http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
new product development essentials from the PDMA
"A clear, practical guide to implementing Open Innovation for new product developmentOpen Innovation: New Product Development Essentials from the PDMA is a comprehensive guide to the theory and practice of the Open Innovation method. Written by experts from the Product Development and Management Association, the book packages a collection of Open Innovation tools in a digestible and actionable format. Real-world case studies drawn from the authors' own successes and failures illustrate the concepts presented, providing accurate representation of the opportunities and challenges of Open Innovation implementation. Key tools are presented with a focus on immediate applications for business, allowing NPD professionals to easily discern where this cutting edge development method can push innovation forward. Open Innovation assumes that companies can and should use both internal and external ideas and paths to market, permeating the boundaries between firm and environment. Innovations transfer outward and inward through purchase, licensing, joint ventures, and spin-offs, allowing companies to expand beyond their own research and dramatically improve productivity through collaboration. PDMA Essentials provides practical guidance on exploiting the Open Innovation model to these ends, with clear guidance on all aspects of the new product development process. Topics include: Product platforming and idea competitions Customer immersion and interaction Collaborative product design and development Innovation networks, rewards, and incentives Many practitioners charged with innovation have only a vague understanding of the specific tools available for Open Innovation, and how they might be applied. As the marketplace shifts dramatically to keep pace with changing consumer behaviors, remaining relevant increasingly means ramping up innovation processes. PDMA Essentials provides the tools NPD practitioners need to implement a leading innovation method, and drive continued growth"--
"The goal of this book is to gather a collection of Open Innovation tools and package them in a way that is digestible and actionable by thoughtful practitioners"--
Part 1. Open Innovation in the Fuzzy Front End -- Part 2. Open Innovationin the Development Stage -- Part 3. Open Innovation with Universities -- Part 4. Open Innovation for Really Big Initiatives -- Part 5. Best Practices and Advice for Open Innovation --
Introduction: The Journey into Open Innovation -- Why Open Innovation? -- Perspectives on Open Innovation -- Essential Tools for Open Innovation -- About the Editors -- Endnotes -- -- Part 1. Open Innovation in the Fuzzy Front End -- -- 1. De-bottlenecking Open Innovation: Turning Patent-Based Technology Network Analysis into Value -- 1.1. Methods of Patent Analysis and Data Mining -- Patents as a Lead Indicator of Innovation -- Network Analysis Tools and Relevant Features -- Applications of Patent Analysis -- 1.2. Patent Analytics for Identifying Open Innovation Partners -- Technological Competence Mapping and Gap Analysis -- Geographic Proximity Analysis -- Understanding Cooperation Networks through Co-Inventor Analysis -- 1.3. Nanotechnology Case Study -- 1.4. Conclusion -- References -- About the Contributors -- -- 2. Open Foresight Workshops for Opportunity Identification -- 2.1. Corporate Foresight Workshops and Processes -- 2.2. Opening Up the Foresight Process -- 2.3. Stages of Opening Up the Foresight Process -- Family: Integrating (Selected) Internal Experts (Stage I) -- Friends -- Strangers: Integrating Unknown External Sources (Stage IV) -- 2.4. Pitfalls to Avoid -- Assuming Participants Are Naturally Motivated to Contribute -- Emphasizing the First and Overlooking the Next Steps -- 2.5. Keys to Success -- Pre-foresight -- Recruitment -- Generation -- Integration -- 2.6. Conclusion -- References -- About the Contributors -- -- Part 2. Open Innovationin the Development Stage -- -- 3. Keeping Up with the Virtual Voice of the Customer-Social Media Applications in Product Innovation -- 3.1. Introduction -- 3.2. The Voice of the Virtual Customer -- 3.3. The Social Media Phenomenon -- Relevance and Definition of Social Media -- Forms of Social Media -- 3.4. Social Media in New Product Development -- General Overview -- Level 1: Listening to Customers -- Level 2: Dialogue with Customers -- Level 3: Integration of Customers -- Benefits and Risks -- 3.5. Success Factors -- Internal Success Factors -- External Success Factors -- 3.6. Conclusion -- References -- About the Contributors -- Acknowledgments --
4. Prediction, Preference, and Idea Markets: How Corporations Can Use the Wisdom of Their Employees -- 4.1. Introduction -- 4.2. Virtual Stock Markets in Corporations: Prediction, Preference, and Idea Markets -- Conceptual Model of a Virtual Stock Market -- Accuracy -- Accessible Information -- Truth-Seeking Trading Behavior -- Domain Knowledge -- Trading Experience -- Number of Participants -- Participation Incentives -- Idea Entry Restriction -- Pricing Algorithm -- 4.3. How Well Do Prediction, Preference, and Idea Markets Work in Corporations? -- Prediction Markets -- Preference Markets -- Idea Markets -- 4.4. Implementing a Stock Market in Corporations -- Prediction Markets -- Preference Markets -- Idea Markets -- 4.5. Choosing a Virtual Stock Market Software Platform -- 4.6. Conclusions -- References -- About the Contributor -- -- 5. Catalyzing Tacit Knowledge Exchange with Visual Thinking Techniques to Achieve Productive Open Innovation Collaborations -- 5.1. Introduction -- 5.2. Visual Thinking Introduction -- Visual Thinking: An Overview -- Two Branches of Visual Thinking -- Visual Thinking: Background -- How Visual Thinking Is Different -- Benefits of Visual Thinking -- 5.3. Visual Thinking and Open Innovation Endeavors -- Open Innovation and NPD -- Joint Innovation Success and Tacit Knowledge Exchange -- How Visual Thinking Supports Productive Collaboration -- Advantageously Directing VT to Drive Innovation -- 5.4. Understanding the Tacit Knowledge Exchange Challenges -- Overview of TKE Challenges (Figure 5.4) -- Tacit Knowledge Exchange Challenges: Causes and Insights -- TKE Challenge 1: Transforming Individual Expertise to Collective Understanding -- TKE Challenge 2: Generating Trust -- 5.5. Using Visual Thinking in OI Teams -- Graphic Group Processes -- Graphic Group Processes in Practice -- Knowledge Modeling -- Knowledge Modeling: In Practice -- Graphic Group Processes versus Knowledge Modeling: A Comparison -- 5.6. Conclusions -- Resources -- References -- About the Contributors --
6. User Collaboration Through Private Online Communities -- 6.1. Introduction -- 6.2. From Crowd-Everything to Co-Everything -- 6.3. Crowdsourcing, Co-creation, and Structural Collaboration -- 6.4. Private Online Communities -- Uncover New Insights -- Generate and Craft Ideas and Concepts -- Prototype and Prelaunch the Proposition -- Impact -- 6.5. How to Get Started with Private Online Communities -- Step 1: Define Your Objectives -- Step 2: Select the Right Technology -- Step 3: Recruit the Right Participants -- Step 4: Engage Your Participants -- Step 5: Set Up Your Interaction Guide -- Step 6: Manage the Interaction -- Step 7: Analyze the Results -- 6.6. Conclusion -- References -- About the Contributors -- -- Part 3. Open Innovation with Universities -- -- 7. Collaborative Innovation Across Industry-Academy and Functional Boundaries: How Companies Innovate with Interdisciplinary Faculty and Student Teams -- 7.1. Introduction -- What Is the Interdisciplinary Product Development Model? A Brief Overview -- 7.2. The IPD Model: Resolving Major Open Innovation Challenges -- Overcoming Challenge 1: How IPD Creates Functional Integration and Stability in Open Innovation Teams -- Overcoming Challenge 2: Ensuring Complete Problem Domain Definition and Exploration -- Overcoming Challenge 3: Integrating Actionable Outcomes into the Partnering Company -- 7.3. Concept Prototypes: Virtual and Physical -- Concept Prototype Example: Multigenerational Kitchen Space -- Concept Prototype Example: Portable Hydration Space -- 7.4. Conclusion -- References -- Appendix A -- Appendix B -- Appendix C -- Appendix D -- Appendix E -- About the Contributors -- -- 8. Open Innovation: A Framework for Collaborative Product Development between Industry and Universities -- 8.1. Introduction -- 8.2. Open Innovation Program -- Structure of the Collaborative Partnership -- 8.3. A Framework for Open Innovation between University and Industry -- Selecting the Project -- Initiating the Project with the University -- Working with the University -- 8.4. An Example of an Open Innovation Project -- Design of a Lighting System for Hi-Tech Underground Pipe Profilers -- 8.5. What Industry Partners Can Expect from Open Innovation Projects -- 8.6. Challenges in University-Industry Collaborations -- 8.7. Company Feedback from Industry Partners -- 8.8. Keys to Success -- 8.9. Pitfalls to Avoid -- 8.10. Benefits of the Open Innovation Program -- 8.11. Conclusions -- References -- About the Contributor -- Appendix A -- Appendix B -- Appendix C -- Appendix D -- -- Part 4. Open Innovation for Really Big Initiatives --
9. Open Innovation as a Discovery Solution for Confronting the Extraordinary Challenge -- 9.1. Surfing on Innovation Impact Waves: The Source of the Really Big Problem -- 9.2. Process, Purpose, and Payoff -- Stage 1: Identifying the Need and a Motivated Champion in Medical Waste -- Stage 2: Diagnosis of the Problem and Design of a Process for an Orphaned Pharmaceutical-ReVia® -- Stage 3: Building a Collaboration to Help Understand the Kitchen of the Future -- Stage 4: Chartering a Bridge to "Coopertition" Between Finance Giants -- Stage 5: Shared Discovery as a Tool to Forecast and Encourage Technology Development-Moldless Forming -- Stage 6: Collaborative and Independent Action in Diabetes Care-Project IMPACT -- 9.3. Conclusion -- Considerations -- References -- About the Contributor -- -- Part 5. Best Practices and Advice for Open Innovation -- -- 10. How to Work With Small Companies to Expand Your Open Innovation Capabilities -- 10.1. Introduction -- 10.2. Definitions -- 10.3. Background of Open Innovation -- 10.4. Two Paths: The Intraprenurial Organization versus the Outsourced Organization -- Small Companies Are Agile in Adapting to Changes in the Environment -- Small Companies Are Quick at Decision Making -- Small Companies Have a "Do or Die" Mentality -- Small Companies Often Are More Able to Retain Their Human Capital -- What Can a Large Company Learn from a Small Company? -- 10.5. How to Build Entrepreneurship within a Large Corporation -- What to Look for in Your OI Partner -- 10.6. Why Working With Small Companies Is Important -- Best Practices When Working With a Small Company -- 10.7. Conclusion -- Takeaways -- References -- About the Contributors -- -- 11. Boosting Open Innovation by Leveraging Big Data -- 11.1. Open Innovation and Big Data -- 11.2. Big Data Applications in Today's World -- 11.3. Big Data Analytics in Action -- Big Data to Boost Open Innovation -- 11.4. Keys to Success and Pitfalls to Avoid -- 11.5. Conclusions -- References -- About the Contributors -- Acknowledgments -- -- 12. American Productivity and Quality Center Best Practices Study: Using Open Innovation to Generate Ideas -- 12.1. Open Innovation Best Practices Study -- 12.2. Open Innovation Best Practices -- 12.3. Eleven Best Open Innovation Practices -- Open Innovations Strategy -- Open Innovation Roles -- Open Innovation Processes -- Open Innovation Measurement and Improvement -- 12.4. Open Innovation Enablers -- 12.5. Conclusion.
edited by Charles Noble, Serdar S. Durmusoglu, Abbie Griffin.
Includes bibliographical references and index.