the top of the list are psychologists, journalists and celebrity chief executives. <br /><br />via <a href="http://online.wsj.com/article/SB120994594229666315.html">The Wall Street Journal</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-6950214012498471992008-05-06T14:55:00.002-05:002008-05-06T15:05:05.844-05:00TOO BIG TO GROW?According to <a href="http://stallpoints.executiveboard.com/">Stall Points</a>, research conducted by the <a href="http://www.executiveboard.com/">Corporate Executive Board</a> (see <a href="http://harvardbusinessonline.hbsp.harvard.edu/flatmm/hbrextras/200803/stallpoints/index.html">Harvard Business Review Magazine Article</a>), that shows that almost all companies hit a point where historical growth rates decelerate. Once the corporate growth engine stalls, it is very hard to restart.<br /><br />The study involved close to 500 companies that have appeared on the Fortune 100 or international equivalents over the past 50 years. Close to 90 percent of those companies experienced a stall, or “secular reversals in company growth fortunes.” Only 50 percent of companies that stalled were able to grow even moderately over the next decade.<br /><br />There are many reasons why growth becomes increasingly difficult as a company grows. One challenge is that the hurdle for new initiatives becomes so high that many potential game-changing initiatives never see the light of day. To quote one fortune 100 executive from the article: “A billion is nice, but at our size we really need to set the target at $10 billion.”<br /><br />The problem is there aren’t very many $10 billion businesses sitting around. Worse, a $10 billion business doesn’t always look like a $10 billion business in its early days. The only reliable way to create that top-line growth of that magnitude is through relatively large acquisitions, which tend to be at best value neutral.<br /><br />So what’s a giant to do? One key to success is keeping individual units responsible for growth small enough so they can prioritize opportunities that start relatively modestly. For a long time Hewlett-Packard had a practice of splitting up any division that reached a certain size to minimize bureaucracy and leave the smaller unit free to prioritize relatively small opportunities.<br /><br />Another key is to set reasonable screens for new growth opportunities. By all means make sure there is a story for why a given opportunity could be a blockbuster success. But leave room for exploration, iteration, and small starts, or it will just be a matter of time before you hit your own stall point.<br /><br />via <a href="http://discussionleader.hbsp.com/anthony/2008/05/too_big_to_grow.html">Scott Anthony at HBS</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-27193053413053825042008-05-06T09:12:00.003-05:002008-05-06T09:28:58.754-05:00MORE UNCERTAINTY AT THE PATENT OFFICEA problem in the way patent judges are appointed at least arguably invalidates every decision of the patent court, as decided by a panel that included at least one judge appointed after March 2000.<br /><br />At issue is a 1999 law that changed the way patent office judges are appointed, substituting the director of the Patent and Trademark Office for the Secretary of Commerce. The problem is patent office judges are, by definition, "inferior officers", and the constitution states inferior officers must be appointed by a head of a department (Secretary of Commerce), not a head of an office (such as the Patent Office).<br /><br />The impact of this problem, identified by John F. Duffy, at the George Washington University Law School, could be cataclysmic for the patent world, casting “a cloud over many thousands of board decisions” and “unsettling the expectations of patent holders and licensees across the nation.”<br /><br />The Supreme Court will soon decide whether to take up the question, in the case involving Translogic, one with $86 million at stake.<br /><br />via <a href="http://www.nytimes.com/2008/05/06/washington/06bar.html?ex=1367726400&en=09f71c2ab87dc6a5&ei=5124&partner=permalink&exprod=permalink">NYT</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-65844278635563100002008-05-05T14:01:00.002-05:002008-05-05T14:09:51.720-05:00MORE SUPPORT FOR FOCUSING ON SERVICE INNOVATIONThe nation’s service industries suffered a slowdown in activity in April as inflation put a squeeze on businesses already pressured by falling demand, according to a private survey released Monday by the <a href="http://www.ism.ws">Institute for Supply Management</a>. <span style="font-weight: bold;">But service companies also appeared to add jobs....</span>(via the <a href="http://www.nytimes.com/2008/05/05/business/05econ-web.html?ex=1367726400&en=7cc2223dd14bf682&ei=5124&partner=permalink&exprod=permalink">NYT</a>)<br /><br />We sum up the attraction of new services with this often used chart:<br /><br /><span style="font-weight: bold;">Product-only businesses face new challenges:</span><br /><ul><li>Increasing global competition</li><li>Mounting product price pressure</li><li>Decreasing product margins</li></ul><span style="font-weight: bold;">Service Innovation</span><br /><ul><li>Meet wider set of related customer needs</li><li>Create new sources of competitive differentiation</li><li>Diversify revenue stream</li><li>Higher margins</li><li>Longer contracts</li><li>Higher barrier to competition</li><li>Internet - key distribution channel</li></ul><span style="font-weight: bold;"></span>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-58921965835293411622008-05-02T08:47:00.002-05:002008-05-02T08:59:10.243-05:00Communication is KeyHidden within today's NYT article on the ongoing resuscitation of Kodak (<a href="http://www.nytimes.com/2008/05/02/technology/02kodak.html?ex=1367467200&en=d2607cb12678b45b&ei=5124&partner=permalink&exprod=permalink">here</a>) is a lesson about how corporate structure can support innovation:<br /><blockquote>[In the new Kodak] researchers who rarely interacted are now expected to collaborate....“This used to be a closed society, where some researchers kept their records in locked safes...”<br />Researchers...must now work with the business managers...Today, everyone involved in creating, selling and servicing ... is grouped together...<br />“Finally, we have a structure that promotes commercialization of research.”...</blockquote>Too often corporations create structures where there is little interaction between R&D and marketing functions. Organizations such as HP, CERN, and 3M have institutionalized this cross-functional collaboration, enabling nascent ideas to benefit from business-unit guidance, with the goal of innovation commercialization.<br /><p></p>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-34142892955302393072008-04-29T10:32:00.003-05:002008-04-29T10:49:34.278-05:00SPENDING MORE ON R&D IS NOT THE ANSWER, SPENDING RIGHT ISWrigley's acquisition by Mars demonstrates, again, that simply spending more on R&D is not the answer when a company needs innovative products.<br /><blockquote>He (Bill Wrigley CEO) hired scores of food scientists, chemists, and engineers for an innovation center he opened in 2005 on a 7.6-acre Chicago site that he hoped would yield the next greatest thing since chewing gum...Bill Wrigley tried to do big things but never had a breakthrough.</blockquote><br />There is a link between innovation and corporate longevity (demonstrated too clearly by the story of Wrigley). Both innovation and corporate longevity require long term commitment to continuous learning outside of the corporate parent.<br />Innovation and corporate longevity are bottom up initiatives that strive to keep the individual highly engaged with the world outside the business; with customers, with new markets and nascent ideas.<br />When the people who work at any company (Wrigely, Polaroid, EMI Records, etc.) are complacent and concerned about maintaining the status quo, investing in a new R&D facility will not be a panacea..http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-15476159171412841062008-04-26T19:13:00.003-05:002008-04-26T19:29:23.308-05:00IS YOUR COMPANY INNOVATION TOLERANT<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhVthOSuVnDu0arvPW1X3uq40Z4hiIBw2fuSimv1s7ahDgNs6HZXcj0-Ye3ZPt7hcxf8ayLZtU1DUVYfj44CRP8hqOAR2KlrVRb9F6tWPeSPXHa93dmdlMaifU5i2E-S2Tzx51p/s1600-h/bizarro-thinking-outside-the-box.1.jpg"><img style="display:block; margin:0px auto 10px; text-align:center;cursor:pointer; cursor:hand;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhVthOSuVnDu0arvPW1X3uq40Z4hiIBw2fuSimv1s7ahDgNs6HZXcj0-Ye3ZPt7hcxf8ayLZtU1DUVYfj44CRP8hqOAR2KlrVRb9F6tWPeSPXHa93dmdlMaifU5i2E-S2Tzx51p/s400/bizarro-thinking-outside-the-box.1.jpg" border="0" alt=""id="BLOGGER_PHOTO_ID_5193715565528643186" /></a><br /><div style="text-align: center;"><a href="http://www.bizarro.com/">Thanks Bizarro!</a><br /></div>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-10815308163687670782008-04-26T08:50:00.003-05:002008-04-26T08:58:21.316-05:00OUR DEFINITION FOR INNOVATIONInnovation: A creation whos express purpose; improving business performance, is dependent upon first-mover advantages - patentability is not a requirement..http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-7068280771708906232008-04-24T18:53:00.002-05:002008-04-29T09:12:25.987-05:00EVENT: BERN UNIVERSITYToday, Marc is talking about <a href="http://www.newlogicusa.com/">Innovation on Demand</a> in conjunction with Babson College to students from Bern University's executive MBA program. Key discussion points for this international group will focus how corporate culture can enable innovation.<br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://i14.photobucket.com/albums/a345/accdmba/Blog%20Images/innovation-on-demand.jpg"><img style="display:block; margin:0px auto 10px; text-align:center;cursor:pointer; cursor:hand;width: 320px;" src="http://i14.photobucket.com/albums/a345/accdmba/Blog%20Images/innovation-on-demand.jpg" border="0" alt="" /></a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-13673530332817523652008-04-10T09:37:00.002-05:002008-04-10T09:48:40.512-05:00Crowd Sourcing The Right Answers<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://graphics8.nytimes.com/images/2008/04/09/technology/09chips.1901.jpg"><img style="margin: 0px auto 10px; display: block; text-align: center; cursor: pointer; width: 120px;" src="http://graphics8.nytimes.com/images/2008/04/09/technology/09chips.1901.jpg" alt="" border="0" /></a>Prediction markets, online virtual wagering communities are being utilized to analyze idea pipelines inside majore companies such as the InterContinental Hotels Group, General Electric and Hewlett-Packard. The promise of prediction markets is that the collective wisdom of a company's workforce will improve forecasting, reduce risk and accelerate innovation.<br /><br />Like blogs and wikis, prediction markets can spur communication and collaboration within a company. Yet they add rigorous measurement to business forecasts, like estimating the sales of a new product or the chances that a project will be finished on time.<br /><br />Corporate prediction markets work like this: Employees, and potentially outsiders, make their wagers over the Internet using virtual currency, betting anonymously. They bet on what they think will actually happen, not what they hope will happen or what the boss wants. The payoff for the most accurate players is typically a modest prize, cash or an iPod.<br /><br />The early results are encouraging. “The potential is that prediction markets may be the thing that enables a big company to act more like a small, nimble company again,”<br /><br />Via <a href="http://www.nytimes.com/indexes/2008/04/09/technology/techspecial/index.html">NYT</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0tag:blogger.com,1999:blog-15621419.post-16567242061097734902008-03-29T21:31:00.002-05:002008-03-29T21:38:22.768-05:00Thinking Outside the Company’s Box<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://graphics8.nytimes.com/images/2008/03/30/business/20ping.xlarge1.jpg"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 120px;" src="http://graphics8.nytimes.com/images/2008/03/30/business/20ping.xlarge1.jpg" alt="" border="0" /></a>One of the oldest barriers to innovation is “Not Invented Here,” a persistent bias of even the most creative people toward their own creations and against those of people who work for other companies. And the problem of N.I.H. isn’t limited to business; it can also infect the military and government research agencies.<br /><br />To help counteract N.I.H., large corporations are increasingly promoting technology alliances with rivals, as well as the concept of “open innovation,” to draw on a wider circle of big brains — not on their payroll — to work on core technical problems. These efforts arise from the recognition that no single innovator or team, no matter how loyal to an employer or successful in the market, has a monopoly on wisdom.<br /><br />Newlogic has always supported this growing trend, helping clients realize that access to an idea is more important than ownership. It is part of our market focus, creating success criteria based on external, customer-centric, metrics. Customers don't care how many patents a company has, they care about how well the product they're considering to purchase.<br /><br />via: <a href="http://www.nytimes.com/2008/03/30/business/30ping.html">NYT</a>.http://www.blogger.com/profile/02374434309629767088noreply@blogger.com0