5th front end of innovation conference

5th Annual

Transforming Potential Into Reality: Where the Greatest Minds in New Product Innovation GET INSPIRED

Henry ChesbroughExecutive Director,

Center for Open Innovation University of California, Berkeley &

Best Selling Author

Dr. Peter H. DiamandisChairman, Founder, & President

X-Prize Foundation andChairman – Zero Gravity

Vijay GovindarajanProfessor of International Business

and director of Tuck’s Center forGlobal Leadership at Dartmouth

College & Best Selling Author

Michael L. TushmanProfessor of Business

AdministrationHarvard Business School

& Best Selling Author

Gary LovemanChairman, Chief Executive Officer,

& PresidentHarrah’s Entertainment Inc.

Dustan E. McCoyChairman &

Chief Executive OfficerBrunswick Corporation

Predict the Future Business Model Innovation Ambidextrous Organizations Fact-Based Decision-Making Genuine Ingenuity

Be a Part of Something Extraordinary…Meet the BusinessWeek Champions of Innovation* who will share what is TOP OF MIND for them…onthe Front End of Innovation.

BUSINESSWEEK CHAMPIONS OF INNOVATION LIVE!

Stephanie BarryDirector GlobalInnovation WD-40

Dondeena G. BradleyPh.D., Director StrategicMarketingMcNeil Nutritionals

Lara LeeVice President ofEnthusiast ServicesHarley–Davidson

Cheryl PerkinsFormer Chief InnovationOfficer Kimberly–ClarkCorporation

Carol PletcherChief InnovationOfficerCargill

Amy RadinChief Innovation OfficerCitigroup

Marissa MayerVice President,Search Products &User ExperienceGoogle

Sam LucenteVice President of DesignHewlett–Packard

The Open InnovationMethodology

Sheraton Boston Hotel • May 8–11, 2007 • Boston, MA

Growth as a ProcessDaniel HensonVice President & Chief Marketing OfficerGeneral Electric

Design ThinkingDavid SwiftPresidentWhirlpool North America

Realizing the Potential of Ideas Todd SilerAuthor of “Think Like a Genius” and creatorof Metaphorming

Leadership & CultureBrad J. RogersSenior Vice President, Innovation &Product ExcellenceBank of America

Design ThinkingCharles JonesVice President Global Consumer DesignWhirlpool North America

Discovery PortfolioEric W. MeyerDirector of Global New BusinessDevelopmentSunny Delight Beverages Company

Service InnovationMike JanniniExecutive Vice President & GeneralManager, Brand ManagementMarriott International, Inc.

Voice of the CustomerPenny McIntyreSenior Vice President of MarketingCoca–Cola

Innovation RebelsBill MalloyInternational Brand Manager,ElectronicsOakley

Partnering for InnovationBill LloydSenior Vice President & ChiefTechnical OfficerEastman Kodak Company

Innovation StrategyRob SheltonAuthor of “Making InnovationWork”

Tools & TrendsDoug BurcickiSenior Manager, Marketing &Product ManagementYazaki North America, Inc.

&

Your Product IS Your Business. MakeInnovation Work for You.Uncover How to Manage, Measure, & Profitfrom your Front End InvestmentFocus Areas Include:

✔ Business Model Innovation

✔ Design Thinking

✔ Fact–Based Decision Making

✔ Globalization of the Front End

✔ Innovating in the Digital Age

✔ Innovation Rebels: Learning

from Non–Fortune 500’s

✔ Managing the Discovery

Portfolio

✔ Open Innovation

✔ Operational Innovation

✔ Partnering for Innovation

✔ Realizing the Potential of Ideas

✔ The Front End for Services

To Register: Call (888) 670–8200 • Fax (941) 365–2507 • E–mail [email protected]

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Led by:

Bruce Nussbaum, Assistant Managing Editor – BusinessWeek Magazine’sInnovation & Design coverage

With:

(*BusinessWeek’s Inside Innovation, June 2006, “Champions of Innovation” by Michelle Conlin)

Featuring a cast of more than 90 All–Star, Keynote Level speakers ready to help you fine tune and revamp your innovation engine

To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail [email protected]

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Dear New Product and Service Leader,

To those who attend the PDMA/IIR Front End of Innovation event year after year, welcome to the best yet!

To those of you who are new to the event, we are confident you will find this event to be the most thought provoking and groundbreaking ofits kind. It is the only truly comprehensive event focused on ALL aspects of front end strategy and process.

WHY does it warrant its own event?

The Front End of Innovation (FEI), or discovery portion of the innovation process, remains to be the source for major growth in corporations.Most companies have developed very efficient development processes for bringing incremental innovations to the market. In contrast, fewcompanies have an efficient front end for developing the next generation platform products. What does a robust FEI look and feel like? Whatare the latest tools and techniques used by companies to achieve success? How do these companies achieve repeatable success in today’svirtual and global community? Learn from thought leaders and through case studies…how success is accomplished.

In addition to certain FEI core competency topics that are discussed every year, such as: Leadership & Culture, Tools & Techniques,Innovation Strategy, and Voice of the Customer…this conference will tackle head on, new HOT TOPICS, BUZZ WORDS, AND FUTURETRENDS for 2007. They include:

• Design Thinking ~ The least used and the least understood element of the Front End…and quite possibly one of THE most “missioncritical” aspects to get right.

• The Front End for Services ~ The PDMA is not just all about new product development, but new service development as well! Servicecompanies do not have the option of standing still. These breakout sessions will address ways service companies are leaving the old statusquo behind in order to innovate and truly delight customers with useful and smart services that enable a better quality of life.

• Business Model Innovation ~ This is the result of combining product innovation with operational innovation…and quite the new buzzword with senior level executives. This methodology generates superior returns in a category lifecycle.

• Operational Innovation ~ Going beyond product innovation, Operational Innovation is leveraged across all supporting business unitssuch as sales, marketing, etc. and funneled down into the supply chain, creating “the total organization” and enabling a competitiveadvantage that protects margins.

• Innovating in the Digital Age ~ Worldwide innovation networks continue to increase in size and scope as global corporations reachout to tap far-flung innovation resources and technical expertise. The growing use of virtual teams in R&D has created new opportunities foridea generation and new product development. These trends constitute what has been termed “Virtual R&D”. We will explore howorganizations are leveraging global innovation networks and virtual teams to develop new products and extend the creativity value chain.

• Realizing the Potential of Ideas ~ Discover what human potential is and how nourishing human potential can contribute toinnovation in your organization, and continuously flow with it to ensure that others do as well.

• Fact-Based Decision Making ~ Based on the latest research, this is an evidence-based approach to determine the best practices,methods and tools used that will consistently increase the value of the front end.

• Globalization of the Front End ~ We are living in a globally competitive environment. This is certainly a future trend that manycompanies have not explored due to a lack of understanding and “know how” as it relates to globalizing the Front End process. Today’s topcompanies will come face to face with this issue as their business continues to grow. We will demonstrate the link between globalization andcorporate performance, and the maximum return that can be gained.

• Innovation Rebels: Learning from Non-Fortune 500’s ~ Attractive to the BIG companies because they always ponder “Can bigcompanies be serial innovators?” & attractive to the small companies because for many of them…it is hard to scale the processes of BIGcompanies down to fit their model

• Managing the Discovery Portfolio ~ These presenters will explore how is the idea flow is managed and triaged. Knowledgemanagement and the sharing/archiving of ideas is also a critical part of the idea management process. Hear how companies are innovatingwithout recreating the wheel.

• Partnering for Innovation ~ Two or more companies that come together to leverage each others capabilities and technologies toinnovate

• Open Innovation ~ True innovators need to look beyond the “four walls” of their organization for new ideas. Building on words of wisdomfrom Henry Chesbrough at our 2005 meeting, it is more about how innovation outside your corporation is fostered and encouraged……butremember to protect your intellectual assets while you do!

We realize the FEI event has continuously delivered the most cutting edge content out there. Thisyear we’ve raised the bar again. Attending in 2007 is a must…not a maybe.

Our core team has worked with considerable diligence since our last meeting to further enhance this PREMIER CONFERENCE of the front endby eliciting the best thought leaders in both academia and industry to participate. You will learn how to dramatically increase the effectivenessof your company’s front end by attending this event. Not to mention the number of outstanding networking opportunities available. You couldbuild an entire rolodex of “Who’s Who” just by joining us in Boston, May 8 – 11, 2007 for yet another simply amazing experience!

See you there,

Thanks forSharing…We want you to have the best, mostexciting and refreshing experiencepossible from the moment you arrive atFEI to the moment you leave. Becauseof your direct feedback, one of ourgoals for 2007 was to focus more onTRACK QUALITY and ensure that thecase studies presented in the breakoutsessions are just as enriching as in thegeneral session presentations. The coreteam has dedicated much of their timethis year to assist in a more elaborateand detailed screening process in orderto deliver the most value to you.

As you read through this brochure, youwill be amazed at the outcome of thiseffort, which has resulted in higher levelpresentations, by companies on theforefront of innovation today, on thetopics and business issues that mattermost to you and your organizationNOW.

A Very Special Thanksto the Dedicated FEICore Team… Conference Chairman:

Peter Koen, AssociateProfessor, Wesley J. HoweSchool of TechnologyManagement – Stevens

Institute of Technology

The Board:

• Brenda Arnold, Vice PresidentInnovation – Ashland, Inc.

• Scott Boyce, Emerging Technologies– Rohm & Haas Company

• Christina Hepner Brodie, LeadPrincipal – PRTM

• Andrew Kugler, Corporate DirectorStrategic Marketing – Welch Allyn

• Peter Lawrence, Chairman –Corporate Design Foundation

• Karen Sobel Lojeski, Ph.D., President& CEO – Virtual DistanceInternational

• Rita Pilate, Director – Johnson &Johnson Consumer Products

• Lorette Pruden, Principal – InventiveStrategies

• Jeneanne Rae, Co-Founder – Peer Insight LLC

• Rebecca Seibert, Strategy & NewBusiness Development – ChemturaCorporation

• Jeffrey Stirrat, Master Black Belt –Ethicon, Inc.

• Mary Ellyn Vicksta, Innovation Pioneer– Kimberly-Clark Corporation

Sabina GargiuloSr. Conference ProducerMarketing & Strategy DivisionIIR/PDMA

Peter KoenChairmanStevens Institute of Technology

Kim RivielleManaging DirectorMarketing & Strategy DivisionIIR

Dale McIntyreVP of ConferencesPDMA

Contact Me Any Timeof the Year…Interested in becoming a speaker? Doyou have a compelling success storyor case study that you want to share?To submit a proposal for speakingopportunities, contact SabinaGargiulo at [email protected].

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Pre-Conference Workshop: Tuesday, May 8, 2007

Pre-Conference Workshop: Wednesday, May 9, 2007Pre-Conference Workshop: Wednesday, May 9, 2007

Pre-Conference Symposium 1: Wednesday, May 9, 2007: A Playbook for Global Innovation

Pre-Conference Symposium 2: Wednesday, May 9, 2007: Realizing the Potential of Ideas and their Possibilities

Main Conference Day One: Thursday, May 10, 2007

Main Conference Day Two: Friday, May 11, 2007

A. All You Ever Wanted to Know About the Front End of Innovation (FEI) – A Practical Primer Workshop for New Practitioners & Managers of Innovation

Geoff Waite, Simon Karger, & Dan Edwards – SAGENTIA INC.

B. Going Beyond Product Innovation: Increasing Innovation ROI through Business Model & Operational Innovation

Mark Deck & Bill Lay – PRTM

C. InnovationCUBE™: A Systematic Process for Making Innovation Creation Doable, Repeatable,& Measurable Every Time

Bart Huthwaite – THE INSTITUTE FOR LEAN INNOVATION

GENERAL SESSION4:00 OPEN INNOVATION FORUM

KEYNOTE PRESENTATION – PART 1Open Business Models: How to Thrive in the New Innovation LandscapeHenry Chesbrough – UNIVERSITY OF CALIFORNIA, BERKELEY & AUTHOR

4:30 PANEL DISCUSSION – PART 2Open Innovation: A Leader’s View on the Challenges & Benefits of Driving Change in Industrial R&DModerator: Stephen Socolof - NEW VENTURE PARTNERS LLCParticipants: Todd Abraham – KRAFT, David Yaun – IBM

5:15 Conference Adjourns

D. Partnering in Innovation Driven by Voice of the Customer

Sheila Mello & Wayne Mackey – PRODUCT DEVELOPMENT CONSULTING, INC.

E. Innovating in the Digital Age

Karen Sobel Lojeski, Ph.D. – VIRTUAL DISTANCE INTERNATIONAL, Craig A. A. P. Samuel – HEWLETT-PACKARD SERVICESWORLDWIDE & Dan Rasmus – MICROSOFT

9:00 Morning Opening Remarks & Introduction: Marc H. Meyer – NORTHEASTERN UNIVERSITY & AUTHOR & Gloria Barczak – NORTHEASTERN UNIVERSITY

Concepts & Methods for the Front End of Innovation in a Global Context

9:15 Framework & Simple Example: A Strategic Framework: Adding Value to Global Platforms

9:30 Leveraging & Growing Brands Globally: A Strategic ViewJohn Helferich – FORMER MARS, INC.

10:15 Networking Break

10:30 Framework & Simple Example: User Centered Design, Here and Abroad

10:45 Global Brands & Regional Design – A User Centered Process for Defining Global Hard Points and Regional SoftPoints of the Customer Experience Harry West – NORTHEASTERN UNIVERSITY

11:30 Q&A Roundtable and Lessons Learned

12:00 Luncheon

Organization & Culture

1:15 Leveraging Systems Solutions Across Global Environments: The One Company ApproachDr. Hugo B. Poza – FORMER RAYTHEON

2:00 Freescale Semiconductor’s Free Your Mind! (FYM!) Global Innovation InitiativeVal M. Arris – FREESCALE SEMICONDUCTOR, INC


3:00 Managing Globally Dispersed Innovation Teams Gloria Barczak – NORTHEASTERN UNIVERSITY


4:15 Symposium Adjourns

9:00 Chairman’s Opening Remarks & Introduction: An Adventure in Flowing With the Forces of InnovationTodd Siler, Ph.D. – Author

9:30 How Do You Realize Human Potential in Your Organization?10:30 Networking Break10:45 “Unpacking”: Explaining, Analyzing, & Interpreting the Symbolic Models11:30 Group Reflection Exercise12:00 Luncheon1:15 Ideation & Concept Development: Perpetuating the Fallacy of Fun

Letesa Isler – HILL’S PET NUTRITION

2:00 Shaping & Harnessing Your Innovation Process: The Interplay Between Perception & RealityJoe Dellaria – 3M PHARMACEUTICALS


3:00 How to Leverage Our 27,000 Associates to Generate New Product IdeasTod Pepin – HANNAFORD BROS. CO.

3:45 Wrap Up & Report:Todd Siler, Ph.D. – Author


7:00 Registration & Morning Coffee“Breakfast of Champions” with BusinessWeek’s Champions of Innovation*(*See brochure details for more information on how you can qualify to attend the “Breakfast of Champions”)

7:45 PDMA Introduction & Word of Welcome: Dale McIntyre – PDMAChairman’s Opening Remarks: Peter Koen – STEVENS INSTITUTE OF TECHNOLOGY

GENERAL SESSION

8:00 Best Practices in the Front End: An Evidence Based ApproachPeter Koen – STEVENS INSTITUTE OF TECHNOLOGY

8:30 KEYNOTE PRESENTATION Innovating ServiceGary Loveman – HARRAH’S ENTERTAINMENT INC.

9:30 BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 1What is Top of Mind?Moderator: Bruce Nussbaum – BUSINESSWEEK’S INNOVATION & DESIGN COVERAGEInnovation Champions: Lara Lee – HARLEY–DAVIDSON, Amy Radin – CITIGROUP, Dondeena G. Bradley, Ph.D. – MCNEILNUTRITIONALS & Sam Lucente – HEWLETT–PACKARD

10:45 Networking Break ~ Located in the Expo Hall

GENERAL SESSION

3:30 KEYNOTE PRESENTATION Growth as a Process at GEDaniel Henson – GENERAL ELECTRIC

4:15 KEYNOTE PRESENTATION Design, Innovation & Value CreationDavid Swift & Charles Jones – WHIRLPOOL NORTH AMERICA

5:00 ACADEMIC FORUM: Developing New Breakthrough Business ModelsStrategy as Creating the FutureVijay Govindarajan – DARTMOUTH COLLEGE & AUTHOR

5:30 On the Roots of Dynamic CapabilitiesMichael L. Tushman – HARVARD BUSINESS SCHOOL & AUTHOR

6:00 End of Main Day One Networking in the Expo Hall to begin promptly at 6:00 pm

7:15 Morning Coffee

8:00 Chairman’s Opening Remarks:Peter Koen, Associate Professor – STEVENS INSTITUTE OF TECHNOLOGY

GENERAL SESSION8:15 KEYNOTE PRESENTATION Sustaining “Genuine Ingenuity”: Building Innovation into Product & Strategy

Development in a Mature BusinessDustan E. McCoy – BRUNSWICK CORPORATION

9:15 BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 2 What is Top of Mind? (Continued)Moderator: Jessie Scanlon - BUSINESSWEEK ONLINE, INNOVATION & DESIGN COVERAGEInnovation Champions: Carol Pletcher – CARGILL, Stephanie Barry - WD-40, Marissa Mayer – GOOGLE & CherylPerkins – KIMBERLY-CLARK CORPORATION

10:30 Networking Break ~ Located in the Expo Hall

PM Workshop: 1:00 – 4:00

AM Workshops: 9:00 – 12:00

PM Workshops: 1:15 – 4:15 (workshops will include one (1) 15 minute break)

12:00–1:15 Luncheon

KEYNOTE PRESENTATION

TRACK A: Innovation StrategyTrack Chairs: Christina Hepner Brodie – PRTM & AndrewKugler – Welch Allyn

TRACK B: Design ThinkingTrack Chair: Peter Lawrence – The Corporate DesignFoundation

TRACK C: Service Innovation in the Front EndTrack Chair: Jeneanne Rae - Peer Insight LLC &BusinessWeek On-line Columnist

TRACK D: Managing the Discovery PortfolioTrack Chairs: Rita Pilate – Johnson & Johnson, Consumer& Jeff Stirrat – Ethicon

11:30 KEYNOTE Making Innovation Work: How to Manage,Measure, & Profit From the Front End InvestmentRob Shelton - Author

KEYNOTE A Holistic View of Corporate Design &Innovation CultureBill Buxton – MICROSOFT RESEARCH

Connecting Capabilities to Innovate in ServicesAlexis P. Goncalves – CITIGROUP GLOBAL CONSUMERGROUP

Opportunity Discovery at Fortune BrandsDavid Hagopian – FORTUNE BRANDS & Geoff Waite –SAGENTIA INC.

12:15 Luncheon – With a Special Presentation by Penny McIntyre – Coca-Cola on “The Critical Role of Voice of the Customer at Coke” - Dessert will be served in the Expo Hall from 1:15pm – 1:30pm

1:30 Strategy Development: Accelerating InnovationDevelopment with ConfidenceCharles Stunson – SPRINT NEXTEL

Implementing Corporate Innovation Strategy throughDesignAlistair Hamilton - SYMBOL TECHNOLOGIES

Innovating from the Inside: How to Build Your OwnInnovation Tiger TeamsGeorge Mudie – BRITISH SKY BROADCASTING LTD

KEYNOTE Setting the Stage for Identifying the NextGeneration CPG PlatformEric W. Meyer - SUNNY DELIGHT BEVERAGES COMPANY

2:15 Developing a Breakthrough Innovation CapabilityMichael Giersch – IBM & Gina Colarelli O’Connor –RENSSELAER POLYTECHNIC INSTITUTE

PANEL DISCUSSION Innovation through CustomerCentered DesignLed by: Bruce Nussbaum – BUSINESSWEEKWith: Clive Roux – PHILIPS DESIGN & Sam Lucente –HEWLETT-PACKARD

KEYNOTEFrom Transactions to BrandsMike Jannini – MARRIOTT INTERNATIONAL, INC.

The Biggest NPD Blunders of the 20th Century: How toAvoid Making the Top 10 List in the 21st CenturyKelly L. Frey, MS, JD – BAKER DONELSON BEARMANCALDWELL & BERKOWITZ, PC


KEYNOTE KEYNOTE

PANEL DISCUSSION KEYNOTE

KEYNOTE

CONCURRENT TRACKS




CONCURRENT TRACKSTRACK A: Leadership & CultureTrack Chairs: Brenda Arnold – The Valvoline Company &Karen Ann Lojeski – Virtual Distance International

TRACK B: Partnering for InnovationTrack Chairs: Rebecca Seibert – Chemtura & Scott Boyce– Rohm and Haas

TRACK C: Innovation Rebels: Learning From Non-Fortune 500’sTrack Chair: David Kingsbury – Radar Communications

TRACK D: Tools, Trends & AdvancementsTrack Chairs: Mary Ellyn Vicksta – Kimberly-ClarkCorporation & Lorette Pruden – Inventive Strategies

11:15 KEYNOTE Driving Sustained Innovation with Process,Culture & DisciplineBradley J. Rogers – BANK OF AMERICA

Innovate Anywhere, Deploy EverywhereNajib Abusalbi - SCHLUMBERGER

KEYNOTE Oakley Innovation: Breaking All the Rules &WinningBill Malloy – OAKLEY, ELECTRONICS

What Gets Measured Gets Innovated*Mark Turrell – IMAGINATIK*This is a Sponsored Session

12:00 Project B.I.G. – Building a Customer Centric,Breakthrough Innovation Culture & CapabilityJohn B. Lynch – MILLIPORE CORPORATION

KEYNOTE Partnering for Innovation at KodakBill Lloyd – EASTMAN KODAK

Engineering a Better Club – PING’s Path to IncreasedInnovationDaniel R. Shoenhair – PING, INC.

Leveraging the Internet to Drive Innovation-FocusedMarket ResearchChris Sensibaugh - NESTLE & Brendan Light – BUZZBACKMARKET RESEARCH

12:45 Luncheon - Dessert will be served in the Expo Hall from 1:45pm – 2:00pm

2:00 Improving Innovation Effectiveness throughEntrepreneurial Boot CampsPETIT Guido – ALCATEL-LUCENT

Orbiting the Giant Hairball (And Living to Tell About It)Gaylon White - EASTMAN CHEMICAL COMPANY

Sponsored SessionThis session is being led by HOTSPEX

KEYNOTE The Wisdom of Crowds in the Front EndDoug Burcicki - YAZAKI NORTH AMERICA, INC.

2:45 Building Innovation Processes GloballyMarcus Burr – YUM RESTAURANTS INTERNATIONAL &Joe Gammal - SYNECTICS

Confidential Open Innovation – Case Example fromSurgical Procedure InnovationGary B. McAllister – DEPUY MITEK, INC. & Jeff Hovis –PRODUCT GENESIS

Fostering Innovation in Small Businesses: The Role ofGovernmentDorothy Timmons - ENTERPRISE IRELAND

Using Enterprise Strategic Decision Management as a“Tool” to Drive InnovationGary DeGregorio – MOTOROLA, INC.


AGENDA AT A GLANCE

KEYNOTE

KEYNOTE

KEYNOTE

KEYNOTE

4:30 Kickoff Keynote: The Best Way to Predict the Future is to Create it Yourself! Peter H. Diamandis, MD – X–PRIZE FOUNDATION, ZERO GRAVITY, & ROCKET RACING

5:30 Networking in the Expo Hall



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NEW Add-On Day for 2007! 1:00 – 4:00 (workshop will include one (1) 15 minute break)

AM Workshops: 9:00 – 12:00 (workshops will include one (1) 15 minute break)

Announcing the first ever FEI PRIMER mini-course for new practitioners & managers of innovation!

The FEI conference is an excellent forum to learn the latest thought leadership and experience of innovation practitioners…and this workshop will helpdelegates form a solid platform from which to make the most of the conference.

Innovation is not new – it is the very essence of human development. However, thediscipline of innovation – how you manage it, structure it and make it happen – is new.The advances in the “science of innovation” over the last decade have been enormousand present quite a steep learning curve for those newly tasked by their organizations to“drive innovation”. The workshop will introduce many of the most important aspects ofinnovation in a series of presentations and interactive exercises.• Learn what innovation really is, in a commercial context, and how to do it• Learn what organizations have to do drive innovation – the SPROC model: strategy,

process, resource, organization & culture – which levers do you have• Explore and share your own challenges in establishing and executing innovation• Hear examples of how other companies enabled innovation and which levers they pulled• Learn how the Front End of Innovation is structured and how other companies

implement it• Pick up a kit bag of tools & techniques for FEI and learn and practice a few of those

that are most important to you

WORKSHOP SUMMARY:1) Seminar style overview of all of the key “ingredients for innovation”, covering scope,

context, SPROC models, innovative teams, FEI process models, theories of creativity2) Facilitated round-robin session to elicit and discuss the delegate’s key issues,

difficulties and desired learnings from the workshop and the conference3) Deeper interactive exploration of how to tackle these key aspects, using informal case

studies and references to illustrate how they are tackled in practice4) Seminar style overview of the FEI toolkit covering tools for needs and opportunity

discovery, strategic alignment, voice of the customer, pre-concept validation andevaluation, creativity, problem solving, out-sourcing and open innovation

5) Breakout sessions to practice a selected subset of key tools

Facilitators:

Geoff Waite, Vice President – SAGENTIA INCSimon Karger, Director of Innovation & Technology Management – SAGENTIA INCDan Edwards, Director of Innovation & Technology Management – SAGENTIA INC

All You Ever Wanted to Know About the Front End of Innovation (FEI) – A Practical PRIMER WORKSHOP for NewPractitioners & Managers of InnovationA.

The innovation process at most companies typically concentrates on driving product andservice innovation – focusing on WHAT the company offers to customers. Apple’s iPodand associated iTunes service is a good example. Sometimes, innovation ROI can be fargreater if focused on HOW a company operates to provide those products and services.The digital rights management system behind iTunes is a critical operational innovationthat enables a competitive advantage that protects margins. Even more impressive arethe returns generated by Business Model innovation, combining both product innovationand operational innovation. The entire portable digital music and entertainmentecosystem created by Apple is such an example, changing Apple’s business model froma manufacturer of consumer electronics to a provider of broad range of digitalentertainment delivered direct to consumers.

Despite the growing list of breakout innovations that extend far beyond the product, theinnovation process in most companies continues to focus on the product alone. Processinnovation, service delivery innovation, supply chain innovation, and business designinnovation ideas die on the vine or simply never materialize because the innovationengine is too myopic and innovation capabilities are too limited or not open enough.

This advanced, interactive workshop will explore what’s involved in shifting the focus ofinnovation to include operational and business model innovation, why it’s compellingeconomically, and a roadmap for change to capture that value. Specific topics to becovered include:• Definitions and examples of operational and business model innovation and how

these can generate superior returns over traditional product innovation• Where and when operational innovation and business model innovation are more

appropriate in a category lifecycle• Barriers that traditional innovation processes create for new forms of innovation• Case examples of companies that have begun to systematically tap operational and

business model innovation • The importance of open innovation with a broader partner ecosystem in delivering

open business model innovation• Capabilities required to tap operational innovation and business model innovation• A roadmap for growing innovation capabilities needed to address operational

innovation and business model innovation

Facilitators:

Mark Deck, Director - PRTM & PDMA PAST PRESIDENTBill Lay, Director – PRTM

Special contributions to this workshop have been made by Henry Chesbrough, ExecutiveDirector, Center for Open Innovation & Author – University of California, Berkeley

Going Beyond Product Innovation: Increasing Innovation ROI through Business Model & Operational InnovationB.

InnovationCUBE™: A Systematic Process for Making Innovation Creation Doable, Repeatable, & Measurable EveryTimeC.

Pre-Conference Workshop: Tuesday, May 8, 2007

Pre-Conference Workshops: Wednesday, May 9, 2007

Innovation is not a top priority for survival and growth. Yet over 80% of all innovativeefforts fail to meet objectives. What is needed is a “repeatable innovation process.” TheInnovationCube™ does this by replicating the dynamics of innovation. It takes the“mystery” out of innovation to make it understandable, practical and doable. The Cubeenables every employee to play an innovative role.

This “hands on” workshop will show you how to:• Make innovative thinking part of any project, process, business system or product

improvement• Link innovation to existing initiatives such as Six Sigma, Lean, Quality Function

Deployment, Portfolio Planning, and Effective Project Management• Find new “blue water” opportunities before your competition even wakes up• Solve the Universal Value Equation that customers crave • Generate ten times your usual number of practical ideas

• Measure solutions against one another to make sure you make the right decision• Create your own innovation data bank to store ideas for future use• Develop a corporate-wide innovation improvement effort

Participants Will Take Away:• A demo copy of the new Web-based InnovationCube™• A signed copy of Bart Huthwaite’s latest book, “The Rules of Innovation”• An innovative “pop up” cardboard Cube as a handy reference tool

Facilitator:

Bart Huthwaite, Sr., Founder – THE INSTITUTE FOR LEAN INNOVATION

The first 50 participants to register for this workshop will receive a complimentary copy of Henry Chesbrough’s latest,“Open Business Models: How to Thrive in the New Innovation Landscape”

12:00 - 1:15 LuncheonAvailable only to those that are attending both an AM and PM Workshop or All Day Symposium


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PM Workshops: 1:15 – 4:15 (workshops will include one (1) 15 minute break)

Partnering in Innovation Driven by Voice of the CustomerD.

Innovating in the Digital AgeE.Innovation in the Industrial Age was a relatively straightforward process that dependedon centralized R&D efforts conducted in controlled and largely homogeneousenvironments—think Bell Labs. But the Digital Age has radically transformed theinnovation process—and indeed, the very concept of innovation. The demographics ofthe Digital Age workplace have become much more multicultural and much moredistributed, and corporate innovation is now dispersed among teams strung all aroundthe globe—and even, sometimes, outsourced to other organizations. This session willinvestigate the effect these radical changes have had on the process of innovation andwhat can be done to lower virtual distance so that your teams are more connected andwork with improved collaboration and efficiencies.

This workshop will discuss:• How innovation gets done in the Digital Age organization• The role of innovation in the high-performing company • How the concept of Virtual Distance can help measure and improve the innovation

environment • Choosing information and communications technologies that spur innovation• Sustaining a Culture of Innovation across time and spaceFacilitators:

Karen Sobel Lojeski, Ph.D., CEO – VIRTUAL DISTANCE INTERNATIONAL & ResearchDirector - INSTITUTE FOR INNOVATION & INFORMATION PRODUCTIVITYCraig A. A. P. Samuel, Chief Knowledge Officer – HEWLETT-PACKARD SERVICESWORLDWIDEDan Rasmus, Director of Information Work Vision - MICROSOFT

Pre-Conference Symposium 1: Wednesday, May 9, 2007A Playbook for Global InnovationSymposium to run concurrent with pre-conference workshops

9:00 Morning Opening Remarks & Introduction From the Co-Chairs: Marc H. Meyer, Matthews Distinguished University Professor of Entrepreneurship andInnovation – NORTHEASTERN UNIVERSITY & Author of “The Power of ProductPlatforms” and “The Fast Path to Growth: Leveraging Knowledge and Technologies toNew Market Applications”Gloria Barczak, Professor of Marketing and New Product Development -NORTHEASTERN UNIVERSITY

Every company understands the importance of growth. Yet, few successfully craft andimplement long-term growth strategies; instead, they spend their time on incrementalinnovation or rely on acquisitions. Still, organic, internal growth, accomplished throughproduct line renewal and new service development, is essential to the long-term vitalityof corporations across all industries, borders, and countries.

The Fast Path to Growth takes on the challenge that large corporations face ingenerating internal innovation: developing new product lines that address new marketapplications and provide the corporation with new streams of revenue. The developmentframework that this symposium offers to address this challenge integrates the keydisciplines–new product strategy, user research, concept development and prototyping,market testing, and business modeling— needed for enterprise global growth.

Concepts & Methods for the Front End of Innovation in a Global Context

9:15 Framework & Simple Example - A Strategic Framework: Adding Valueto Global Platforms

9:30 Leveraging & Growing Brands Globally: A Strategic ViewLeveraging brands globally is an excellent strategic choice for growth. But saying it is fareasier than doing it. This talk will outline practical strategies for leveraging brandsglobally and give frameworks necessary to move ahead with confidence.• Strategies for global brand leverage• Case studies of successful and unsuccessful global brand leverage• Frameworks to apply to your situation and opportunity• Organizational cultural requirements for successful global brand leverage

John Helferich, Former Senior Vice President of R&D – MARS, INC.


10:30 Framework & Simple Example - User Centered Design, Here and Abroad

10:45 Global Brands & Regional Design – A User Centered Process forDefining Global Hard Points and Regional Soft Points of the CustomerExperienceFor a consumer all purchase decisions are local – the product must work for who theyare where they are. For the company there is enormous advantage in establishing aglobal brand with common design elements in each region. The challenge is to negotiatethe right trade-offs between global hard points and regional soft points to optimize theexperience of consumers in each region and the total assets of the company. • Global design research• Explicit and tacit differences between regions• Global and regional design and evaluation• Deploying and executing across the organization• Examples drawn from many categories based on experiences of one of the worlds

leading international design firms

Harry West, Executive Professor – NORTHEASTERN UNIVERSITY


12:00 Luncheon

Approaches for Managing People Globally in the Front End of Innovation

1:15 Leveraging Systems Solutions Across Global Environments: The OneCompany ApproachProfitable growth today demands re-use of existing technologies/products applied to newoperational environments. It also requires total company commitment to delivering theneeded solution to resolve the customer’s problem. Limited investments focused on high-payoff, demonstrable, multi-purpose and flexible solutions are key to ultimate success. • Customers today are looking for total integrated solutions, NOT products• This demands “One Company” behavior, where product divisions of a company work

together to achieve a desired solution• Successful “One Company” behavior can only be achieved when each participating

product division has “skin” in the solution proposed• Existing technologies/products (TPs) can generally satisfy current needs, allowing limited

investments to be focused on adapting these TPs to new operational environments• Double-digit, profitable growth is available to companies that focus energy/monies on

integrated system solutions

Dr. Hugo B. Poza, Former Senior Vice President, Homeland Defense – RAYTHEON

2:00 Freescale Semiconductor’s Free Your Mind! (FYM!) Global InnovationInitiativeLike many companies, Freescale Semiconductor recognized that they needed to acceleratea resilient innovative culture and began to embark on an initiative that would kick start itfrom deep within. The result, which launched in 2005, is a very ambitious compliment totheir front end and provides one fifth of their total disruptive innovation picture. • FYM! is an innovation mentoring program across all skill sets and organization

boundaries based on managing up, as well as down, protocol• Strict behaviors, “teacher” mentality & High performers comprise the mentors resulting

in improved, business aware employees at the idea’s completion• 20 teams formed using 30 countries of business membership• Personality of each FYM! site is different than the others • Idea repository is web-based & user friendly, 24,000 employee accessible, yet blocks

vendors or patentable idea details viewing• Metrics of ROI, status of ideas in the flow, and light-hearted competitive breakout by

site is available real-time• An advanced, other-idea, keyword search engine is used prior to new idea submission

which entices across team collaboration and leap-frog effect

Val M. Arris, Business Operations, Technology Solutions Organization – FREESCALESEMICONDUCTOR, INC


3:00 Managing Globally Dispersed Innovation TeamsDissimilar languages, cultures, and time zones provide added complexity to the alreadydifficult task of managing cross-functional innovation teams. Four key challenges face globalteam leaders and particular skills and attributes are needed to deal with these challenges.• Benefits of globally dispersed teams• Why companies are using globally dispersed teams• Four challenges of being a Global Team Leader: members speak different native

languages, have different cultural backgrounds, live/work in multiple countries, andcome from different companies

• Actions necessary to deal with each challenge

Gloria Barczak, Professor of Marketing and New Product Development -NORTHEASTERN UNIVERSITY



Innovation is a major focus for companies today. Yet the role of the voice of the customer(VoC) in innovation is often somewhat vague. We’ve heard many times, “Understand whatgets in your customer’s way of doing their jobs or meeting their goals, and you’ll knowexactly what to innovate.” Focusing on innovation without a robust understanding ofcustomer requirements is a high-risk proposition. Funding your innovation opportunities toaddress unmet customers requirements is the way to win with tight budgets andconstrained resources. But that isn’t enough! Leveraging the results of three major recentbenchmarking studies, this workshop will lead you through a best practices-basedapproach to integrating partnerships into your VoC and innovation processes.

Pursuing innovation partnerships with the right tool set dramatically increases yourchances of winning in the market. That's what this interactive session is all about --avoiding the disastrous consequences of being innovative but getting it wrong (patentparalysis) and providing a practical formula for getting it right. Developing and executingan innovation partnership strategy while identifying clear customer requirements is at thecore of a company's potential for growth -- it determines everything from where yourresources are applied to what your customers will buy.

The workshop will help attendees view product decisions in a new way:• Re-thinking innovation along customer value dimensions• Incorporating partnerships into your innovation decisions• Breaking down organizational barriers to innovation through customer value• Determining where to invest your scarce R&D dollars for a maximum return

Focus on how you can drive the front end of your innovation program with the VoC andpartnering. Key topics will include:• Fundamentals for gathering the voice of the customer• Guidelines for determining customer requirements• Objectives for forming, measuring and managing partnerships• Approaches to drive your innovation portfolio with customer valueFacilitators:

Sheila Mello, Managing Partner & Principal & Wayne Mackey, Principal – PRODUCTDEVELOPMENT CONSULTING, INC.

Pre-Conference Symposium 2: Wednesday, May 9, 2007Realizing the Potential of Ideas and their PossibilitiesSymposium to run concurrent with pre-conference workshops



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9:00 Chairman’s Opening Remarks & Introduction: An Adventure in Flowing With the Forces of Innovation

Innovation has become the oxygen, water and other essential elements thatsustain our lives and organizations, enabling us to flourish today. It is currentlythe cornerstone of all “knowledge-driven organizations,” to borrow a wisephrase by the CEO of Buckman Labs and the knowledge-creation-sharing-

management pioneer Robert H. Buckman.

But what does the process of innovation actually entail—especially, at the front end? Andhow can we continually participate in the process in order to grow, evolve, and remaininspired to succeed at realizing our innovations?

Through some fun, informal, experiential learning activities and lively presentations ofcase studies by experts in the field, the FEI Conference will offer some specialopportunities for participants to discover first-hand how they can not only contribute toinnovation in their organizations, but continuously flow with it and ensure that others doas well. This includes dealing with the challenges of and obstacles to fosteringinnovation.

Todd Siler, Ph.D., Author of “Think Like a Genius” and creator of Metaphorming: The NextGeneration of Brainstorming Tools

9:30 How Do You Realize Human Potential in Your Organization?• What does human potential mean to you and your organization?• What’s the connection between creativity and human potential?• How does creativity power innovation and inspire success?• What are some of the best ways to innovate, based on experience?• How do you foster company-wide innovation through knowledge-sharing?

Assignment: to collaboratively build Symbolic Models, which represent theparticipant’s responses to the above questions with imagination


10:45 “Unpacking”: Explaining, Analyzing, & Interpreting the SymbolicModelsThe Symbolic Models from the first exercise will be “unpacked” in detail using onevoluntary group to demonstrate the unpacking process, then each group will show anddescribe the essence of their models to the other.

Assignment: The participants will summarize their key points and briefly describetheir top 3 ideas for innovations, based on their symbolic models

11:30 Group Reflection Exercise

12:00 Luncheon

1:15 Ideation & Concept Development: Perpetuating the Fallacy of FunMost traditional marketers think that idea generation is fun -- an opportunity to get abunch of people in a room, eat snacks, and wax exoterically about new ideas. The truthis the idea generation and concept development phases of the new product process area disciplined marriage of focused creativity to address consumer needs, and a consumerinsight “centric” concept approach. • Building consumer intimacy (beyond VoC)• Identifying rich and sustainable platforms • Brainstorming and screening ideas• Developing consumer insight “centric” concepts

Letesa Isler, Associate Director, Category Innovation Center - HILL’S PET NUTRITION

2:00 Shaping & Harnessing Your Innovation Process: The Interplay BetweenPerception & RealityDiscovering and capturing the financial value of innovations is an activity that everyhealthy business must master to grow and remain healthy. Every day managers andinvestigators are faced with making choices on how to wisely use resources at theirdisposal. Tight timeliness and limited financial means constrain their efforts to find aconstant flow of breakthrough ideas to insure the continued profitability of the business.Deciding which idea or prospect offers the best opportunity is difficult at best. Thequality of these decisions are complicated by biases (your own and others), residualuncertainty and a lack of knowledge. How can one make sensible decisions and reducethe randomness of success in developing new products and building a stronger businessunder these conditions?

The talk is made up of two parts. Part one analyzes the interrelationships betweenpeople’s perception of an idea and the reality of whether or not it can work. This analysisidentifies pitfalls to avoid, actions to take, and strategies to free the investigators frombiases (their own and others) that inhibit accurately assessing whether an idea can work.Part two presents a set of values and beliefs which will help every organization to moreeffectively manage and resource new ideas, promote an attitude of innovation, andultimately produce a culture which fosters discovering innovative ideas needed to drivethe future profitability of the organization.• People’s perception and the reality of whether or not an idea can work are frequently

disconnected• Ideas fall into two broad categories: information rich and information deficient• Information rich and information deficient ideas must be resourced and managed

differently• When biases and assumptions are handled improperly time, money and resources will

be wasted on ideas that cannot work• Organizations must invest and manage sufficient resources in the information deficient

quadrants if they desire to find innovative products

Joe Dellaria, Lead Research Specialist - 3M PHARMACEUTICALS


3:00 How to Leverage Our 27,000 Associates to Generate New ProductIdeasThe best ideas often come from within. You best customers are your associates and youneed to value their ideas. The key in idea generation is to start from a lot of ideas to endup with a few good ones.• 950 new product ideas in less than 3 months generated through an internal contest• More good ideas than what our team could handle• Reasonable set up cost• Total win-win for our associates and for our Category Managers

Tod Pepin, Vice President of Center Store Merchandising – HANNAFORD BROS. CO.

3:45 Wrap Up & Report:Todd Siler, Ph.D., Author of “Think Like a Genius” and creator of Metaphorming: The NextGeneration of Brainstorming Tools


5:30 Networking in the Expo Hall

The Best Way to Predict the Future is toCreate it Yourself!This nation is destroying itself by its inability to take risk. Youcan not have breakthroughs without taking risk. The daybefore something is truly a “breakthrough” it is a “crazyidea”… (like computing on silicon rather than vacuum tubes).So how do we embrace and allow for crazy ideas? How dowe allow risk? Governments fear congressional investigationsand large corporations fear having their stock pricesplummet… so most breakthroughs come from individuals orsmall corporations.• The X-PRIZE Foundation is setting out a series of $10M

purses to drive innovation and breakthroughs in key areas ofToday’s Grand Challenges – areas such asEnergy/Automotive; Medicine/Genomics; Space;Social/Education

• Diamandis is linking two of the largest industries (Tourismand Entertainment) to spaceflight to help drive funding andtechnology

• Diamandis will outline the birth of the Rocket Racing League(Pod Racing or NASCR with Rockets) as well as ZeroGravity Corporation’s weightless flights

Peter H. Diamandis, MD, Chairman & CEO – X-PRIZEFOUNDATION, ZERO GRAVITY, & ROCKET RACING

About Peter H. Diamandis, MD:Dr. Diamandis is the Chairman and CEO of the X PRIZEFoundation, which awarded the $10,000,000 Ansari X PRIZE.Diamandis is now focused on building the X PRIZE Foundationinto a world-class prize institute whose mission is to bring aboutradical breakthroughs for the benefit of humanity. The X PRIZE isnow developing X PRIZES in fields such as Genomics,Automotive, Education, Medicine, Energy, and Social arenas.

Diamandis is an international leader in the commercial spacearena, having founded and run many of the leading entrepreneurialcompanies in this sector. Diamandis also serves as the CEO ofZero Gravity Corporation; a commercial space companydeveloping private, FAA-certified parabolic flight utilize Boeing727-200 aircraft. He is the Chairman & Co-Founder of the RocketRacing League. Diamandis is a co-founder and Director of SpaceAdventures, the company which brokered the launches of fourprivate citizens to the International Space Station.

In 1987, Diamandis co-Founded the International Space University(ISU) where he served as the University's first managing director.Today he serves as a Trustee of the $30M ISU that is based inStrasbourg, France. Prior to ISU, Diamandis served as Chairmanof Students for the Exploration and Development of Space (SEDS)an organization he founded at MIT in 1980. SEDS is the world'slargest student pro space organization.

Dr. Diamandis attended MIT where he received his undergraduatedegree in molecular genetics and graduate degree in aerospaceengineering. After MIT he attended Harvard Medical School wherehe received his M.D. In 2005 he was also awarded an honoraryDoctorate from the International Space University.

4:30 Kickoff Keynote: General Session*

*This session is open to everyone attending Front End of Innovation 2007



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Main Conference Day One: Thursday, May 10, 20077:00 Registration & Morning Coffee

“Breakfast of Champions” with BusinessWeek’s Champions ofInnovation for Special VIP Groups Only*

In June 2006, BusinessWeek released their new quarterly, Inside Innovation, whichspeaks to great ideas, best practices, and metrics to help BusinessWeek readersunderstand the discipline of innovation and harness its potential**. Our conference trulybelieves in their mission and vision, which is to share and highlight unparalleledinnovative content and the people involved in shaping the future of today and tomorrow.

*To show our support, we have secured 8 out of BusinessWeek’s Top 25 Champions ofInnovation to present at our 2007 conference. We have also arranged for a privatebreakfast open to the companies that send groups of 7 or more to this event as aspecial “Thank You” for your support and dedication to the PDMA and the Front End ofInnovation conference. At this networking breakfast, groups will have the opportunity tomingle with some of these Champions and pick their brains on what is top of mind forthem in the front end of innovation.

**The following excerpts are from a cover letter by Geoffrey A. Dodge, Senior Vice President & Publisher –BusinessWeek, introducing the new quarterly Inside Innovation (IN), on June 26, 2006. For moreinformation about BusinessWeek’s Inside Innovation, please visit www.businessweek.com. BusinessWeekis a McGraw-Hill Company.

7:45 PDMA Introduction & Word of Welcome:Dale McIntyre, Vice President of Conferences – PRODUCT DEVELOPMENT &MANAGEMENT ASSOCIATION (PDMA)

Chairman’s Opening Remarks:Peter Koen, Associate Professor, Wesley J. Howe School of Technology Management –STEVENS INSTITUTE OF TECHNOLOGY

GENERAL SESSION

8:00 Best Practices in the Front End: An Evidence Based ApproachWhat are the best practices, methods and tools used in the Front End which willconsistently increase the value, amount and success probability of high profit conceptsentering the new product development funnel? Under the auspices of an industrialacademic team and funds from the United States National Science Foundation a largecross-sectional survey of 180 business units from medium to large companies was donein order to determine evidence based top quartile management practices.

Peter Koen, Associate Professor, Wesley J. Howe School of TechnologyManagement – STEVENS INSTITUTE OF TECHNOLOGY

8:30 KEYNOTE PRESENTATIONInnovating ServiceIn this keynote address, Gary Loveman, Chairman, CEO and President of Harrah'sEntertainment, Inc., the world's largest gaming entertainment company, will reveal howHarrah's has developed sophisticated technological and analytical capabilities which,coupled with the company's service-driven culture and highly targeted marketing, haveenabled Harrah's to achieve a degree of customer loyalty that's generated consistentsame-store sales gains and a platform for sustained growth.

Gary Loveman, Chairman, President, & Chief Executive Officer - HARRAH’SENTERTAINMENT INC.

9:30 BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 1What is Top of Mind?They are the best-kept secret of the business world: a whole new breed of "C-suite"managers who wear titles such as "chief marketing officer," "director, design and brandexperience," or the voguish new moniker "chief innovation officer." And CEOs fromCitigroup to Harley-Davidson, from Google to Procter & Gamble, are empowering thesemanagers to build radically new cultures of creativity.

These are the Champions of Innovation. In an era when Six Sigma controls no longerguarantee competitive advantage, when outsourcing to China and India is universal,when creeping commoditization of products, services, and information hammers prices,innovation is the new currency of competition. It is the key to organic growth, the lever towiden profit margins, the Holy Grail of 21st century business. Which is why theseforward-thinking leaders have so much power.

In its inaugural issue of Inside Innovation, BusinessWeekidentified 25 Champions of Innovation. Eight of thoseleaders have joined us for the Front End of Innovationconference, where they'll talk about the ideas, trends, andissues that are top of mind for them.

Moderator: Bruce Nussbaum, Assistant Managing Editor -BUSINESSWEEK’S INNOVATION

& DESIGN COVERAGE

Innovation Champions:

Lara Lee, Vice President of Enthusiast Services – HARLEY-DAVIDSONAmy Radin, Chief Innovation Officer - CITIGROUPDondeena G. Bradley, Ph.D., Director Strategic Marketing - MCNEIL NUTRITIONALSSam Lucente, Vice President of Design – HEWLETT-PACKARD

10:45 Networking Break - Located in the Expo Hall

CONCURRENT TRACKS BEGIN. Feel free to go in and out of any session.

TRACK AInnovation StrategyTrack Chairs: Christina Hepner Brodie –PRTM & Andrew Kugler – Welch Allyn

TRACK BDesign ThinkingTrack Chair: Peter Lawrence – TheCorporate Design Foundation

TRACK CService Innovation in theFront EndTrack Chair: Jeneanne Rae - Peer InsightLLC & BusinessWeek On-line Columnist

TRACK DManaging the DiscoveryPortfolioTrack Chairs: Rita Pilate – Johnson &Johnson, Consumer & Jeff Stirrat - Ethicon

11:30

Making Innovation Work: How toManage, Measure, & Profit from theFront End InvestmentPresenting a practical how-to guide todramatically increase the ROI on innovationand focuses on the key managementdecisions and actions at the critical frontend. Manage the front end to harness thepower of business model and technologyinnovation, drive growth, create advantage,and redefine the competitive environment ofan industry.• How you innovate determines what you

innovate• Great innovators look at both technology

innovation and business modelinnovation to create sustainedcompetitive advantage

• Partnerships and networks are theorganizational building blocks ofinnovation

• Innovation processes, tools, people andleadership are all dependent on welldesigned metrics and incentives

Rob Shelton, Author – “MakingInnovation Work”

KEYNOTE

A Holistic View of Corporate Design& Innovation CultureNever have we needed informed design andwell executed innovation, and perhaps neverhave we been so poorly equipped to do so.We can change this, but the questionis…does your organization really want to?• It takes almost as much creativity to

understand a good idea as to have it inthe first place

• Innovation depends as much on theability of the culture to understand ideasas it does on the ideas themselves

• While design is a distinct specializedprofession and therefore everyone is nota designer

• Innovation cannot depend on or reside inany one part of an organization

• Stagnant saturated markets may presentthe greatest opportunities to the wellequipped company

Bill Buxton, Principal Researcher –MICROSOFT RESEARCH

KEYNOTE Connecting Capabilities to Innovatein ServicesWhen it comes to innovation, these are thebest and worst of times. The digital era hasmade available rich new sources of dataabout customers to feed the innovationprocess. Yet most companies still strugglewith combining and integrating customerintelligence and customer intimacy to driveinnovation. This inefficiency to integratethese capabilities inhibits transforminginsights into actions and leaves manycompanies without an effective innovationengine. This session will focus on aframework to integrate these capabilities.• Hear how Citigroup Global Consumer

Bank is integrating customer intelligenceand customer intimacy to drive newvalue creation

• Reflect on how these capabilitiescombine to increase innovationeffectiveness

• Get to know how a financial servicesbusiness can structure an effectiveinnovation system

Alexis P. Goncalves, Director CustomerExperience – CITIGROUP GLOBALCONSUMER GROUP

Opportunity Discovery at FortuneBrands – “Making Sure OurCreative Efforts Hit the Bulls-Eye!”FortuneBrands companies share in commonthat they lead their markets and have toconstantly innovate to the next level to stayahead. Having great ideas is one of ourstrengths but only part of the story. The keyto profitable innovation is first knowing inwhat areas to have the ideas and thenknowing how to select and validate them.Using a view of Opportunity Discovery whichincludes trends, value chain, unmet needs,market structure and brand, Fortune Brandscompanies have been able to choose theright hunting grounds for different businesseswithin the group and maximize the impact ofour innovation efforts. • The complete – system – view of front

end opportunity discovery and how tochoose which approaches are right foreach particular business situation

• How to describe and explore a valuechain, with ethnographic study, toidentify and prioritize B2B opportunities

• Applying the cycle of front end discoverythrough need, opportunity and finallyconcept

• The use of qualitative and quantitativeVoC tools in conjunction with commercialassessment and technical feasibility toselect and validate needs andopportunities.

David Hagopian, Senior Director, TechnicalInnovation – FORTUNE BRANDS, INC. &Geoff Waite, Vice President, SAGENTIA INC.

12:15 LuncheonWith a Special Presentation by Penny McIntyre, Senior Vice President of Marketing – Coca-Cola on “The Critical Role of Voice of the Customer at Coke”

Dessert will be served in the Expo Hall from 1:15pm – 1:30pm



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GENERAL SESSION

3:30 KEYNOTE PRESENTATIONGrowth as a Process at GEThe CMO of GE is responsible for driving sales and commercial excellence, globalizingthe company, and driving organic growth through new products and innovation. In thekeynote presentation, we will discuss all of the above, as well as how GE integratesimagination into their strategic process for growth.

Daniel HensonVice President & Chief Marketing Officer -GENERAL ELECTRIC

4:15 KEYNOTE PRESENTATIONDesign, Innovation and Value CreationWhirlpool Corporation is the $20B global leader in the appliance sector who hassuccessfully leveraged design as a core strategy to break out of the commoditystalemate that has typified the industry in the past. We will share examples of howdesign and innovation have created a cultural change at Whirlpool and a focus oncreating exciting, engaging products for our global brands and consumers.• How design is inextricably linked to brand and brand value creation• Importance of establishment and maintenance of visual brand equity• Role design and innovation play in shaping compelling consumer experiences• Examples of how design and innovation has impacted Whirlpool Corporation in a

positive manner• How design is the ‘front end of the front end’ for innovation

David Swift, President – WHIRLPOOL NORTH AMERICA

5:00 ACADEMIC FORUM: Developing New Breakthrough Business ModelsStrategy as Creating the FutureWe now live in an era of almost constant change where companies find that theirstrategies need almost constant redefinition-either because the old assumptions are nolonger valid, or because the previous strategy has been imitated and neutralized bycompetitors, or because technological developments and globalization offerunanticipated opportunities. Rooted in these premises, the strategic challenges fororganizations become: How do we identify the market discontinuities (e.g., fundamentalshifts in technology, customers, competitors, lifestyle/demographics, globalization,regulations, etc.) that could transform our industry? How can we create new growthplatforms with a view to exploit the market discontinuities? What kind of organizationalDNA must we have in order to anticipate and respond to changes on a continual basis?How do we execute breakthrough strategies?

Vijay Govindarajan, Professor of International Business & Director of Tuck’sCenter for Global Leadership at DARTMOUTH COLLEGE & Best-Selling Authorof “Ten Rules for Strategic Innovators – From Idea to Execution”

5:30 On the Roots of Dynamic CapabilitiesDynamic capabilities are rooted in a firm's ability to simultaneously exploit currentcapabilities as well as explore into new spaces. Yet those organizational characteristicsand leader behaviors associated with exploitation are fundamentally inconsistent withthose associated with exploration. This session will explore the paradoxical organizationdesign, cultural, and senior team processes and behaviors associated with effectivelyleading innovation streams. I will discuss streams of innovation at the business unit andcorporate levels of analysis.

Michael L. Tushman, Paul Lawrence Class of 1942 Professor of Management –HARVARD BUSINESS SCHOOL & Best Selling Author of “Winning throughInnovation: A Practical Guide to Leading Organizational Change and Renewal”

6:00 End of Main Day One - Networking in the Expo Hall to begin promptly at 6:00 pm

Charles Jones, Vice President, Global Consumer Design – WHIRLPOOL NORTHAMERICA

TRACK AInnovation StrategyTrack Chairs: Christina Hepner Brodie –PRTM & Andrew Kugler – Welch Allyn

TRACK BDesign ThinkingTrack Chair: Peter Lawrence – TheCorporate Design Foundation

TRACK CService Innovation in theFront EndTrack Chair: Jeneanne Rae - Peer InsightLLC & BusinessWeek On-line Columnist

TRACK DManaging the DiscoveryPortfolioTrack Chairs: Rita Pilate – Johnson &Johnson, Consumer & Jeff Stirrat - Ethicon

1:30 Strategy Development: AcceleratingInnovation Development withConfidenceAs our group develops concepts we oftenare saddled tremendous amounts of data,such as:• Research Data (e.g. competitive

information, ideation sessions, marketresearch)

• Business Requirements (e.g. user needs,financial, organizational & technical)

At the same time we as innovators, feel thepressure to quickly and confidentlycommercialize our product. • Instill confidence by generating options

that tie to key metrics (e.g. NPV,probability of failure)

• Generate bulletproof options byleveraging key human resources withinyour organization

• Accelerate development by choosing thebest strategy & anticipate roadblocksearly in development

• Plan effectively by creating a timelinethat allows for embarking on a strategyand quickly morphing into otherstrategies, until the product iscommercialized or laid to rest.

Charles Stunson, Senior Innovation Manager– SPRINT NEXTEL

Implementing Corporate InnovationStrategy through DesignSymbol is a forward-thinking company witha commitment to innovation and quality. Butdon’t just take our word for it. With tributesfrom business entities, design organizationsand IT associations, we stand out in theindustry. Our most recent honors are listedbelow:

2006 The Wireless Broadband Innovation Awards2006 named Symbol's Mobility ServicesPlatform (MSP) as the "Best Innovation inWireless Security Management." Symbolwas also a finalist in three other categoriesas well: "Best VoIP Product" (MC70), "BestEnterprise Wi-Fi Product" (WS5120) and"Best Enterprise Deployment (GovernmentOrganizations)."

2005 Fortune named Symbol one of “America’sMost Admired Companies” Microsoft Corp. gave Symbol the WindowsMobile Award for Innovation in Marketing forits marketing of the MC9000 family of mobilecomputers VAR Business Magazine gave SymbolPartnerSelect Program a “Five-Star Rating”

Alistair Hamilton, Vice President CorporateInnovation & Design - SYMBOLTECHNOLOGIES

Innovating From the Inside: How toBuild Your Own Innovation TigerTeamsEarlier this year BSkyB piloted a newapproach to innovation. The pilot took 9employees from different functional areas ofthe enterprise, taught them team,presentation and innovation skills, with thechallenge to come up with one good idea in12 days. The team then pitched their ideasfor development investment.

As a result five new service propositionswere launched into the development pipelinein the summer 2006. • Immersion: understanding customer

issues and opportunities• The human aspects of innovation: in an

enterprise you need innovation teams,not individuals

• Tiger teams: an executive dream teamand seed to upping the innovationquotient at our firm

• The role of HR: to drive a change inculture you need the support of your HRdepartment

• Executive sponsorship: how to gainexecutive sponsorship for an innovationpilot

George Mudie, Director of Customer &Interactive Technology – BRITISH SKYBROADCASTING LTD

Taking the Guesswork Out ofFinding Next Generation PlatformsThis presentation reviews a systematicapproach to identifying a holistic, consumer-centric, innovation/new platform strategy.The result is a strategy which integratesbrand positioning, technology focus areas,and an initiative pipeline. • Understand an overall process for

managing innovation strategy and newplatform development

• Discover a framework for integratingMarketing, Product Development andmanagement resources with a commoninnovation vision

• Learn how to leverage both qualitativeand quantitative consumer insight toolsto identify and validate new growthplatforms

• Review tools used to quantify therobustness of your company’s innovationportfolio

Eric W. Meyer, Director of GlobalNew Business Development -SUNNY DELIGHT BEVERAGESCOMPANY

KEYNOTE

2:15 Developing a BreakthroughInnovation Capability: LessonsLearnedCompanies are rapidly evolving their level ofsophistication in developing andcommercializing breakthrough innovations.Just a few years ago, strong maverickindividuals were primarily responsible forbreakthroughs their companies delivered,through rule breaking and senior sponsorsproviding air cover. No longer. Companies aredeveloping entire management systems thatwork with rather than against these individuals,thereby enabling breakthroughs over and over.• Breakthrough Innovation Capability:

Discovery, Incubation, & Acceleration• Each competency has its own mandate,

skills, processes and metrics• Senior leadership over the incubation

competency is crucial for thedevelopment of breakthroughs

• New roles are emerging in companies tohelp develop a new business creationmentality

• The degree of companies’ sophisticationin managing for the future

Michael Giersch, Vice President StrategicPlanning – IBM & Gina Colarelli O’Connor,Associate Professor and Director, RadicalInnovation Research Program, Lally Schoolof Management and Technology –RENSSELAER POLYTECHNIC INSTITUTE

Innovation through CustomerCentered DesignDesign executives from two leadingcompanies will describe how the front end oftheir innovation process is delivering highervalue results by including customerobservation and other research that istranslated and developed by design toachieve market success.

Moderator: Bruce Nussbaum, Assistant Managing Editor- BUSINESSWEEK’S INNOVATION &DESIGN COVERAGE

Panelists:

Sam Lucente, Vice President of Design –HEWLETT-PACKARDClive Roux, Senior Director - PHILIPSDESIGN

PANEL DISCUSSION

From Transactions to BrandsOver the past 10 years, Marriott Internationalhas transitioned from a lodging company toa brand company. Despite our serviceeconomy, services branding and experienceinnovation is still an emerging science andart.• Can an 80 year old company reinvent

itself to remain relevant in the 21stcentury?

• Can 150,000 employees be a nimbleteam?

• Do 3rd party real estate investors investin experience R&D?

• Can a 3000 hotel brand companycompete with boutique hotelentrepreneurs?

Mike Jannini, Executive VicePresident & General Manager, BrandManagement – MARRIOTTINTERNATIONAL, INC.

KEYNOTE The Biggest NPD Blunders of the20th Century: How to Avoid Makingthe Top 10 List in the 21st CenturyThis presentation will cover some of thebiggest failures in NPD R&D in the lastcentury as examples of best practices thatcan be used to avoid the same historicalmistakes this century. At the other end ofthe spectrum we will discuss magnificent"failures" that led to incredible productdevelopment. We will also touch on creatingproducts for which there is no discernablemarket, but which have revolutionized ourworld.• Lessons from the History Channel - The

Ten Biggest NPD “Blunders” of the 20thCentury

• Getting from "A Good Idea" to a "GreatProduct" - Establishing a CreativeCulture

• Found Money - Creating RevenueStreams from Intellectual PropertyCreated during NPD

• Managing Ideas - The "Leaky" Nature ofIntellectual Property

Kelly L. Frey, MS, JD, Shareholder – BAKERDONELSON BEARMAN CALDWELL &BERKOWITZ, PC

3:00 Networking Break - Located in the Expo Hall



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Main Conference Day Two: Friday, May 11, 2007

CONCURRENT TRACKS BEGIN. Feel free to go in and out of any session.

TRACK ALeadership & CultureTrack Chairs: Brenda Arnold – The ValvolineCompany & Karen Ann Lojeski – VirtualDistance International

TRACK BPartnering for InnovationTrack Chairs: Rebecca Seibert – Chemtura &Scott Boyce – Rohm and Haas

TRACK CInnovation Rebels: Learning FromNon-Fortune 500’sTrack Chair: David Kingsbury – RadarCommunications

TRACK DTools, Trends & AdvancementsTrack Chairs: Mary Ellyn Vicksta – Kimberly-Clark Corporation & Lorette Pruden –Inventive Strategies

11:15

Driving Sustained Innovation withProcess, Culture, & DisciplineBank of America realized that there was a limitto driving growth through acquisitions. Thechallenge was that past core growth rateswere not going to be sufficient to meet growthgoals. So how to build an innovation enginethat could be relied on to consistently delivergap closing growth and delight customers?Through a journey of introspection, analysis,design, execution and learning, Bank ofAmerica has developed an innovation enginethat is sustained by process, discipline andculture. Numerous innovations have resulted,as well as several breakout innovations suchas the Keep The Change ® card. In thisPresentation, Brad Rogers, SVP of Innovation& Product Excellence for Bank of America’sGlobal Wealth & Investment Managementbusiness, will discuss the process, tools andmethodologies employed to drive sustainedinnovation.• The journey to innovation; a multi-

generation roadmap• Practical application of tools, processes

and practices• Key lessons learned, obstacles

overcome and challenges ahead

Brad J. Rogers, Senior VicePresident Innovation & ProductExcellence – BANK OF AMERICA

KEYNOTE Innovate Anywhere, DeployEverywhereSchlumberger is focused on creating andnurturing an innovation culture thatdifferentiates its products and services in themarketplace, enhancing the value creationfor its customers.Schlumberger is a global oilfield servicescompany often recognized as the worldleader in the upstream exploration andproduction industry. In this, Schlumbergerrelies on skilled innovative people andleading edge IT, taking an open innovationapproach involving partners, academia, andan internal network of grass-rootsinnovators.• Innovation does not happen by itself: it

needs incubation and organizationalguidance

• Innovation requires visible organizationalcommitment, which includes time,resources, funding and messaging

• A community of innovators is critical tothe emergence of ideas from inside thecompany, but the role of the communityis not always obvious or easy to promote

• Geographical and cultural diversity, anda global presence, are enormousadvantages

Najib Abusalbi, Director Research &Innovation - SCHLUMBERGER

Oakley Innovation: Breaking All theRules & WinningOakley is not a typical company that has amarket cap of over $1 Billion, and ourinnovation does not follow the typicallyinnovation path. Everything from the officebuilding to the leaders of the company aredifferent, but somehow Oakley is at the topof its market. • Product development the Oakley way• The Oakley culture is a critical part of

the success• Maintaining core competencies and

focusing on our athletes• How to make a $40 million business in 6

months

Bill Malloy, International BrandManager, Electronics - OAKLEY

KEYNOTE What Gets Measured GetsInnovated: How to Drive Scalable &Sustainable Innovation with Metrics& TargetsThere is a high correlation between companieswith successful corporate innovation programsand the existence of well-defined innovationmetrics and targets, throughout theirinnovation process. Targets and metrics willdrive corporate innovation programs for theforeseeable future. • To be successful, innovation should be

managed like any other businessdiscipline by aligning corporate strategywith innovation program targets

• The Innovation Revenue Growth Gapshould be calculated for each division orbusiness unit

• Key metrics, measurement frequencyand targets should be agreed withmanagement at all levels of theorganization

• Innovation infrastructure is required toboost innovation pipeline activity, driveparticipation and measure targetachievement across divisions

• Innovation Process Metrics are leadindicators of innovation success

• The total Innovation Pipeline OpportunityValue should be at least 3-5 times theinnovation revenue targets

• Innovation Revenue should be definedand tracked over time

Mark Turrell, Chief Executive Officer –IMAGINATIK PLC** This is a sponsored session

12:00 Project B.I.G. – Building a CustomerCentric, Breakthrough InnovationCulture & CapabilityProject B.I.G. had its beginnings in Fall of2005 while we were discussing the need toachieve double digit growth organicallythrough innovation. Our innovation pipelinewas lacking breakthrough innovation so wedecided to change the way that we filled ourinnovation pipeline from a product-centric toa customer-centric approach.• Real world example of innovation culture

change• Evolution of a customer centric product

definition process to meet specificmarket needs

• Metrics that are useful to measureinnovation

• Application of learning from Front End ofInnovation 2006 conference

John Lynch, Ph.D., Director R&D –MILLIPORE CORPORATION

Partnering for Innovation at Kodak In the process of reinventing its business,Kodak has established a broad range ofpartnerships with other companies andorganizations. As the head of Kodak’sresearch operations and corporate Vice-president, Mr. Lloyd will speak about theability of successful partnerships to extendthe scope of internal research. With severaldecades of experience in printing andimaging industry, Mr. Lloyd will provideample anecdotes of successful and lesssuccessful strategies for buildingpartnerships.• Building a successful partnership• Common pitfalls• Stories of success (and disappointment)• Bargaining• Functions

Bill Lloyd, Chief Technical Officer &Senior Vice President – EASTMANKODAK COMPANY

KEYNOTE Engineering a Better Club – PING’sPath to Increased InnovationIn 2001, PING, Inc. found itself in acompetitive disadvantage relative toinnovation capacity and flow. Thispresentation will discuss the strategies thecompany employed to drastically increase itsperformance in this critical area.• Competitive Environment & Company

Background• Developing a Lean Product Development

Process• Proper Use of Technology• The Learning Environment Paradigm• PING’s Performance Gains

Daniel R. Shoenhair, Director, EngineeringBusiness Manager – PING, INC.

Leveraging the Internet to DriveInnovation-Focused MarketResearchThe increasing speed of business andshortened time-to-market cycles has madeinnovation a constant endeavor for marketers.Most concur that about 1 in 1000 productideas make it to market. To stay ahead,marketers need to either create more ideasmore quickly or improve the quality of earlystage product ideas to reduce the ratio neededto get a product to market. Market research(MR) can meet these accelerating needs, butonly through innovation in market research.• MR has failed the innovation community

by failing to be an innovative market itself• The internet has the potential to

revolutionize the MR industry• Traditional MR measures do not apply to

the innovation process as they necessarilyseek to compare to what is known

• No one yet has the answer as to how tobest measure and direct innovativenessat the leading edge

• Innovative new online research toolsintegrate sub-conscious thoughts andfeelings with conscious reactions

Chris Sensibaugh, Director of ConsumerInsights – NESTLE & Brendan Light, VicePresident Research Strategy & Development– BUZZBACK MARKET RESEARCH

7:15 Morning Coffee

8:00 Chairman’s Opening Remarks

GENERAL SESSION

8:15 KEYNOTE PRESENTATIONSustaining ‘Genuine Ingenuity’: Building Innovation into Product &Strategy Development in a Mature BusinessIn continual operation for over 160 years, Brunswick has invested that time in tirelesslyearning, building and reasserting a reputation for quality, innovation and shootingstraight. This is summarized in Brunswick’s tagline, ‘Genuine Ingenuity.’

In his keynote, Mr. McCoy will discuss some of the issues Brunswick, specificallyBrunswick Boat Group, faced as they crafted a structured approach to innovation.Highlights will include:• How to effectively blend the traditional, unstructured approach to innovation with a

more disciplined and predictable business process• How to solicit participation and support from all areas of the business—including

management, employees, partners, and customers• How to innovate in both product and business process

Dustan E. McCoy, Chairman & Chief Executive Officer – BRUNSWICK CORPORATION

9:15 BUSINESSWEEK’S CHAMPIONS OF INNOVATION FORUM – PART 2What is Top of Mind? (Continued)

Moderator: Jessie Scanlon Innovation & Design Editor -BUSINESSWEEK ONLINE

Innovation Champions:

Carol Pletcher, Chief Innovation Officer – CARGILLStephanie Barry, Director Global Innovation - WD-40Marissa Mayer, Vice President, Search Products & User Experience – GOOGLECheryl Perkins, Former Chief Innovation Officer – KIMBERLY-CLARK CORPORATION

10:30 Networking Break in the Expo Hall

10To Register: Call (888) 670-8200 • Fax (941) 365-2507 • E-mail [email protected]


© 2007 IIR

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TRACK ALeadership & CultureTrack Chairs: Brenda Arnold – The ValvolineCompany & Karen Ann Lojeski – VirtualDistance International

TRACK BPartnering for InnovationTrack Chairs: Rebecca Seibert – Chemtura &Scott Boyce – Rohm and Haas

TRACK CInnovation Rebels: Learning FromNon-Fortune 500’sTrack Chair: David Kingsbury – RadarCommunications

TRACK DTools, Trends & AdvancementsTrack Chairs: Mary Ellyn Vicksta – Kimberly-Clark Corporation & Lorette Pruden –Inventive Strategies

12:45 LuncheonDessert will be served in the Expo Hall from 1:45pm – 2:00pm

2:00 Improving Innovation Effectivenessthrough Entrepreneurial BootCampsAlcatel-Lucent Ventures (ALV) is a programresponsible for creating new businesses forAlcatel-Lucent and empowers teams withinnovative business ideas to bring newproducts to market for ultimate "acquisition"by Business Groups. A Venture Council (VC)with business and technology expertsevaluates periodically new businessproposals and identifies champions to driveinvestment. Entrepreneurial Boot Camps(EBC) are fast learning and training tracks,organized by Alcatel-Lucent University incollaboration with Business Schools,bringing together entrepreneurial people andideas with the aim to develop BusinessOpportunity Plans and defend them to VC’s.EBCs offer an alternative, structured andrelatively cheap way to bring new ideas withbusiness potential to the VC and create atrue entrepreneurial culture with actionableinnovations.• Entrepreneurial Boot Camps: Scope,

Objectives and Program• Role of Business Schools and Venture

Capitalists in EBCs: What, Why, Whereand How?

• Outcome and Lessons Learned of 2EBCs organized in 2006

• The HR aspects of Innovation throughEBCs: Impact of Dating Events, TeamBuilding, Networking and VirtualDistance

PETIT Guido, Director of Alcatel-LucentTechnical Academy – ALCATEL-LUCENT

Orbiting the Giant Hairball (AndLiving to Tell About It)Why is it important for a supplier of rawmaterials to connect with brand owners andconsumers? How is it done and whathappens when it's tried? Eastman'sInnovation Lab website and MaterialDifference sampling strategy are examplesof one company's efforts to orbit the gianthairball of corporate policy, conformity andstatus quo to deliver creativity and growthopportunities.• As Gordon Mackenzie writes in Orbiting

the Giant Hairball: "Orbiting isresponsible creativity – vigorouslyexploring and operating beyond theHairball of the corporate mind set…allthe while remaining connected to thespirit of the corporate mission"

• The success of Eastman's designinitiatives has come from "orbiting thegiant hairball" – doing things differentlyand doing things better

• The traditional value chain is beingreplaced by value constellations thatconsist of projects that revolve aroundideas and involve players who add thegreatest value

• For companies to be part of theseconstellations, they must demonstratethe ability to be creative and add value

Gaylon White, Director, Design IndustryPrograms - EASTMAN CHEMICALCOMPANY

Sponsored Session

This session is being led by HOTSPEX. Formore information as it becomes available,please visit our conference web site,www.frontendofinnovation.com.

The Wisdom of Crowds in the FrontEnd: A Market-Based Method toAnswer High-Stakes, High-RiskQuestions in Pursuing NewProductsCreating alternatives is easy, choosingamong them correctly is hard. The difficultyin making choices at the Front End is thatit’s often an apples-to-oranges comparison –and you’re not allowed to bite before youchoose. There are new market-basedtechniques, however, that make it possibleto get the best decision, without a lot ofresearch. Yazaki used just such an approachin a simulated Concept Auction to tap theexisting hidden knowledge throughout thecompany and make a choice among severalhard alternatives.• Markets are recognized as the best way

to see the future before it happens• There are practical market-based tools,

like the Concept Auction, that canroutinely inform high-stakes decisions

• You can find out not only what’spreferred, but also what’s risky, what’snot, what the organization supports, andwho knows best.

• Knowing what’s desired by the market isgreat, but knowing what’s supported bythe company – before launching aproduct – can save more than a career

Doug Burcicki, Senior Manager,Marketing & Product Management -YAZAKI NORTH AMERICA, INC.

KEYNOTE

2:45 Building Innovation ProcessesGloballyAs Yum Restaurants International (YRI)expanded its Pizza Hut & KFC brands, itshistorical reliance on the US businesses forbig innovation ideas ceased to be anefficient way to meet the evolving needs of agrowing and diverse international business.Embarking on the global rollout of a newstage/gate innovation process, it becameevident that a core need was to significantlyincrease the level and quality of both insightand idea generation that was taking place atthe front end of the process.

Faced with stretched resources and varyingdegrees of internal experience and externalexpertise, YRI needed to think differentlyabout how to establish a formal process forgenerating breakthrough ideas.• Dramatically and cost effectively

accelerate the idea generation process• Drive greater cross functional

collaboration and a shared responsibilityfor innovation

• Leverage new thinking skills used ininvention for insight generation

• Build a stronger linkage between insight& ideas

Marcus Burr, Vice President ConsumerInsight - YUM RESTAURANTSINTERNATIONAL & Joe Gammal, Principal–SYNECTICS, INC.

Confidential Open Innovation –Case Example from SurgicalProcedure InnovationOpen Innovation offers companies theopportunity to embrace ideas and inventionsfrom far outside their domain of operation.This free flow of information, however,comes at a price, often sacrificingconfidentiality and the ability to fully protectnew ideas. This case example introducesmethods and techniques to gain the benefitsof Open Innovation without sacrificingconfidentiality and intellectual propertyprotection.• A surgical procedure and device

challenge is explored that could not beaddressed by conventional user-focusedinnovation techniques

• Methods are introduced to allow broad-ranging experts from outside the medicaldomain to participate in innovationefforts without concern for confidentiality

• A problem and solution spaceabstraction technique is introduced toensure protection of intellectual propertyrights

• Demonstrated Confidential OpenInnovation results are presented thattranslate best practices from far outsidethe medical domain into proprietary andpatentable solutions

Gary B. McAllister, Director of R&D –DEPUY MITEK, INC. (a Johnson & JohnsonCompany) & Jeff Hovis, Managing Partner –PRODUCT GENESIS

Fostering Innovation in SmallBusinesses: The Role ofGovernmentSmall and medium sized companies are theengine of growth for the Irish economy andinnovation is the key to their success.However many do not operate using aformal stage gate process and have difficultyscaling down the processes of the largercompanies. This presentation will look athow the Irish government stimulates growththrough innovation. • The balance of capability and motivation

in insuring innovation occurs withinbusinesses

• Leveraging global best practices• Development of the skills necessary to

make innovation happen• Framework to integrate and enhance

regional service provision andcapabilities

• Lasting economic benefits of investing ininnovation

Dorothy Timmons, Manager, InnovationManagement Initiative – ENTERPRISEIRELAND

Using Enterprise Strategic DecisionManagement as a “Tool” to Drive InnovationA group of leading companies have bandedtogether to define international standards ofexcellence for Enterprise Strategic DecisionManagement (IEEE P1694 ESDM). Currentlyenterprises of all sizes have no frameworkfrom which to manage all the decisionsacross the organization and/or its roles. Thismakes it extremely difficult to understandhow any one decision sits in context withother decisions and to manage theconsequences of all the decisions acrossthe enterprise and over time. The ESDMdecision management framework alsoprovides the ideal framework forcollaboration and innovation. Ideation donein the context of one or more decisions isalways in a business context and providesthe idea path to innovative solutions acrossa broad spectrum.• The ESDM standard will improve value

creation through better decision quality,speed, consistency, clarity, executionand efficiency

• This decision framework will provide thecommon language and informationstructure to enable true collaborationacross the diverse roles

• This decision framework will enhanceinnovation and knowledge reuse andsupport proactive management in theface of growing complexity and constantchange

• ESDM will also facilitate the execution ofmajor programs, joint ventures andstrategic alliances

• Software tools have been created toassist individuals and teams in the use ofthe ESDM decision framework

Gary DeGregorio, Distinguished Member ofthe Technical Staff – MOTOROLA, INC.


Tracks continued...



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4:00 KEYNOTE PRESENTATION – PART 1Open Business Models: How to Thrive in the New InnovationLandscapeIn my previous work, Open Innovation, companies sought out external technologies andpushed out unused internal technologies based upon their fit with the company’sbusiness model. In this new book, I explore the implications of companies learning toinnovate their business models, not just their technologies. • A better business model beats a better technology • Not all business models are created equal: business models range from commodity

models to highly differentiated platform models • Managing intellectual property must be driven by the company’s business model,

which means that it is too important to be left to the lawyers • While many large companies would do well to become more open, some small

companies err on the side of being too open

Henry Chesbrough, Professor – UNIVERSITY OF CALIFORNIA, BERKELEY &AUTHOR

PANEL DISCUSSION – PART 2Open Innovation: A Leader’s View on the Challenges & Benefits ofDriving Change in Industrial R&DOpen Innovation has become a major theme for enhancing innovation to spur corporategrowth and also represents a major potential lever for improving R&D productivity. Listento leaders in the forefront of implementing Open Innovation talk about their motivations,the lessons learned, and the pros/cons of the accompanying culture change. • While competitive and market pressures have continued to force corporations to

improve productivity, gains in R&D productivity have remained elusive• After a period of retrenchment and restructuring, corporations have again been looking

for innovation to spur growth• Open Innovation has presented the biggest potential lever for dramatically increasing

innovation and improving R&D productivity at the same time• Open Innovation requires a dramatic new approach to innovation and a major culture

change in the R&D organization• How do corporations achieve this culture change in a successful way?

Moderator: Stephen Socolof, Managing Partner - NEW VENTURE PARTNERS LLCParticipants:Todd Abraham, Chief Technology Officer – KRAFTDavid Yaun, Vice President, Corporate Communications - IBM

ACADEMICS, AUTHORS, & GURUS

Author – Rob Shelton, “Making InnovationWork”

BusinessWeek – Bruce Nussbaum,Assistant Managing Editor, Innovation &Design Coverage

BusinessWeek Online – Jessie Scanlon,Editor, Innovation & Design Coverage

Dartmouth College – Vijay Govindarajan,Professor of International Business, Directorof Tuck’s Center for Global Leadership &Author “Ten Rules for Strategic Innovators –From Idea to Execution”

Harvard Business School – Michael L.Tushman, Paul Lawrence Class of 1942Professor of Management & Author“Winning through Innovation”

Making Innovation

Northeastern University – Gloria Barczak,Professor of Marketing & New ProductDevelopment

Northeastern University – Harry West,Executive Professor

Northeastern University – Marc H. Meyer,Matthews Distinguished UniversityProfessor of Entrepreneurship & Innovation& Author “The Power of Product Platforms”& “The Fast Path to Growth”

Rensselaer Polytechnic Institute – GinaColarelli O’Connor, Associate Professor &Director, Radical Innovation ResearchProgram

Stevens Institute of Technology – PeterKoen, Associate Professor, Wesley J. HoweSchool of Technology Management

Think Like a Genius – Todd Siler, Ph.D.,Head of Innovation & Author “Think Like aGenius”

University of California, Berkeley – HenryChesbrough, Executive Director, Center forOpen Innovation & Author “OpenInnovation” & “Open Business Models”

X-Prize Foundation – Peter Diamandis,Chairman & CEO

AUTOMOTIVE & AEROSPACE

Harley-Davidson – Lara Lee, Vice Presidentof Enthusiast Services

Raytheon – Dr. Hugo Poza, Former SeniorVice President, Homeland Defense

Yazaki NA – Doug Burcicki, SeniorManager, Marketing & Product Management

CHEMICALS

Eastman Chemical Company - GaylonWhite, Director Design Industry Programs

SOLUTIONS PROVIDERS &THOUGHT LEADERS

BuzzBack - Brendan Light, Vice President,Research Strategy & Development

Hotspex – Richard Ng, Vice President ofResearch and Analytics

Imaginatik plc – Mark Turrell, CEO

New Venture Partners – Stephen Socolof,Managing Director

Product Development Consulting, Inc. –Sheila Mello, Managing Partner & Principal

Product Development Consulting, Inc. –Wayne Mackey, Principal

Product Genesis – Jeff Hovis, ManagingPartner

PRTM – Bill Lay, Director

PRTM – Mark Deck, Director

Sagentia Inc. – Dan Edwards, Director ofInnovation & Technology Management

Sagentia Inc. – Geoff Waite, Vice President

Sagentia Inc. – Simon Karger, Director ofInnovation & Technology Management

Synectics – Joe Gammal, Principal

The Institute for Lean Innovation – BartHuthwaite, Founder

Virtual Distance International – KarenSobel Lojeski, Ph.D., CEO

COMMODITIES

Cargill – Carol Pletcher, Former ChiefInnovation Officer

Schlumberger – Najib Abusalbi, DirectorResearch & Innovation

CONSUMER GOODS & CONSUMERPACKAGED GOODS

Coca-Cola – Penny McIntyre, Senior VicePresident of Marketing

Fortune Brands, Inc. – David Hagopian,Senior Director, Technical Innovation

Hannaford Bros. Co. – Tod Pepin, VicePresident of Center Store Merchandising

Hill’s Pet Nutrition – Letesa Isler, AssociateDirector, Category Innovation Center

Kimberly-Clark Corporation – CherylPerkins, Former Chief Innovation Officer

Kraft – Todd Abraham, Chief TechnologyOfficer

Mars, Inc. – John Helferich, Former SeniorVice President of R&D

McNeil Nutritionals – Dondeena G.Bradley, Ph.D., Director of StrategicMarketing

Nestle – Chris Sensibaugh, Director ofConsumer Insights

Sunny Delight Beverages Company – EricW. Meyer, Director of Global New BusinessDevelopment

WD-40 – Stephanie Barry, Director of GlobalInnovation

Whirlpool NA – Charles Jones, VicePresident, Global Consumer Design

Whirlpool NA – David Swift, President

ELECTRONICS

General Electrics – Daniel Henson, VicePresident & Chief Marketing Officer

Oakley – Bill Malloy, International BrandManager, Electronics

Philips Design – Clive Roux, SeniorDirector

GOVERNMENT

Enterprise Ireland – Dorothy Timmons,Manager, Innovation Management Initiative

HOSPITALITY, ENTERTAINMENT, & TRAVEL

British Sky Broadcasting Ltd – GeorgeMudie, Director of Customer & InteractiveTechnology

Harrah’s Entertainment Inc. – GaryLoveman, Chairman, President & ChiefExecutive Officer

Marriott International, Inc. – Mike Jannini,Executive Vice President & GeneralManager, Brand Management

Yum Restaurants International – MarcusBurr, Vice President of Consumer Insights

MANUFACTURING

Brunswick Corporation – Dustan E.McCoy, Chairman & Chief Executive Officer

Freescale Semiconductor, Inc. – Val M.Arris, Business Operations, TechnologySolutions Organization

Millipore – John B. Lynch, Ph.D., Directorof R&D

PING, Inc. – Daniel R. Shoenhair, DirectorEngineering Business Manager

Symbol Technologies – Alistair Hamilton,Vice President Corporate Innovation &Design

PHARMACEUTICALS, HEALTHCARE,& MEDICAL DEVICES

3M Pharmaceuticals – Joe Dellaria, LeadResearch Specialist

Depuy Mitek, Inc. – Gary B. McAllister,Director of R&D

SERVICES

Bank of America – Brad J. Rogers, SeniorVice President, Innovation & ProductExcellence

Citigroup – Amy Radin, Chief InnovationOfficer

Citigroup Global Consumer Bank – AlexisP. Goncalves, Director of Quality Intelligence

Google – Marissa Mayer, Vice President,Search Products & User Experience

Hewlett-Packard Services Worldwide –Craig A.A.P. Samuel, Chief KnowledgeOfficer

TECHNOLOGY & HIGH-TECH

Eastman Kodak Company – Bill Lloyd,Senior Vice President & Chief TechnicalOfficer

Hewlett-Packard – Sam Lucente, VicePresident of Design

IBM – David Yaun, Vice President CorporateCommunications

IBM – Michael Giersch, Vice PresidentStrategic Planning

Microsoft – Dan Rasmus, Director ofInformation Work Vision

Microsoft Research – Bill Buxton, PrincipalResearcher

TELECOMMUNICATIONS

Alcatel-Lucent – PETIT Guido, Director ofAlcatel-Lucent Technical Academy

Motorola – Gary DeGregorio, DistinguishedMember of the Technical Staff

Sprint Nextel – Charles Stunson, SeniorInnovation Manager

OTHER

Baker Donelson Bearman Caldwell &Berkowitz, PC – Kelly L. Frey, MS, JD,Shareholder

SPEAKER REPRESENTATION & INDUSTRY MIX

GENERAL SESSION

OPEN INNOVATION FORUM

5:15 Conference Adjourns

FROM THE PRODUCERS OF FRONT END OF INNOVATION…

SAVE THE DATEFor PDMA & IIR 2007 Conferences

Please visit our event web sites for updates as they become available

10th AnnualVoice of the CustomerDecember 3-5, 2007Scottsdale, AZwww.iirusa.com/voc

12th AnnualStrategic & Operational PortfolioManagementFebruary 26-28, 2007Clearwater Beach, FLwww.iirusa.com/portfolio



© 2007 IIR

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LET’S DO IT AGAIN!ATTENTION DOCTORAL STUDENTS – THE 5th ANNUAL

FRONT END OF INNOVATION DOCTORAL TRAVEL SCHOLARSHIP IS BACK!

SEIZE THE OPPORTUNITY • EXPLORE THE REAL WORLD • PROGRESS IN YOUR STUDIES

“Congratulations on a successful, inspiring and wonderful conference! And thank you and the sponsors forallocating slots for Ph.D. students. I found the conference illuminating… and from talking to the other scholarshipwinners, I know they feel the same.” - Gary R. Schirr, Ph.D. Student – University of Illinois, Chicago, 2006 winner

“I would like to thank you for the chance to participate at the Front End of Innovation conference and yourorganizational work. I really enjoyed the trip and found the conference very useful. I got a lot of inspirations for myfurther work.” - Melanie Müeller, TUM Business School, 2006 winner

Entry Requirements for Participants:Applicants should be currently enrolled in a program of doctoral studies with aconcentration in the management of technology or innovation. Preference will be givento those who are in the process of formulating a dissertation proposal or who will bedoing so in 2007.

Program:The Front End of Innovation conference will be held in Boston beginning onWednesday, May 9th with four (4) pre conference workshops and two (2) multi-speaker interactive symposiums. The main portion of the conference will occur onThursday, May 10th and Friday, May 11th. It is anticipated that participants wouldattend the 3-day conference, including one morning and one afternoon pre-conworkshop or symposium on May 9th only.

Fees, Expenses and Financial Assistance:IIR will pay for airfare expenses up to $500.00 USD, 3 nights lodging for theconference (Tuesday through Friday only) at the Sheraton Boston Hotel, and will waivethe $3,390 conference fee for the 5 best-qualified applicants. Applicants will beevaluated and selected by prominent academics in the PDMA based on theiracademic achievements, including publications and conference presentations. Failureto attend the Conference will require payment of the $3,290, total value of theconference registration fee plus two workshops or symposium.

Applications:An application consists of the following four (4) documents – Submitted via a traceableform of mail to Sabina Gargiulo, Senior Conference Producer, The Institute forInternational Research, 708 Third Avenue, FL. 4, New York, NY 10017, no later thanFriday, March 30, 2007.

1. A letter (no more than 2 pages) requesting the scholarship, including your mailingaddress and your e-mail address and telephone number where you can be reached.The letter of application should describe the applicant's qualifications, academicachievements (e.g. publications, presentations, etc.), research interests, and thepresent and planned topic/progress in the applicant’s doctoral studies program, andwhy this conference is of interest to them.

2. A current resume

3. A biographical sketch not to exceed 100 words, to include the name of yourCollege/University, and your up-to-date information

4. A statement from the Dean, or an equivalent university official, indicating that theapplicant is a student in good standing in a doctoral program.

Applications will be considered only when all four required documents above arereceived by Sabina Gargiulo, Senior Conference Producer of the 5th Annual Front Endof Innovation event, so it is advisable to apply early!

Sabina Gargiulo will notify all selected applicants by Friday, April 20, 2007, with allrelevant information on attending the conference. Please understand that we receivehundreds of responses to this scholarship, and so it is impossible for us to follow upwith all applicants on selection status. If you have not heard back by the date statedabove, feel free to follow up with Sabina Gargiulo via e-mail at [email protected].

Congratulations to Last Year’sPh.D. Student Travel ScholarshipWinners:• Erika E. Harden, Rutgers University – USA

• Joshua Herschel Johnson, Vanderbilt University –USA

• Gary R. Schirr, University of Illinois, Chicago – USA

• Melanie Müeller, TUM Business School – Germany

• Helder Sebastiao, University of Oregon – USA

The Product Development & Management Association (PDMA) and the Institute forInternational Research (IIR) are proud to once again present – the Front End of InnovationDoctoral Travel Scholarship. The main objective of this scholarship is to enable Ph.D.students, across the country and abroad, thechance to:

• Gain insight from both an academic and practitionerperspective into the key issues in the Front End ofInnovation by attending the PDMA & IIR co-sponsored Best Practice conference

• Meet leading research scholars and practitioners inthe field so they can discuss their research interests

• Develop further interest in this area so that they maychoose it as an area of research

Application Deadline: Friday, March 30, 2007



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CALLING ALL PRODUCT/SERVICE DEVELOPERS, MARKETERS, STRATEGISTS, DESIGNERS & BUSINESS LEADERS!

LEAVE WITH A TEAM PERSPECTIVE…No One Business Unit Owns the Process and Managing the Front End of Innovation Should be a Shared Responsibility!

Our 2007 Front End committee is dedicated to ensuring you leaveus with a better understanding of the front end of innovation as aformal process and discipline in early stage new product and servicedevelopment work. Overcome the hurdles that get in your way! We

encourage you to bring your entire team to the event so that a goodcross-fertilization of learning can be shared. Remember…this is avery comprehensive conference with lots to do and see. You can’tbe in more than one place at a time.

The Product Development and Management Association(PDMA) is the premier worldwide resource for professionaldevelopment, information, collaboration and promotion ofproduct development and product lifecycle management.

Founded in 1976, the PDMA membership is over 2,200 product developmentprofessionals and academics from all sectors of the economy in over 39 countriesworldwide.

The mission is to improve the effectiveness of individuals and organizationsin product development and management. This mission includes facilitating thegeneration of new information, helping convert this information into knowledgethat is in a usable format, and making this new knowledge broadly available tothose who might benefit from it. PDMA uniquely accomplishes its mission inmany ways; among them:• National conferences• A network of 20 chapters across the USA, and a strong UK/Ireland affiliate• Regional and local conferences and meetings• Award-winning publications• Awards for achievements in new product development • Sponsored research• Body of Knowledge• Certification as a New Product Development Professional (NPDP)• Certification education and training

While most professional associations are vertical organizations specializing in oneindustry or one function, PDMA’s membership and sphere of influence is horizontaland multifunctional, as is the current state of the new product field. This uniquecharacteristic allows PDMA to address innovation management issues in the sameway as multifunctional new product development teams do in practice.

KEY PDMA BENEFITS INCLUDE:• Subscription to the Journal of Product Innovation Management and its quarterly

magazine, Visions• Meet new product development professionals throughout the world• Specific practical guidance in a variety of new product development theory and

new practices for the manufacturing and service industries• PDMA chapters in many major cities. To learn more about the New England

chapter or to become a member, please visit www.pdmanewengland.org

For Additional Membership Information Call: 800-232-5241 or visit us atwww.pdma.org

PDMA New Product Development Professional (NPDP)Certification NPDP Certification confirms mastery of new product developmentprinciples and best practices, enabling better job performance and

helping corporations identify those with knowledge and experience to move into aleadership position. To qualify for NPDP Certification, candidates must meet thenecessary criteria in education, experience and knowledge. Once you haveobtained your NPDP Certification, you can maintain and expand your professionalknowledge by acquiring sixty (60) Professional Development Hours (PDH) toqualify for recertification every three years. Your attendance at each full day ofthis conference contributes to eight (8) PDHs towards your NPDPrecertification.

For more information on NPDP Certification, call 800-232-5241 or visit the PDMAwebsite at www.pdma.org/certification.

Industry Function

Consumer Product ManufacturersHealthcare/PharmaceuticalsBusiness ServicesIndustrial ManufacturingChemicalsInsurance/Banking/FinanceComputer Hardware/Software/ServicesConstruction

Innovation/Strategy/IdeationMarketing/Market Research/Market InsightsBusiness DevelopmentProject/Portfolio/Product ManagementEngineeringProduct DevelopmentResearch & DevelopmentIT/TechnologyBusiness AnalysisArchitectureBrand Management & DesignOther

ElectronicsEnergy & UtilitiesEducation & Membership OrganizationsTelecommunicationsOtherAerospace & DefenseAutomotive & TransportEngineeringRetail

Who You Can Expect To Meet…C-Level/Presidents, Vice Presidents, Sr. Manager/Managers, Sr. Director/Directors, Group Leaders, Analysts and/or Specialists in the following industries and have one of the job functions below…

PDMA MEMBER DISCOUNTAre you a PDMA member? Save an additional $100

Avoid Making the TOP 10 Biggest NPD Blunders of the 21st Century list!

At the 5th Annual Front End of Innovation, conference attendees will have the opportunity to:

• Evoke the full value and potential of the HUMAN SPIRIT and the ENTREPRENEURIAL MINDSET and their effects on theIDEATION process

• Tap into the least used and the least understood element of the front end & harness the true power of DESIGN THINKING

• Identify the key levers that forcefully drive success in SERVICE INNOVATION

• Break out of the Industrial Age and into the DIGITAL AGE by working more efficiently (on both a local and global basis) –VIRTUAL teaming is the key in R&D

• Go above and beyond the front end of innovation in new product development and apply key learnings here to both BUSINESSMODEL INNOVATION and OPERATIONAL INNOVATION

• Foster and encourage innovation outside the organization to jumpstart the process – dive deep into OPEN INNOVATIONmethodologies and PARTNERING for INNOVATION best practices

• Form the right TEAMS, with the right people that work on the right projects at the right time – every time!

• DISCOVER the VOICE of the CUSTOMER – understand where your customer has an issue, and where there are opportunitiesfor innovation

• MEASURE the performance of your front end with metrics that matter

KEY DELIVERABLES

Have a group of 7 or more? Get the VIP treatment on-site!

Innovate, with its editorial sweep ranging from history and society toneuroscience and business, provides penetrating analysis of howinnovators and pioneers convert great ideas into successfulorganizations. From global icons, Toyota and Nokia, to American

giants, Microsoft and Google, the magazine unpeels the thinking and creativity that enableenterprises to be global winners in an increasingly competitive environment.

The Institute for Innovation & Information Productivity researchesand develops global productivity metrics more appropriate to theInformation-Age - and to explore and define the influence of technologyand innovation that will uncover ways to measure the productivity ofinnovation.

Technology Review, MIT's Magazine of Innovation, is published byTechnology Review, Inc., an independent media company owned byMIT. Founded in 1899, Technology Review describes emergingtechnologies and analyzes their impact on business and leaders

who are shaping markets and driving the global economy. Technology Review, Inc. alsoproduces live events such as the Emerging Technologies Conference and a website,TechnologyReview.com, which offers daily news and opinion on the groundbreakingtechnologies of tomorrow. (73 words)

Fast Company sets the agenda, charting the evolution of businessthrough a unique focus on the most creative individuals sparkingchange in the marketplace. By uncovering best and “next”

practices, the magazine helps a new breed of leader work smarter and more effectively.

Fast Company empowers innovators to challenge convention and create the future ofbusiness. www.fastcompany.com



SPONSORS

EXHIBITORS

OFFICIAL PUBLICATIONS

MEDIA PARTNERS

THIS IS THE PLACE TO BE…SO GET READY!PROMOTE YOUR ORGANIZATION AT THE FRONT END CONFERENCE & MAXIMIZE YOUR EXPOSURE AS AN INDUSTRY LEADER!SPEAK…SPONSOR…EXHIBIT…NETWORK!As a business to business professional, you recognize how challenging it is to navigate throughto the actual decision-maker. Our premium priced events attract attendance by top levelprofessionals across industries across functions.

IIR prides itself on delivering the highest quality content, focusing on business strategy, marketshare and brand performance.

We guarantee:1) Custom designed packages to match your budget and marketing objectives2) Face-to-face interaction and networking with top decision makers in a low pressure

environment

3) Opportunities to demonstrate your expertise through non-commercial presentations4) Extensive brand exposure through promotion of your company within an extensive integrated

marketing campaign 5) Positioning above your competition 6) Strategically designed exhibit areas for optimum traffic7) Access to post-conference feedback

Our attendees seek your products and services. Together we can provide them with a one-stop-shop for all their marketing and business needs. Contact Deborah Hatcher, Sales TeamLeader at 212-661-3500 ext. 3188 or email [email protected] to reserve your spot today.

© 2007 IIR

Holdings,Ltd.

BuzzBack Market Research, headquartered in New York, NY, providescreative, full-service online market research solutions. We’ve harnessed thepower of the Internet to reinvent market research, keeping you betterconnected with consumers and ahead of the competition. Our suite of

innovative, web-based tools helps you to dig deeper, and provides more meaningful results, whilecutting both costs and timing throughout the entire development cycle. Visit www.buzzback.com

Imaginatik is the number one provider of Innovation Infrastructure tothe world's leading companies. More than 150 clients rely onImaginatik's software, consulting and research to enable their best-of-

breed Innovation activities. Imaginatik's flagship solution, Idea Central, is designed to elicit ideasand insights from employees and extended enterprise partners, provides a shared collaborativespace to develop ideas, and is equipped with sophisticated tools to evaluate and select the topideas for implementation. Idea Central has won numerous awards and is in use in clients such asHewlett-Packard, Pfizer, Cargill, Georgia-Pacific, Cadbury Schweppes,W.R. Grace, Bayer AG,and Goodyear Tire & Rubber to name a few. Imaginatik’s software and consulting services havehelped clients discover significant sources of additional revenue, as well as tangible cost savings,process improvements and increased product pipeline. Imaginatik is also committed todeveloping strategic solutions in the field of innovation, working with academic institutions suchas the London Business School and the Cass School of Business, London, as well as leadingpractitioners of corporate innovation. Visit www.imaginatik.com

Innovare focuses the creativity in your organization and inspiresinnovation. We provide custom market research, voice of thecustomer, creative facilitation, front-end process consulting, and team

training. We use best practices to help our clients build the knowledge foundation, businesssystems, and climate for sustained innovation that drives business growth. Visit www.innovare-inc.com

Hotspex is a full service market research firm that leveragestechnology to uncover the consumer insights that help companiesbecome more successful with innovation. Our suite of proprietaryresearch methods and processes result in faster time to market,lower product development costs and improved new productsuccess rates. www.hotspex.com

Hype Softwaretechnik is Germany's leading supplier of idea managementsoftware for new product development. With more than 50 installations, ourflagship software solution, HypeIMT, supports global leaders such as BASF,DaimlerChrysler, and Siemens, as well as many medium-sized companies,in managing the early stages of the innovation process.

Exceptional flexibility and ease of customization, the hallmarks of HypeIMT, yield three majorbenefits:

• Fast and cost-effective enterprise-wide implementation

• Controlled change management to avoid costs and delays associated with changes in theinnovation management process

• Customized, business-unit-specific, front-end functionality that still retains the benefits ofsharing ideas across organizational boundaries

In addition, Hype Softwaretechnik’s innovative pay-as-you-go pricing plans are not based on thenumber of users, making HypeIMT an attractive choice for clients of all sizes. Visit www.hype.de

Product Development Consulting, Inc. (PDC) is an internationally recognizedproduct development consulting firm that helps clients optimize processesthroughout the product life cycle, from strategy and product definition to portfoliomanagement to product retirement. Fortune 500 and other high-growth companieslook to PDC for an approach that yields measurable and lasting improvement. Authorof the new book, Value Innovation Portfolio Management, (J. Ross Publishing) and

the best-selling Customer-Centric Product Definition. Visit www.pdcinc.com

Product Genesis is a Strategic Innovation consulting firm dedicatedto providing best-in class service to a select client base. Our groupcombines its expertise in technology with state-of-the-art emergingmarket, user needs, and business analysis to sharpen the strategicand tactical moves of our clients. Since being spun out of the MIT

Innovation Center in 1986, the principals at Product Genesis have worked with Global 1000clients to develop a systematic and analytical approach to delivering customized, high impact,technology-based innovation. www.productgenesis.com.

Sagentia is a global technology management and product developmentcompany. Established in 1986, our unwavering commitment to

innovation has led to the launch of new technologies, services and breakthrough products thathave helped change the basis of competition for our clients. We operate in six global marketsectors: chemicals, materials & energy, consumer products, industrial products, medical, publicsector, telecom and media. In each of these we assist business leaders and policy makers tocreate strategies for technology, innovation and growth. Sagentia employs more than 200 staffand has offices in six locations worldwide. www.sagentia.com

Synectics, inc., Inc. Briefly, we are in the newness business. We are aninternational consulting firm (9 countries, 7 languages) specializing increativity and innovation. We help clients generate, develop andimplement innovative solutions in areas of focus such as:

• Vision and Strategy Planning

• New Product and Market Development

• Gaining and Leveraging Customer Insight

• Business Process Innovation

• Infusing Innovation Capability Into an Organization

• Business Issues where Fresh Thinking and Collaboration are Important

We serve as consultants, innovation facilitators and catalysts with our clients to develop newsolutions, as trainers to help imbed skills in the organization and as coaches and consultants tohelp design and implement ways to foster greater creativity and innovation. Visitwww.synecticsworld.com

The Institute for Lean Innovation is the home of the Innovation CUBE. TheCUBE replicates the dynamics of innovation, integrating them into a repeatableprocess. The CUBE was developed by Bart Huthwaite, Sr., founder of theInstitute, during his work with thousands of project teams over the past 25years. www.leaninnovation.org

FEI’ers…Get Ready. Get Set. Start Blogging!You said you wanted more networking and a way to connect with attendeesprior to and after your Boston experience. You said you wanted a tool to helpyou to learn more about the front end and the topics addressed at theconference. You said you wanted to find out about event specifics, speakers,and updates as soon as they became available. WE HAVE FOUND THESOLUTION FOR YOU! Visit our web site and log on to THE Front End ofInnovation conference blog. We promise great dialog, content, and FUN!

www.frontendofinnovation.com

DISCOUNT OPPORTUNITIES ARE AVAILABLE NOW!As this is THE must-attend Front End of Innovation event of the year, we would like to offer youthe opportunity to receive a discount. You are eligible if:

• You are a PDMA Member

• You are sending a group of people from your company*

• You are either an academic or government employee

• You are referred by a speaker on the program (must have a valid priority code)

* Groups must register at the same time and no two discounts may be combined. ContactAloycia, [email protected] for more information

Do You Want Special VIP Treatment at Front End Next Year?• Don’t wait on long lines at on-site registration

• Receive a special gift when you check in

• Attend the “Breakfast of Champions” meet & greet on Thursday, May 10th

• Debrief with your team in a dedicated VIP conference room on-site at the event hotel**

• Reserved seating at lunch and in the general session conference room

• Receive a 20% discount off the standard and on-site price

Just send a team of 7 or more and your company will qualify for all of the above!*

*Groups must register at the same time and no two discounts may be combined.

**Groups must schedule the day and time of their debrief in advance with the Front End Staff. Team debriefs cantake no loner than two hours at a time. Multiple debriefs are permitted providing there are no other scheduledmeetings during the times requested. E-mail Kim Karagosian at [email protected] to schedule your team’sdebrief.

About Our Venue…Nestled in charming and historicBack Bay, the Sheraton BostonHotel is in close proximity toBoston's Logan Airport, theFinancial District, DowntownCrossing, the scenic Charles River,many of Boston's favorite shops,restaurants, and museums, andonly one block from famous

Newbury Street. The hotel is also conveniently connected to the HynesConvention Center and to 200 shops at the Prudential Center andCopley Place Mall, featuring a wide variety of fine retail establishments.Restaurants offering every type of cuisine and setting are alsoavailable, including Top of the Hub Restaurant on the 52nd floorof the Prudential Building with sweeping views of the Bostonskyline.

Five EASY ways to register:

FAX (941) 365-2507PHONE (888) 670-8200 or internationally at

(941) 951-7885 MAIL Customer Service - IIRNY

P.O. Box 3685Boston, MA 02241-3685

EMAIL [email protected] www.frontendofinnovation.com

Your registration for attending the 5th Annual Front End ofInnovation conference includes:• Full conference presentations in electronic format and

speaker handouts* • Morning coffee, luncheons and refreshments• Networking opportunities• Book Store admittance• Exhibit hall admittance

*Please note that we do try our best to secure all of thepresentations from our speakers for you. Occasionally,the distribution of presentation materials is prohibited bythe speaker or their respective company. Thank you foryour understanding.

PAYMENTSPayment is due within 30 days of registering. If registeringwithin 30 days of the event, payment is due immediately.Payments may be made by check, Visa, MasterCard,Diners Club, Discover or American Express. Please makeall checks payable to the “Institute for InternationalResearch, Inc.” and write the name of the delegate(s) onthe face of the check, as well as our reference code:M1904. If payment has not been received prior toregistration the morning of the conference, a credit cardhold will be required.

GROUP DISCOUNTS AVAILABLE NOW!Group Discounts are Available - Send Your Whole Team!Contact Aloycia Bellillie at (212) 661-3500 ext. 3702.Please note that groups must register at the same time inorder to receive the applied discount.

DATE & VENUEMay 8 - 11, 2007Boston Sheraton Hotel39 Dalton StreetBoston, MA 02199Ph: 617-236-2000* This number is for general information only

HOTEL & TRAVELAll hotel bookings should be made through The GlobalExecutive’s Internet booking site. Please visitwww.globalexec.com/iir to make your reservation. If youdo not have Web access, or need additional assistance,please call The Global Executive at (800) 516-4265 or(203) 431-8950 or send them an email [email protected]. Please note that if you do notmake your reservation through The Global Executive, youmay not receive our special negotiated discounted price.

CANCELLATIONSShould you be unable to attend for any reason, pleaseinform IIR IN WRITING 10 business days prior to theevent and a credit voucher for the full amount will beissued. If you prefer, a full refund less a $395 non-refundable deposit will be issued. No refunds or creditswill be given for cancellations received after 10 businessdays prior to the event.

Substitutions of enrolled delegates may be made at anytime. Please indicate upon registration whether you areeligible for a discount. No two discounts can becombined. If, for any reason, IIR decides to cancel thisconference, IIR does not accept responsibility forcovering airfare, hotel or other costs incurred by theregistrants. Program content subject to change withoutnotice.

Any disabled individual desiring an auxiliary aidfor this workshop should notify IIR at least twoweeks prior to the workshop.

CONFERENCE DRESS CODECasual and comfortable attire is suggested. Werecommend bringing a sweater, as the conference roommay be cool.



© 2

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IIR H

oldi

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Ltd.

Pricing Register by Feb. 9th

Register byMarch 16th

Register by April 13th

Standard & On-Site

Conference Plus Symposia Day $2,990 $3,090 $3,190 $3,290

Conference Only $2,095 $2,195 $2,295 $2,395

You can add one, two, or three workshops to a package above

Add 1 Workshop (in addition to the feeabove selection)

$450

Add 2 Workshops (in addition to the feeabove selection)

$800

Add 3 Workshops (in addition to the feeabove selection)

$1,200

5th Annual

Transforming Potential Into Reality: Where the Greatest Minds in New Product Innovation GET INSPIRED



5th Annual Front End of Innovation conference Registration Form:

Please complete and return this entire form to:

Fax (941) 365-2507

Call (888) 670-8200 or (941) 951-7885

Mail Institute for International Research, New York

P.O. Box 3685

Boston, MA 02241-3685

Email [email protected]

Internet www.frontendofinnovation.com

Please register the following delegate(s) for the 5th Annual Front End of Innovation conference

(please photocopy this form for additional delegates)

Name____________________________________________Title _________________________________

Company______________________________________________________________________________

Approving Manager_____________________________________________________________________

Address____________________________________________________________City________________

State______________________________________Zip/Postal code______________________________

Country______________________________Phone___________________________________________

Fax____________________________________Email __________________________________________

Please charge my credit card

❑ Visa ❑ MasterCard ❑ Discover ❑ American Express ❑ Diners Club

Card number___________________________________________________exp. Date________________

Signature_______________________________________________________________________________

❑ Payment enclosed ❑ Please bill my company P.O. #_____________________________________

Choose your Front End of Innovation experience:

❑ Conference only (M1904C)

❑ Conference plus Symposia (M1904B1)

May 9th Symposia will Include any session in: A Playbook for Global Innovation or

Realizing the Potential of Ideas & Their Possibilities (see pgs 5 & 6 for details)

Which Pre-Conference Workshops would you like to add on?

Available Half-Day Workshops:

❑ May 8th PM - Front End of Innovation PRIMER (M1904B2)

❑ May 9th AM - Increasing Innovation ROI through Business Model & Operational Innovation

(M1904B3)

❑ May 9th AM - InnovationCUBE™ (M1904B4)

❑ May 9th PM - Partnering in Innovation Driven by Voice of the Customer (M1904B5)

❑ May 9th PM - Innovating in the Digital Age (M1904B6)

❑ I am a PDMA member and qualify for a $100 discount*

❑ I am a Government employee or Academic and qualify for a 30% discount off the standard rate*

* See Conference pricing on page 15 for details and no two discounts may be combined.

EXHIBITIONS & SPONSORSHIPS

Please send me more information on: ❑ Exhibitions ❑ Sponsorships

If you are receiving multiple mailings, have updated information or would like to be removed from

our database, please call 212- 661-3876. Or fax this brochure to (212) 599-2192. Please keep in

mind that amendments can take up to 6 weeks to take effect.

PLEASE DO NOT REMOVE MAILING LABEL

M1904

Institute for International Research708 Third Avenue, 4th FloorNew York, NY 10017-4103

Sheraton Boston Hotel • May 8-11, 2007 • Boston, MA

Featuring a cast of more than 90 All-Star, Keynote Level speakers ready to help you fine tune and revamp your innovation engine

Executive Sponsors:

&

5th front end of innovation conference

Business

thefront endtrack

karen sobel

seminar style

entrepreneurial

david kingsbury

scott boyce

fortune 500strack

paul lawrence