- 20 years of hands-on management of large engineering, manufacturing, and procurement organizations focusing on product/service development, especially in areas of collaborative design, metrics, supply chain management, and business strategy implementation
- Clients include Fortune 500 companies, major universities (Stanford, MIT, Carnegie-Mellon University), and government agencies in product development, supply chain management, and rapidly implementing enterprise-wide change
- All 7 Best Practices
- Pre-Call Discovery Process
- One-on-One Call with Expert
- Session Summary Report
- Post-Session Engagement
Risks & Opportunities
If innovation metrics are done poorly a company’s risks include:
- Metrics that are misaligned with the work of developing innovative products – they do not help teams do their jobs better.
- Onerous checklists with too many metrics that create another job for team members who are already too busy.
- Poor metrics that cause push-back from creative people who often believe that creativity cannot be measured.
- A history of metrics done poorly that impedes gaining buy-in for the crucial few metrics that do make a difference.
If innovation metrics are done well a company’s opportunities include:
- Better project portfolio decision-making.
- Better investments in R&D that yield higher-reward products.
- Improved lines-of-sight to customer needs and priorities.
- Improved product development project execution – good metrics allow a good management team to become a great one.