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| New
Product Development Platform and Portfolio
Management |
Leveraging
Technology Platforms, Optimizing the NPD Portfolio Mix,
Decision- Making, Support Tools and Specific Practices
Organizations seek competitive gains from speeding new
products to market. To achieve faster time to market,
management most often focuses its attention on workflow
within the stage-gate process. Yet the biggest impacts
on both speed and competitive gain often arise from the
very nature and characteristics of all of the projects
underway. Proactively leveraging technology and asset
platforms, while astutely managing the portfolio mix of
projects in development, are the two most important keys
to influencing project characteristics and overall NPD
performance.
The purpose of our Management Team Summit is to bring
together executives and top managers to share experiences,
challenges and learnings specific to product development
Platform and Portfolio Management. Participants will focus
on the how's and why's of Platform and Portfolio Management
in the context of real organizational and business settings.
This is a high-powered, peer-to-peer exchange of insights
and knowledge, facilitated by Paul O’Connor, Managing
Director of the Adept Group and expert in the field of
NPD Platform and Portfolio Management.
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| Participants will share and
explore Platform and Portfolio Management, with
emphasis on such topics as: |
- Optimizing the portfolio
mix of new platforms, platform extensions and
product enhancements
- oupling technology
platform strategies to market segmentation strategies
- De-constructing default
Platform and Portfolio Management practices
- Identifying and understanding
complex platforms and technology building blocks
- Linking Platform and
Portfolio Management to the Stage-Gate process,
business strategy and product line planning
- Concurrent optimization
of NPD pipeline resource and NPD portfolio mix
- Leveraging multi-platform
product and service offerings
- Measuring the development
efficacy of platforms
- Measuring the lifecycle
of technology and service platforms
- Organizational structure
impacts on NPD platforms and portfolios
- Platform and Portfolio
Management decision-making activities, methods,
optimization tools and applications, processes
and software support systems
- Establishing and using
Platform and Portfolio Management metrics
- Designing and deploying
Platform and Portfolio Management process
- Proactively planning
and leveraging technology or product platforms
- Screening projects,
rationalizing a product line and assessing the
portfolio mix
- Structuring roles and
responsibilities in Platform and Portfolio Management
- Using and benefiting
from Product Innovation Charters
- Mapping technology
platforms against market maps
- Investment and option
strategies for platform (asset) leverage
- Specific examples,
issues and concerns by forum participants
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| SUMMIT PARTICIPANTS
WILL: |
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- Examine and explore both the implicit
and explicit assumptions in each organization's
Platform and Portfolio Management activities...
the how’s, what’s and why’s
- Share each organization's logic and
"mental models" of how the design,
deployment and improvement of Platform
and Portfolio Management processes and
methods should and/or are proceeding.
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Five to seven companies join
each Summit. All are major firms and none is competitive
with any other. Up to five individuals from each firm
may attend. At least two individuals must attend from
each company to assure the dynamic of the Summit. The
exact date and location is negotiated among participating
companies to assure that key individuals can and do attend.
Each firm first completes a comprehensive questionnaire
on Platform and Portfolio Management processes, practices
and methods. The questions seek and probe key issues and
opportunities related to Platform and Portfolio Management
approaches. Prior to the Summit, Adept compiles the responses
into a report that is sent to the participating firms.
After the participants review the compiled report, Adept
collects and compiles additional questions from each organization,
and returns the compiled questions to the participants.
This iterative surveying enables all participants (1)
to assess the level of knowledge being sought during the
ensuing forum; and (2) to spot key issues and opportunities
for which resolution or insight is desired... prior to
meeting.
At the Summit, each company will present explanations
of key activities that they undertake in NPD Platform
and Portfolio Management. Questions and in-depth dialogue
ensue. Adept’s knowledgeable Adept facilitators,
lead by Paul O’Connor, expertly guide the participants
on key issues and collect all shared insights for latter
reporting. Separate facilitated breakout groups of participants
from each company explore different critical concerns
identified by the whole group.
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Deliverables
and Costs
A confidential report of all company presentations, shared
insights and annotated dialogue is submitted to participants
approximately two weeks following the Summit. Each firm
covers its own expenses and pays a single fee for participation.
Post-Summit summary presentations by The Adept Group to
individual management teams are available upon request.
The Summit is unique in its focus and deliverables. It
differs from the International Benchmarking Clearinghouse's
(IBC) and from the PDMA's Frontier Dialogue in several
ways, as shown in the table below.
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Main Focus
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Approximate
# of Companies |
Approximate
# of People |
NPD Process
Experience |
Level of Dialogue
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Deliverables |
International Benchmarking
Clearinghouse |
Overall Best Practices |
25 |
60 to 90 |
None to Moderate |
Low |
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| PDMA Frontier Dialogue
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Specific Issues (e.g.,
Teamwork) |
50 |
55-70 |
Mixed |
Mixed |
None |
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ADEPT GROUP Summits |
Specific
to Platform and Portfolio Management Implementation
Execution and Improvement (getting it done)
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5
to 7 |
18-24
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Matched
to Participating companies |
In-depth
& Personal |
Compiled
Report on Practices and Dialogue |
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to NPD Services |
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