innovation leaders club, coaching and...

Under the direction of Dave Caissy Eng., M.Eng., NPDP, PMP, CPM, CPMM

INNOVATION LEADERS CLUB,COACHING AND TRAININGS

895, De la Gauchetière Ouest C.P. 96542, Gare centraleMontréal (QC) H3B 5J8 CANADA

[email protected]

Innovation Leaders Club ...........................................................Coaching and Trainings .............................................................Consulting and Implementation ...........................................Samuel Courtemanche, Manager ........................................Dave Caissy, Managing Partner ............................................

59

262829

4

AUDAX INNOVATION

GROWING THE ORGANIZATION’S INNOVATION CAPABILITY

In order to provide comprehensive support to companies wishing to develop and implement performing innovation management practices, Audax Innovation offers three distinct services specialized in innovation management.

Innovation Leaders Club

CoachingTrainings

ConsultingImplementation

Nine (9) ClubsUSA, Europe, Canada

($1.5K)

Conferences($3.5-5.5K)

Coaching Program6 themes

($3.5-8.5K)

Trainings & Workshops15 best practices ($3.5-5.5K each)

Innovation Strategy($26K)

Optimized Innovation Management System

($27K)

Innovation Center($40-125K)

Innovation Leaders Club ................................................... Club Membership ......................................................... Conferences and Workshops ................................................

6 7 8

www.innovationleaders.club [email protected]

6

Innovation Leaders ClubThe Innovation Leaders Club brings together innovation leaders who want to discuss their current reality and their previous innovation management experiences with their peers in a friendly, informal setting, with a view to sharing knowledge and best practices.

Private, elite clubThe Innovation Leaders Club is a private, elite club composed exclusively of senior executives. Its primary purpose is to share best practices and experience among innovation leaders.

Only experienced leadersMeetings are attended by 15 to 20 innovation leaders who engage in productive interpersonal exchanges, centered on sharing knowledge and best practices.

Seasoned innovation expertsMeetings are moderated, and exchanges are led by seasoned innovation management leaders who are recognized as industry experts.

Cities and venuesThe club now operates in major cities in America and Europe. Meetings take place at select venues.

What our members appreciate“The interaction and practical examples from attendees and Dave Caissy” -British Telecom

“The networking, discussions and sharing of good practices and experience” - Premier Tech

“The exchanges with experienced people. The format is perfect. I learn a lot” - Venmar

“The diversity of experiences and exchanges” - Chanel

“The nice dynamic, generous with the tools. Great and motivating!” - Airboss

“The exchanges with participants, the quality of the preparation and of the animator” - Volvo

7

CANADA - QUÉBEC

Montréal Club (Multisectoral)

November 2 or 7, 2017 and May 8 or 15, 2018

Alto Design, Aéroport de Montréal, Bombardier Produits Récréatifs, Cascades, Centre de robotique et de vision industrielles, Corporation Scientifique Claisse, EnGlobe, Équipements Comact, Garant, Gentec, Industries NRC, Kaba, Keurig, Laurentides re-sources, Les Aciers Sofatec, Les Structure Ultratec, Loto Québec, Nexans, Posi-Plus technologies, Premier Tech, Prévost Car, Rotobec, Rouillard, Rousseau Metal, Sani Marc, Solmax International, South Shore Industries, Stedfast, Teknion Roy & Breton, Thomas & Betts, Victor Textiles

Montréal Club (Consumer Products and Services)

November 8, 2017 and May 9, 2018

Agropur, Aéroports de Montréal, Belron Canada, Caisse de dépot et placements du Québec, Ecolopharm, Exceldor, Fédération des producteurs agricoles du Québec, La Capitale, Lavo, Logistik Unicorp, Loto-Québec, Pelican International, SSQ Groupe financier

Québec City Club (Multisectoral)


Corporation Scientifique Claisse, Garant, Gentec, Laurentides re-sources, Les Structure Ultratec, Posi-Plus technologies, Prévost Car, Rotobec, Rouillard, Rousseau Metal, Sani Marc, South Shore Industries, Teknion Roy & Breton, Victor Textiles, Équipements Comact

Drummondville Club (Construction)


Boa-Franc, Distech Controls, Fenergic, GL&V, Groupe AGF, Groupe Canam, Millette et fils, Portes Patio Novatech, Société Laurentide, Torngats, Venmar Ventilation, Vic Mobilier de Magasins

UNITED STATESNorth-East USA (Multisectoral)

September 25, 2017 and March 19, 2018

Apple & Eve, Imaginatik, John Wiley & sons, Kluber Lubrication, Lindt & Sprungli, Memorial Sloan Kettering Cancer Center, New Pig, Panasonic Corporation of North America, Pfizer Consumer Healthcare, Pitney Bowes, United Nations Development Programme, Vesuvius

EUROPEParis Club (Multisectoral)

September 12, 2017 and January 30, 2018Atos France, Bureau Véritas, Chanel Parfums Beauté, Ericsson, FM logistic, FMC technologies, GRDF, Groupe Armor, Innov’Acteurs, Legrand France

Club MembershipAs a member of the Innovation Leaders Club, you could participate in more than 10 Clubs around the world. Please see below the list of our venues and their members.

One year tandemmembership

One yearmembership

$2,380$1,400

THEY TRUST US

8

LIST OF THE CONFERENCE THEMES

[DEFINE] • Define an innovation strategy• Moving from tactical to strategic innovation• Develop a Blue Ocean strategy• Innovate by business model

[GENERATE]

• Improve front-end of innovation• Hold a corporate innovation tournament• Manage innovation ecosystems• Getting your clients involved in the big idea process• Make open innovation part of your current practices• Foster a creative environment• Reinforce strategic marketing within a framework of innovation• Innovate through customer experience

[SELECT]• Deploy effective portfolio management• Evaluating the real market potential of a major innovation

[EXECUTE]

• Market a highly innovative product/platform• Develop effective multifunctional project teams• Manage the risks of an innovation project• Management of relocated team• Integrate the customer value chain to accelerate innovation• Implement a technological development process• Advanced product development process - 3rd generation

[LAUNCH]• Measure the innovation performance

OTHERCONFERENCE

TOPICS ][ • Leverage innovation as a business opportunity• Change your corporate culture to increase innovation• Develop a culture that fosters creativity and innovation

Dave Caissy and his collaborators offer a series of conferences linked to innovation. The conferences and workshops will allow you to communicate to your colleagues the importance of innovation within your organization through real, concrete examples from leading enterprises. Additionally, they will enable the training of the innovation team on the best practices of innovation management.

(1) Special price for members of the Innovation Leaders Club. Travel fees may apply.

FULL DAY SESSION IN YOUR COMPANY $5,500• Two conference themes approached or• Two conference themes and a workshop

HALF-DAY SESSION IN YOUR COMPANY $3,500• One conference theme approached or• One conference theme and a mini-workshop

(1)(1)

Conferences and Workshops

9

COACHING AND TRAININGS

Coaching Program ...............................................................Moving from Tactical to Strategic Innovation .........Toolboxes and Training Offered .....................................What is Included in a Toolbox? .......................................What Types of Training Sessions are Available? .......

101213 14 15

www.toolbox4.com [email protected]

Audax Innovation now offers several themes in its coaching program. These different offerings are broken down into six themes that the leader will be able to choose à la carte according to developmental, professional and organizational needs.

AThe

Innovation Leader

BA Project or

Innovation Program

CStrategic

Innovation

DInnovation

Performance

EInnovation as a

Business Opportunity

FNew Product Introduction

A - The Innovation LeaderIn order to support the goals and objectives of the leader, this theme aims at developing a plan of action to overcome obstacles and allow the leader to reach the required performance level. This topic is targeted specifically to the innovation leader and not the company as a whole.

B - A Project or Innovation ProgramThis theme targets mainly a project or program (a set of projects) from conception to close, the whole time going through follow-ups and checks. Supported by the most complete toolbox possible and personalized consulting, the leader will be supported during his/her project or innovation program.

C - Strategic Innovation Going from tactical innovation to strategic is not an easy task, as was seen in the spring and fall meetings of 2016. A set of winning conditions help to attain this move. This coaching them aims at supporting the leader during this strategic turning point.

D - Innovation Performance Just about everything is measured in companies, but this is often not the case for innovation. First, this theme aims at identifying good performance indicators in order to correctly measure innovation reach a Benchmark with comparable companies. Consulting is then provided to improve company performance.

E - Innovation as a Business Opportunity Many organizations have good innovation management practices. Despite this, it is often expected that innovation provide a larger contribution to the financial performance of the organization. This theme is divided into two steps: first, measure the earnings foregone from projects pending or ambitious opportunities that are not presently captured due to a lack of resources; subsequently, strategies are developed to seize these earnings while demonstrating the business opportunity and the return on investment.

F - New Product IntroductionNew Product Introduction (NPI) is one of the most important and complex organizational processes. First, since it aims at valuing the efforts and the invested amounts in product or service development, and also because many functions are required to work in a coordinated manner. However, several organizations fail at maximizing their return on investment due to lack of an efficient and synchronous process. Thus, this thematic aims at auditing stakeholder practices and developing paths to improvement in order to achieve the full potential of new products and services.

The six themes are:

COACHING PROGRAM10

AThe Innovation

Leader

BA Project or

Innovation Program

CStrategic

Innovation

DInnovation

Performance

EInnovation as a

Business Opportunity

FNew Product Introduction

TM - Tailor-Made OfferIt is possible that none of the themes fit with the leader’s needs. Several other options are available, tailor-made, for the same price. These options include:

Number of selected

themes

Equivalent value

All-inclusive rate

Number of meetings

(3,5 h/Coaching)

Number of eCoaching

(1h /eCoaching)

Total number of coaching

sessionsLength

1 theme $3,500 $3,500 2 2 4 6-12 months2 themes $7,000 $5,000 3 3 6

3 themes $10,500 $6,500 4 4 8 12-18 months

Innovation Strategy Applied Creativity Management Innovation Portfolio Management

Blue Ocean Strategy Idea and Front-End of Innovation Management Product Development Process

Business Model Innovation Open Innovation Innovation Risk Management

Strategic Roadmapping Customer Experience

-29%

-38%

Certain conditions apply: - Travel costs take in consideration meetings taking place in Dave Caissy’s offices in downtown Montréal. - Travel costs apply for coaching sessions outside Montreal for up to $250 while in the province of Québec, and $500

per session outside of Québec if it takes place the day before or after an Innovation Leaders Club meeting. The costs related to other dates or locations will have to be discussed.

- Dave Caissy is an accredited trainer: the coaching hours are thus included in the regulatory training hours for the Ordre des ingénieurs du Québec(OIQ), and as training expenses (the 1% law)

- The invoicing process will start at the time of confirmation.

11

Coaching Session Curriculums

Kick-off call (1h)

Coaching session (3,5h)

eCoaching (1h)

1 Theme

2 Themes

3 Themes

Month 6 Month 12 Month 18

12

0 4 7 10Innovation Strategy

How is your strategy defined? Only opportunistic short-term strategy

Mainly opportunistic short-term strategy,

some proactive elements

Mainly long-term proactive strategy, some opportunistic

elements

Clear long-term proactive strategy

Do you have objectives defined for strategic innovation?

No objective has been set

Some broad objectives are set,

but nothing related to strategic innovation

Innovation objectives have been set, but

strategic innovation objectives are not

clear

Clear innovation objectives and KPI are set and part of them are those for

strategic innovation

Vision & Scope

Is there a vision defined for strategic innovations?

No specific vision defined for innovation

There is a vision for the innovation

pursue, but nothinf related to strategic

innovation

There is a vision for strategic innovation, but it reflect mainly incremental change

There is a specific vision defined for

strategic innovation, pursuing bold and

ambitious innovation

What is the typical scope of the strategic innovation?

Not much strategic innovation; only

product innovation

Various types of innovation, no combination

A combination of few types of innovation

A combination of several types of

innovation part of a program

What are the typical strategic innovations developed?

No strategic innovation are

developped; only incremental

Mainly incremental, some ambitious

innovation

Mainly ambitious innovation

Only bold and ambitious innovation

Governance

How the strategic innovation team is managed?

Project leader ahead of a functional team

Project leader ahead of a multifunctional

matrix team

Program director ahead a shared resources team

Program director ahead a

multifunctional dedicated team

How the strategic innovation process is managed?

Typical project management

Mostly project management, some

program management

Somewhat agile program

management

Long term agile program

management with feedback loop

Do you get external guidance during the development of the strategic innovation?

No, we keep our stuff in-house

We talk with some supplier/consultant when in needs, but their involvement is

limited

We included external resources during the

project to get a additional expertizes

We integrate external advisor(s) as part of our decisional board to have an unbiased and knowledgable

opinion

PRACTICESSCALE

SCORE COMMENTS

MAI

N E

LEM

ENTS

OF

STRA

TEG

IC IN

NO

VATI

ON

© 2013 Lean Startup Machine. You are free to use it and earn money with it as an entrepreneur, consultant, or executive, as long as you are not a software company (the latter need to license it from us).www.ValidationBoard.com

Validation Board

Track Pivots

1st Pivot 2nd Pivot 3rd Pivot 4th PivotStart

RiskiestAssumption

MethodCore AssumptionsAny assumption that, if invalidated, will break the business

Which Core Assumption has the highest level of uncertainty?

What is the lowest cost way to test the Riskiest Assumption?

Choose: Exploration, Pitch, or Concierge

Only put the Riskiest Assumption from an experiment in these boxes

Record data & learnings separately

If Invalidated, pivot at least one Core Hypothesis

If Validated, brainstorm and test the next Riskiest Assumption

What is the weakest outcome we will accept as validation?

MinimumSuccessCriterion

1

3

5

2

4

6

1

3

5

2

4

6

Project Name: Team Leader Name:

Customer Hypothesis

Problem Hypothesis

Solution Hypothesis

Design Experiment

Track Pivots

Tip: For two-sided markets, always validate the riskier side first

Tip: Clear all post-its from this area after each experiment is completed

Invalidated Validated

GETOUT

OF THEBLDG

Results

Tip: Do NOT define a solution until you’ve validated the problem

Remember:Limit one sticky-note per boxWrite in ALL CAPSDo not write more than 5 words on any sticky-note

ROLE OF THE INTRAPRENEUR

PRODUCT LIFECYCLE

Adapted from “Intrapreneuring”, by Gifford Pinchot III, Harper and Row Publishers, 1986

Scientist & Researcher

Inventor & Idea Person

Planner

Growth Business Mgr.

Cash Cow Mgr.

‘’Liquidation’’ Mgr.

INTRAPRENEUR BRIDGES THE VOID BETWEEN IDEA AND EXECUTION

CONFERENCE AND WORKSHOP

ONE DAYCONFERENCE

HALF A DAY

$5,500$3,500

OBJECTIVEThe «Moving to Strategic Innovation» conference and workshop features a methodology along with many real-life scenarios to initiate the transition toward ambitious or «strategic» projects. The practical workshop will allow your company to identify market opportunities ideal for strategic innovation and begin the transition toward projects having a much bigger impact.

Overseeing strategic innovation is most likely the most significant responsibility for innovation leaders. The main reason for this is due to the fact that tactical innovation happens on its own, either via client request or by need for maintenance on products evolving in their life cycle. On the other hand, strategic innovation, with the goal of being proactive, must be brought about and supported by the innovating organization as well as led by the innovation leader.

1. Current Context2. Tactical vs Strategic Innovation3. Innovation Strategy4. Intrapreneur Driven5. Program Based6. Program’s Vision & Scope7. Tools8. Governance, Leadership & Core Team

9. Localization10. Front-End of Innovation11. Unique Customer Experience12. Innovative Business Model13. Roadmap14. Budget15. Minimum Viable Product

Tools and Visual Content

Agenda

Markets

Products

Processes

Technologies

Time (5 years)

Benefits:

Help set up the innovation strategy. Improve communication about the innovation strategy. Link the company departments/business units.

ROADMAP INTRODUCTION

Incremental innovation

To sustain current business

Shared Innovation Resources

Project management

Mainly product innovation

Follow an annualinnovation cycle

TACTICAL INNOVATION

Bold and ambitious innovation

To create new business opportunities

Fully dedicated resources on a strategic innovation program

Long term agile program management with market feedback

loop

A combination of several types of innovation

(Product, services, system, business model, customer experience, distribution network, etc.)

In parallel with the tactical innovation, but not on an annual cycle

STRATEGIC INNOVATION

WHAT

WHY

WHO

HOW

SCOPE

WHEN

Opportunistic short-term strategy Clear long-term proactive strategy

VS

Tactical

Predictable output

Process driven

Strategic

Less predictable output

Intrapreneurship driven

TWO DIFFERENT APPROACHES

Is there a Golden Ratio?

Analysis reveals that the allocation ofresources shown below correlateswith a meaningfully higher share priceperformance. For most companies,this breakdown is a good startingpoint for discussion.

85%

15%

TACTICAL INNOVATION


How strategic innovation pays the bills

Among high performers that invest inboth levels of innovation, we find thefollowing distribution of total returns.As it happens, this ratio is the inverseof the resource allocation ratio wediscovered in high-performingcompanies.

20%

80%

TACTICAL INNOVATION


3https://hbr.org/2012/05/managing-your-innovation-portfolio

FIGURE 1.1

Source: Winning at New Products, Robert G. Cooper, 2011, 4th Edition. Refer to page 3 , Cooper endnote 2 and Adams et Boike, endnote 4 for the detailed explanations

BREAKDOWN OF DEVELOPMENT PORTFOLIOS BY PROJECT TYPE – THEN AND NOW

Percent (%) of Projects in the Average Development Portfolio

There has been a strong trend to smaller, lower risk, and less innovative projects

New-to-world, new-to-market innovations

New-product lines to the company

Additions to existing product line in company

Improvements & modifications to existing company products

Total

Development Project Type

20.4%

38.8%

20.4%

20.4%

100.0%

1990s

11.5%

27.1%

24.7%

36.7%

100.0%

2000s

43.7% decrease

30.1% decrease

20.8% increase

80.1% increase

-60% -40% -20% 0% 20% 40% 60% 80% 100%

2

• Vision and scope• Governance• Leadership• Core team• Localization• Front-end of innovation

• Unique customer experience• Innovative business model• Roadmap• Budget (2-3 years)• Intellectual property• Minimum viable product

Innovation Strategy• Objectives• Strategic arenas• Attack plan

Feedback Loop Process(Learnings, pivot & patience

Tactical Arenas

Project BasedFront-end of innovation

Portfolio management

Product development process

Strategic Arenas

Program Based

or Custom Product(For a specific client)

IMPLEMENTING STRATEGIC INNOVATION

Scheduled Market Launch(yearly or seasonal)

Source: Dave Caissy, Eng., M.Eng., NPDP, PMP, CPM, CPMM

Process Driven Intrapreneur Driven

Tactical Innovation Strategic Innovation

New platformNew product

A New Supply Chain

REDUCE

CREATE

ELIMINATE RAISE

Ref: Chan Kim & Renee Mauborne

BLUE OCEAN STRATEGY

8

FOUR ACTIONS FRAMEWORK

Tactical Innovation Strategic InnovationProject Leader

Multifunctional matrix team(not dedicated)

3-12 months“Project” Management

Product Development Process:• Light process• Full process

Team

Exec

utio

n

Program DirectorMultifunctional dedicated team

2-4 or 5 years“Program” Management

Roadmap• Build-measure feedback loop• Full Product development process

Resu

lts

Product• Improvement• Cost reduction• Line extension

Platform• Minimum viable product• Beta• Version 1• Version 2

Then it becomes tactical innovation

Team A

Team B

Program Director

Core team

Extented team

Product Development

Process(Lite Process)

(Complete Process)

Markets

Products

Processes

Technologies Time (5 years)

Updated on:

Objective : Define your goals and quantify your objectives

Objectives Validation

Targeted %

Sales target (M $)

% Current

Sales Target(M $)

% Organic

Sales Target(M $)

% Organic

Sales Target(M $)

% Organic

Sales Target(M $)

% AcquisitionSales Target

(M $)

Validation

Product Innovation Objective Calcultation - Template

0.0%0.0%

Description

Description

Description

Description

Description

Description

Description

Description

Description

Description

0.5%

Description

Description

Description

0.0%

Description

0 0 0 0

Description

Description

Description

Description

Description

Description

Description

Description

Description

Description

0

Current Products to Current MarketsCurrent Products to New

MarketsNew Products to Current

MarketsNew Products to New

Markets

End Market(s) Growth (+/-)

Increase Share Geographic Expansion Organic Growth Acquisition

Annual Growth Objectives

Detailed objectives

YEAR Actual annual sales (M $)

Targeted %

Targeted growth objectives (M $) 0

Sales target (M $) 0

Updated on:

ELIMINATE REDUCE RAISE CREATE

CHARACTERISTIC 1 CHARACTERISTIC 2 CHARACTERISTIC 3 CHARACTERISTIC 4 CHARACTERISTIC 5 CHARACTERISTIC 6 CHARACTERISTIC 7 CHARACTERISTIC 8 CHARACTERISTIC 9CHARACTERISTIC

10

Current 1 2 3 10 10 10 7 8

Proposed 10 9 9 8 2 2 2 2 3

Strategic Canvasfrom the Blue Ocean Strategy Methodology

Objective: Visualize the current industry strategic canvas with an innovative strategic canvas.

0

1

2

3

4

5

6

7

8

9

10

Strategic Canvas

Current Proposed

MOVING FROM TACTICAL TO STRATEGIC INNOVATION

13

Toolbox4 Innovators™ offers Toolboxes and Training that facilitate the adoption of innovation management practices.

TOOLBOXES AND TRAINING OFFERED

Innovation Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 16Blue Ocean Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 25Business Model Innovation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 25Strategic Roadmapping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 17

Applied Creativity Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 18Idea and Front-End of Innovation Management . . . . . . . . . . . . . . . . . . . . . . p. 19Open Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 25Innovation Tournament . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 25Customer Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 25

Innovation Portfolio Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p.20

Product Development Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 21Innovation Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 22Innovation Risk Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 25

Product Innovation Performance Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 23Innovation Management Self-Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 24

The innovation management system

15 T O OL BOX E S AND T R AINING AVAIL ABL E

[DEFINE]

[GENERATE]

[SELECT]

[EXECUTE]

[LAUNCH]

14

What is Included in a Toolbox?

The tools are not a type of software: they are designed to manage innovation processes using Microsoft Office’s common applications. The ultimate aim of these editable, user-friendly tools is to help business professionals improve their innovation skills.

TOOLS

Updated on:

Objective: Determine the project attractiveness score of the project using the gatekeepers' score for each evaluation criterionInstructions: ▪ For each gate meeting, report the gatekeepers' scores for each evaluation criterion from the evaluation criteria document that they have filled in.▪ The mean and standard deviation for each evaluation criterion will be automatically calculated. ▪ Discuss the gatekeepers' score and especially high standard deviations scores (and report the discussion results in the Gate Minutes document) during the gate meeting.▪ The "Project Attractiveness Score" (sum of the means) will be automatically calculated.▪ Gatekeepers should use the "Project Attractiveness Score" along with the results of the discussion and other documents to make the Go/Kill decision.

CRITERIAGATEKEEPER

1GATEKEEPER

2GATEKEEPER

3GATEKEEPER

4GATEKEEPER

5GATEKEEPER

6GATEKEEPER

7AVERAGE RATING

STANDARD DEVIATION

Strategy 1 2 3 1 2 3 1 2 1

Product Advantage 4 5 6 4 5 6 4 5 1

Market Attractiveness 7 8 9 7 8 9 7 8 1

Leverage Competencies 1 5 10 1 5 10 1 5 4

Technical Feasability 10 10 10 10 10 10 10 10 0

Risk vs Reward 8 7 7 6 8 9 5 7 1

GATEKEEPERTOTAL SCORE

31 37 45 29 38 47 28

Gate Scorecard

TEAM TOTAL SCORE - TEAM PROJECT ATTRACTIVENESS SCORE ( /60)

DECISION

REFE

REN

CE:

Win

ning

at N

ew P

rodu

cts

p.27

6 Pr

oduc

t Dev

elop

men

t Pro

cess

- Vi

sual

Con

tent

- sl

ide

# 20

7

Go

36

02468

10Strategy

Product Advantage

Market Attractiveness

Leverage Competencies

Technical Feasability

Risk vs Reward

Gate Scorecard - Mean Rate for Each Criterion

2

5

8

5

10

7

0

2

4

6

8

10

Strategy Product Advantage MarketAttractiveness

LeverageCompetencies

TechnicalFeasability

Risk vs Reward

Gate Scorecard - Mean Rating for Each Criterion

1 1 1

4

0

1

0

1

2

3

4

5

Strategy Product Advantage Market Attractiveness Leverage Competencies Technical Feasability Risk vs Reward

STANDARD DEVIATION

The step-by-step methodology is based on the practices of some of the most successful organizations. Each step is then paired with specific tools and a selection of visual content.

METHODOLOGY

The visual content is usually a PowerPoint presentation illustrating the key principles of each Toolbox. All slides are editable and can easily be transferred to other work documents.

THE VISUAL CONTENT ALLOWS YOU TO: Easily communicate innovation management content Take advantage of key reminders

THE METHODOLOGY ALLOWS YOU TO: Accelerate your performance Optimize the implementation of tools and visual content

VISUAL CONTENT

All tools are available in English and in French.

Please note that the slides are only available in English, as no official translation of the sources is available.

Updated on:

Objective: Determine the people in your company who meet the gatekeeper criteriaInstructions: ▪ List all the people who could meet gatekeeper criteria and thereby become candidates.▪ Enter the candidate information.▪ For each candidate, checkmark the gatekeeper criteria that are met.▪ For each checkmark, 1 "point" is given to the candidate.▪ The graph automatically calculates the sum of the checkmarks for each candidate.▪ It is suggested to select as your gatekeepers those who meet the most gatekeeper criteria.▪ Suggestion : There should be some continuity of gatekeepers (the composition of the evaluation group can change from gate to gate, but not completely).▪ Note : Project fit: different types of projects have different gatekeepers (high-risk, larger projects need more senior gatekeepers).

CANDIDATE 1

CANDIDATE 2

CANDIDATE 3

CANDIDATE 4

CANDIDATE 5

CANDIDATE 6

CANDIDATE 7

CANDIDATE 8

CANDIDATE 9

CANDIDATE 10

Name 1 Name 2 Name 3 Name 4 Name 5 Name 6 Name 7 Name 8 Name 9 Name 10Function Function Function Function Function Function Function Function Function Function

Department Department Department Department Department Department Department Department Department Department

Does the candidate have the authority to approve the resources required ?

Does the candidate represent different functional areas ?

Will the candidate be key to the project’s success

Does the candidate have experience in the market sector ?

Does the candidate have an interest in product innovation ?

Gate

keep

er C

riter

ia -

Bar G

raph

Unique_Publication_Identifier

REFE

RENC

E:

Win

ning

at N

ew P

rodu

cts f

rom

p.2

89 to

p. 2

91Pr

oduc

t Dev

elop

men

t Pro

cess

- Vi

sual

Con

tent

- sli

de #

216

Gatekeepers Selection

GATEKEEPER CRITERIA

1

2

3

4

5

4

3

2

1 1

0

1

2

3

4

5

Name 1 Name 2 Name 3 Name 4 Name 5 Name 6 Name 7 Name 8 Name 9 Name 10

Updated on:

Objective : Use these metrics to determine your "front-end" performance

Instructions:▪ For each metric, enter the required data (number of projects, etc) in the light yellow boxes.▪ The result will automatically be calculated in % in the textured light grey boxes.▪ The graphs will automatically be updated.

PRESENT

YEAR -3 YEAR -2 YEAR -1 YEAR 0 YEAR +1 YEAR +2

R&D budget (in hours, days or $, €, etc.)

2000 2500 1800 1500 - -

Effort level in front end of innovation (in hours, days or $, €, etc.)

210 220 220 180 - -

Percent of the effort level in front-end innovation (%)

10.5% 8.8% 12.2% 12.0% 13% 15%

Effo

rt le

vel

Bar g

raph

PRESENT


Total number of ideas evaluated at Gate 1 (nb)

100 130 128 120 - -

Number of approved development product projects (nb)

22 24 26 20 - -

Percent of approved development product projects (%)

22.0% 18.5% 20.3% 16.7% 20% 25%

Number of products launched (nb) 12 10 15 16 - -

Percent of products launched (%) 12.0% 7.7% 11.7% 13.3% 15% 16%

Fron

t-en

d Pe

rfor

man

ce

Bar g

raph


"Front-end" Performance

OBJECTIVES

EFFO

RT L

EVEL

: FR

ON

T-EN

D IN

NO

VATI

ON

METRICS VARIABLESPAST DATA OBJECTIVES

FRO

NT-

END

PERF

ORM

ANCE

METRICS VARIABLESPAST DATA

10.5%

8.8%

12.2% 12.0%13%

15%

0%

2%

4%

6%

8%

10%

12%

14%

16%


22.0%

18.5%20.3%

16.7%

12.0%

7.7%

11.7%13.3%

20%25%

15%16%

0%

5%

10%

15%

20%

25%

30%


Percent of approved development product projects (%) Percent of products launched (%)

Percent of approved development product projects (%) Percent of products launched (%)

THE TOOLS ALLOW YOU TO: Adopt the practices of some of the most innovative organizations Save time during the implementation phase Quantify your actual performance and set goals


THE TOOLBOX METHODOLOGY

TOOLSA tool is usually an Excel worksheet or a Word document.

The tools are editable, ready-to-use and enable business professionals to quickly and easily use the innovation management practice.

VISUAL CONTENTVisual content is usually composed of PowerPoint slides.

They are proposed as references by which to present the innovation practices for the communication, for instance. Since all slides are editable, the design and content can be copied and pasted to transfer information in the current organization’s documents.

STEPSIn order to implement or enhance the innovation management practices, a step-by-step sequence is proposed. These steps are based on the successful practices of the most innovative organizations.

What is a Toolbox?Multiple tools, visuals, a methodology as well as a start-up support, are grouped together to form a toolbox.

What is the use of a methodology?To enhance your performance with the use of the tools and visuals, a methodology is suggested and can be completed with a tool-synchronized training (optional).

How does the methodology work?Throughout the methodology, steps associated to specific tools and a selection of visuals are presented. Prerequisite actions, other toolbox references and recommendations may also be suggested.


THE INNOVATION MANAGEMENT SYSTEM


PRODUCT DEVELOPMENT PROCESS METHODOLOGY

TOOLBOXES STEPS VISUAL CONTENT

• Roles & Responsibilities Audit

• PDP Development & Implementation

• Product Development Process (Complete, Lite or Express)

• Roles Assignment Matrix

• Product Development Process

• Evaluation Criteria • Gate Management

PREREQUISITE (To be done before filling-in the toolbox) -Evaluation of the current situation:

- Product Innovation Management Self-Audit (qualitative)*- Product Innovation Performance Metrics (quantitative)*

1. Evaluate current roles and responsibilities regarding innovation management.

2. Plan the product development process (PDP) development/improvement and implementation.

3. Define project requirements:- Identify required deliverables and tasks to personalize the product

development process.- Define the stakeholder involved and their role regarding each

deliverable and task.

AFTER having implemented a product development process, it is recommended that you:- Evaluate the implementation - Evaluate the organization performance subsequent to implementation- Take correcting action, if necessary

4. Manage the project stages and gates: - Follow-up the task and deliverable completion of each stage- For each gate, use criteria to evaluate the project- For each gate, decide if the project is worth further development or

should be killed.

• See other Toolboxes(not included).

Slides # 4 to 55(Chapter 1, 2 & 3)

Slides # 250 to 259(Chapter 11)



Slides # 220 to 249 (Chapter 10)



Throughout all the visual content

15

What Types of Training Sessions are Available?

Includes workshops synchronized with the use of the tools (customized with your organization’s logo) Consists of a private, practical session held at your offices or ours (1)

Can include up to 10 participants at no extra charge Eligible for government grants Counts as training time for professional orders

PRIVATE TRAINING SESSIONThe Private Training session, held specifically for your organization, is coordinated with the use of the tools. Led by an expert in innovation leadership, it will support your team to take full advantage of the Toolboxes.

FULL-DAY SESSION $5,500Applicable for the following Toolboxes:• Innovation Strategy• Applied Creativity Management• Product Development Process• Innovation Project Management

HALF-DAY SESSION $3,500Applicable for the following Toolboxes:• Strategic Roadmapping• Idea and Front-End of Innovation Management• Innovation Portfolio Management• Product Innovation Performance Metrics• Innovation Management Self-Audit

(1) Additional traveling expenses may apply depending on the location of the training

16

Innovation Strategy

Visual Content – 150+ editable slides Methodology

OBJECTIVEThe “Innovation Strategy” Toolbox and Training allows managers to establish clear strategic innovation orientations. These can be determined by analyzing past performance, defining the organization’s goals and objectives and identifying, selecting and planning new strategic arenas.

TRAININGThe training session includes practical workshops with a specific focus on the following subjects:

– Attaining objectives to stimulate innovation – Defining clear strategic arenas to focus efforts dedicated to innovation – Setting a realistic and proactive attack plan for each arena

Tools – 8 Packages (31 tools in all) – Product Innovation Strategy (2) – Past Performance, Goals & Objectives (6) – Identification of Strategic Arenas (7) – Selection of Strategic Arenas (3) – Attack Plan by Strategic Arena (3)

TOOLBOX

Updated on:

Objective : Define your goals and quantify your objectives

Objectives Validation

Targeted % 10%

Sales target (M $)

% Current

Sales Target(M $)

% Organic

Sales Target(M $)

% Organic

Sales Target(M $)

% Organic

Sales Target(M $)

% AcquisitionSales Target

(M $)

2,0% 5 0,1% 0 0,5% 1 0,4% 1 1,0% 2

1,0% 2 1,0% 2

1,0% 2 1,0% 2

2,0% 5

Validation

Product Innovation Objective Calcultation - Template

3,0%1,0%

Description

Description

Description

Description

Description

Description

Description

Description

Description

Description

0,5%

Description

Description

Description

6,0%

Description

5 8 3 3

Description

Description

Description

Description

Description

Description

Description

Description

Description

Description

8

Current Products to Current Markets Current Products to New Markets

New Products to Current Markets

New Products to New Markets

3%

End Market(s) Growth Increase Share Geographic Expansion Organic Growth Acquisition

Annual Growth Objectives

Detailed objectives

YEAR Actual annual sales (M $)

2010 240

Targeted % 10%

Targeted growth objectives (M $)

24

Sales target (M $)

264

2% 3% 1% 1%

INNOVATION SELECTION TECHNOATTACK COMPANYGOALS & OBJ. IDENTIFICATION MARKETS

[DEFINE]

– Inputs - Markets (4) – Inputs - Technologies (2) – Inputs - Company Data (4)


INNOVATION STRATEGY METHODOLOGY

Markets

Technologies

Company Data

Inputs(Facts and Data) Corporate Strategy

Product Innovation Strategy• Goals and Objectives• Identification of Strategic Arenas• Selection of Strategic Arenas

Attack Plan (By Strategic Arena)• Competitive Stance Matrix• Competitive Positioning Matrix• Entry Strategy Matrix

Portfolio Management(Including Resource Commitment)

Roadmap

Development

Commercialization

Updated on:

Objective: Define competitive positioning and compare it with competitors.

PRODUCT 1

PRODUCT 2

PRODUCT 3

PRODUCT 4

PRODUCT 5

PRODUCT 6

PRODUCT 7

PRODUCT 8

PRODUCT 9

PRODUCT 10

OFFERINGS (WHAT) 1 4 8 3 6Platforms 2 4 8 3 7Solutions 1 5 9 2 7

CUSTOMERS (WHO) 2 3 9 2 6Customer Experience 2 3 7 2 5Value capture 3 4 8 1 5

PROCESSES (HOW) 1 2 8 3 6Organization 2 3 8 2 7Supply Chain 3 3 8 4 7

PRESENCE (WHERE) 2 4 7 2 7Networking 3 4 9 2 8Brand 1 4 8 3 7

Competitive Positioning Matrix

0123456789

OFFERINGS (WHAT)

Platforms

Solutions

CUSTOMERS (WHO)

Customer Experience

Value capturePROCESSES (HOW)

Supply Chain

PRESENCE (WHERE)

Networking

Brand

Competitive Positioning Matrix

Updated on:

2013-10-16

PROJECT TITLE

YEAR REFERENCE (Project Launch)

FINANCIAL REWARD (1-10 Scale)

INNOVATION LEVEL

(1-10 Scale)

PROJECT COST (K $)

PROJECT A 2008 1 1 10

PROJECT B 2012 8 2 20

PROJECT C 2008 2 8 30

PROJECT D 2009 3 4 40

PROJECT E 2009 3 5 50

PROJECT F 2009 3 6 100

PROJECT G 2010 4 7 70

PROJECT I 2010 4 8 65

PROJECT J 2010 5 9 80

PROJECT K 2011 5 10 120

PROJECT L 2011 6 8 150

PROJECT M 2011 6 6 35

PROJECT N 2012 7 4 48

PROJECT O 2012 8 5 66

PROJECT P 2012 9 3 13

Objective : Analyze past projects regarding their innovation level

Financial Reward vs Innovation Level

PROJECT A

PROJECT B

PROJECT C

PROJECT D

PROJECT E

PROJECT F

PROJECT G

PROJECT I

PROJECT J

PROJECT K

PROJECT L

PROJECT M

PROJECT N

PROJECT O

PROJECT P

0

1

2

3

4

5

6

7

8

9

10

0 1 2 3 4 5 6 7 8 9 10Financial Reward

Inno

vatio

n Le

vel

FINANCIAL REWARD VS INNOVATION LEVEL

LENGTH: ONE DAYDates are set according to your availability

$5,500Offered in English or French

17


– Defining the roadmap’s milestones (years and development levels) – Identifying, evaluating and prioritizing opportunities – Building a structured roadmap

TOOLBOX

Strategic RoadmappingOBJECTIVEThe “Strategic Roadmapping” Toolbox and Training allows managers to plan and design their innovation roadmap. It offers a proven framework, including a set of templates of various formats. It allows multifunctional resources to work together on common plan-based strategic goals.

Tools – 4 Packages (7 tools in all) – Roadmap template for Excel (1) – Roadmap templates for PowerPoint (4) – Roadmap template for Visio (1) – Facilitation guide (1)


EXCEL VISIO GUIDEPOWERPOINT

2011Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2012Jan Feb Mar

STRATEGIC ROADMAPPING

DELIVERY

Delays expected to Version 1

MAR

KETI

NG

DEV

ELO

PMEN

TKP

ID

ASH

BOAR

D RED

BUDGET RESOURCE MARCOM DEPENDENCIES

Budget will needbolstering in Q2 2011

AMBER

All resource on track.

GREEN

Public perception is very healthy. Positive.

GREEN

Partnerships and services all in place and on track.

GREEN

RISKS ISSUES ON RADAR

COMPETITORTyrell corp – new product.

MARKETLower pricing expected Q3

DELIVERYTech issues (BOB)

BUDGETInvestment needed Q2

AUG 2011New mobile opportunity

JUN 2011New Suppliers possible.

TBCLOWRISK

HIGHRISK BAU

Press Launch

MediaCampaign Celebrity Partnerships Ongoing Marketing

RICH MOBILE WEB APPSMOBILE WEB v2MOBILE WEB v1

PC PLATFORM v1 PC PLATFORM v2 ONGOING RELEASES

RESEARCH ANDROID v1 ANDROID v2 ANDROID BAU

5% MARKET SHARE 15% MARKET SHARE 28% MARKET SHARE [n]% MARKET SHARE

2012

JAN9 16 23 30

FEB6 13 20 27

MAR5 12 19 26

APR2 9 16 23

STRATEGIC ROADMAPPINGMilestone 1

RISK EPIC THEME

Milestone 2

Milestone 3

Milestone 4

Milestone 6 Milestone 7

Milestone 8

2 STREAMS + INFO

1TEAM 1

1TEAM2

2 3 4 5 6 7 8

2 3 4 5

THEME 1 – BASICS THEME 2 – SET DETAILS

THEME 1 – BASICS THEME 2 – DETAILS

EPIC 1.1

EPIC 1.2

EPIC 2.1 EPIC 2.5

EPIC 2.3

EPIC 1.1 EPIC 1.2 EPIC 1.3 EPIC 1.4

Create record. Delete record. Compare record.

Reserverecord.


Anti-record Beam.

Record phase disruptor.

Beam shifter. Mind meld.

EPIC 2.4

EPIC 1.5 EPIC 1.6

Move record. Tag record.


Record cloak. Record bridge. Record starfleet.

Record academy

EPIC 1.1

EPIC 1.1

EPIC 1.3

EPIC 1.4

EPIC 1.5

EPIC 1.6

EPIC 2.2 EPIC 2.6

EPIC 2.6EPIC 2.8

3 week iterations

2 week iterations

[DEFINE]

LENGTH: HALF A DAYDates are set according to your availability


18

Applied Creativity Management

3 levels• Breakthrough• Distinctive• Incremental

Breakthrough

Distinctive

Incremental

LEVELS OF INNOVATIVENESS

1

Identificationof the opportunity

Identificationof a solution

Improvementof the solution

GO THROUGH A COMPLETE PROCESS

3

Creativity:Particular mental aptitude where various methods are used to generate new ideas or to find original solutions to an opportunity.

• An innate potential

• That can be developed

• That people express differently

REVIEW OF THE DEFINITION

2


OBJECTIVEThe “Applied Creativity Management” Toolbox and Training offers a simple yet effective methodology and tools to foster human creativity. It encourages the development of innovative ideas and projects through opportunity identification, idea generation and concept development.

Tools – 4 Packages (31 tools in all) – Identification of Need/Opportunity (9) – Idea Generation (11) – Concept Development (6) – Communication of Concept (5)

OPPORTUNITY IDEA DEVELOP. COMM.

[GENERATE]

TOOLBOX


– Defining precise innovation targets – Mastering idea generation techniques – Setting evaluation criterion for the ideas received



19

Idea and Front-End of Innovation Management

Tools – 11 ToolsPipeline Section – 6 Tools

– Front-End of Innovation: Annual Objectives – Front-End of Innovation: Idea Management – Indicators: Objectives vs Actual – Indicators: Idea Information – Indicators: Evaluation Scores – Indicators: Global Front-End of Innovation

Template Section – 5 Tools – Opportunity Summary – Idea Summary – Evaluation Criteria – Idea Feedback Report – Concept Summary


OBJECTIVEThe “Idea and Front-End of Innovation Management” Toolbox and Training offers a simple way to determine front-end annual objectives, manage these objectives using an idea pipeline and analyze the complete front-end of innovation process using multiple dashboards.

[GENERATE]

OBJECTIVES PIPELINE INDICATORS 1-4 SUBMISSION FEEDBACK EVALUATION

TOOLBOX


– Defining front-end of innovation objectives – Managing received ideas – Building an action plan to optimize the font-end of innovation



20

Innovation Portfolio Management

Tools – 16 Tools – Innovation Budget Allocation (1) – Project Evaluation Criteria (1) – One-Page Opportunity Summary (1) – Bucket 1-12 (12) – Results Analysis & Charts (1)

BUDGET EVALUATION SUMMARY BUCKET 1-12 ANALYSIS


OBJECTIVEThe “Innovation Portfolio Management” Toolbox and Training offers tables, graphs and key indicators which are designed to help business professionals and organizations manage their project portfolio using the “strategic buckets” concept.

[SELECT]

TOOLBOX


– Defining the right strategic buckets – Allocating the budget per strategic bucket – Setting evaluation criterion for the projects



21

Product Development ProcessOBJECTIVEThe “Product Development Process” Toolbox and Training allows managers to effectively develop products by improving their existing process or developing a new process, while ensuring that the best practices are followed.

Tools – 8 Packages (37 tools in all) – PDP Development & Implementation (5) – Roles & Responsibilities Audit (3) – Product Development Process (6) – Roles Assignment Matrix (5)

– Gate Evaluation Criteria (3) – Gate Management (8) – PDP Express (4) – PDP Light (3)


DEV. & IMPL. ROLES PDP RASCI EVALUATION GATE EXPRESS LIGHT

[EXECUTE]

TOOLBOX


– Implementing or improving the product development process – Defining the tasks and deliverables for each phase – Determining the roles and responsibilities for each phase



22

DIRECTLY INVOLVED ACTORS

Requester Project Manager Project Client

The 3 key players

GANTT DIAGRAM EXAMPLE

Process reengineeringID WBS Name Duration

1 1 New process 153 days

2 1.1 Analysis 15 days

3 1.1.1 Process objectives 2 days

4 1.1.2 Performance review 5 days

5 1.1.3 “Clients” meetings 5 days

6 1.1.4 Evaluation of inputs/outputs 3 days

7 1.2 Development 33 days

8 1.2.1 Process development 10 days

9 1.2.2 Preliminary validation 5 days

10 1.2.3 Detailed development 15 days

11 1.2.4 Final validation 3 days

12 1.3 Implementation 77 days

13 1.3.1 Pilot implementation 42 days

14 1.3.1.1 Training 2 days

15 1.3.1.2 Testing 20 days

16 1.3.1.3 Evaluation 15 days

17 1.3.1.4 Adjustment 5 days

18 1.3.2 Final implementation 35 days

19 1.3.2.1 Training 10 days

20 1.3.2.2 Implementation 25 days

21 1.4 Evaluation 14 days

22 1.4.1 Audit 4 days

23 1.4.2 Improvement plan 10 days

24 1.5 Improvement 14 days

25 1.5.1 Improvement validation 4 days

26 1.5.2 Improvement implementation 10 days

Nov ‘02 Dec ‘02 Jan ‘03 Feb ‘03 Mar ‘03 Apr ‘03 May ‘03 Jun ‘0320 27 03 10 17 24 01 08 15 22 29 05 12 19 26 02 09 16 23 02 09 16 23 30 06 13 20 27 04 11 18 25 01 08 15

PROJECT DIVISION STRUCTURE

Project Development Time

Det

ail L

evel

Project

Subsystem # A

Component# B

Unit # C

Deliverable A.1

Deliverable A.2

Deliverable C.1

Deliverable B.1

Deliverable C.2

Sub-deliverable A.1.1

Sub-deliverable C.1.1

Sub-deliverable B.1.1

Sub-deliverable C.2.1

Work PackageB.1.1.1

Work PackageB.1.1.2

OBJECTIVEThe “Innovation Project Management” Toolbox and Training offers managers clear procedures by which to implement best practices in managing innovative projects. It was designed to be specifically effective in the context of innovation and uncertainty.

Tools – 6 Packages (20 tools in all) – Introduction to Project Management (1) – Self-Audit of Project Management (3) – Phase: Initialization (4) – Phase: Planning (5) – Phase: Execution (5) – Phase: Closure (2)


Innovation Project Management

AUDITINTRO PLANNING EXEC.INITIAL. CLOSURE

Interest regardingproject management

Contribution to carrer advancement

Available time for the project

Change of priorities Experience Level of knowledge

1 Low ▪ No interest

▪ No contribution to carrer advancement

▪ No available time▪ Already late in several other cases

▪ Impossible to reclassify priorities

▪ No experience in project management

▪ Low level▪ No training

2

Begi

nner

▪ Low interest

▪ Small contribution to carrer advancement▪ Poorly motivated for carrer advancement

▪ Limited available time▪ Already late in several other cases

▪ Hard to reclassifypriorities

▪ Took active part in projects as a team member

▪ Low level▪ Basic training

3

Inte

rmed

iate

▪ Average interest▪ Average contribution to carrer advancement

▪ Available time▪ In partial control of his/her cases

▪ Possible to reclassify priorities

▪ Has managed simple projects

▪ Average level▪ Basic training

4

Adva

nced

▪ Strong interest▪ Signification contribution to carrer advancement

▪ Available time▪ In control of his/her cases

▪ Possible and easy to reclassify priorities

▪ Has managed moderately complex projects

▪ Advanced level▪ Intermediate training

5

Expe

rt

▪ Very strong interest

▪ In direct line with carrer advancement▪ Projects are identified in roles & responsibilities

▪ Available time▪ In total control of his/her cases

▪ Unnecessary to reclassify priorities

▪ Has managed very complex projects

▪ Very advanced level▪ Advanced training


GO

- N

O G

O :

If th

e av

erag

e of

the

two

prec

eedi

ng c

olum

ns is

bel

ow 2

, the

re is

no

need

to g

o fu

rthe

r.

Score

INTEREST AVAILABILITY KNOWLEDGE

Start date End dateActual duration time (nb of days

worked) Start date End date

Actual duration time (nb of days

worked)

Nb de jours ouvrables de retard

sur la date de début

Nb de jours ouvrables de retard

sur la date de fin

10% 85 112

7% 85 102

Summary

% of completionDuration of execution (nb of days worked)

Initial forecast Completed or revised Difference9% 170 214 44

% of completion

Cale

nder

Calender

Initial forecast Completed (or revision of forecast) Retard

10% January 6, 2014 January 24, 2014 15 January 6, 2014 January 24, 2014 15 0 0

0% January 6, 2014 January 24, 2014 15 January 9, 2014 February 5, 2014 20 3 8


15% February 3, 2014 February 28, 2014 20 February 3, 2014 March 17, 2014 31 0 11

25% February 3, 2014 February 28, 2014 20 February 3, 2014 March 17, 2014 31 0 11



0% January 6, 2014 January 24, 2014 15 January 9, 2014 January 29, 2014

0% February 3, 2014 February 28, 2014 26 0 6

15 3 3

February 28, 2014 20 February 3, 2014 March 17, 2014

20 February 3, 2014 March 10, 2014

31 0 110% February 3, 2014

Start date

Start date End dateActual duration time (nb of days

worked) Start date End date

Actual duration time (nb of days

worked)

Nb de jours ouvrables de

retard sur la date de début

Nb de jours ouvrables de

retard sur la date de fin

Nb de jours ouvrables

supplémentaires (réalisés - prévus)

1 Phase 1 10% #NAME? #NAME? #NAME?

Initial forecast

Completed or revised forecast

Initial forecast


Initial forecast


Initial forecast


Initial forecast


2 Phase 2 7% #NAME? #NAME? #NAME?

Initial forecast


Initial forecast


Initial forecast


Initial forecast


Initial forecast


Date de début du calendrier Summary

December 30, 2013 % of completionDuration of execution (nb of days worked)

Initial forecast Completed or revised Difference9% #NAME? #NAME? #NAME?

Numéro de référence de

l'action / tâcheAction / Tâche Nom du responsable % of completion

Cale

nder

Calender

Dece

mbe

r 30,

201

3

Janu

ary

6, 2

014

Janu

ary

13, 2

014

Janu

ary

20, 2

014

Janu

ary

27, 2

014

Febr

uary

3, 2

014

Febr

uary

10,

201

4

Febr

uary

17,

201

4

Febr

uary

24,

201

4

Mar

ch 3

, 201

4

Mar

ch 1

0, 2

014

Mar

ch 1

7, 2

014

Mar

ch 2

4, 2

014

Mar

ch 3

1, 2

014

April

7, 2

014

April

14,

201

4

April

21,

201

4

April

28,

201

4

May

5, 2

014

May

12,

201

4

May

19,

201

4

May

26,

201

4

June

2, 2

014

June

9, 2

014

June

16,

201

4

June

23,

201

4

June

30,

201

4

July

7, 2

014

July

14,

201

4

July

21,

201

4

July

28,

201

4

Augu

st 4

, 201

4

Augu

st 1

1, 2

014

Augu

st 1

8, 2

014

Augu

st 2

5, 2

014

Sept

embe

r 1, 2

014

Sept

embe

r 8, 2

014

Sept

embe

r 15,

201

4

Sept

embe

r 22,

201

4

Sept

embe

r 29,

201

4

Oct

ober

6, 2

014

Oct

ober

13,

201

4

Oct

ober

20,

201

4

Oct

ober

27,

201

4

Nov

embe

r 3, 2

014

Nov

embe

r 10,

201

4

Nov

embe

r 17,

201

4

Nov

embe

r 24,

201

4

Dece

mbe

r 1, 2

014

Dece

mbe

r 8, 2

014

Dece

mbe

r 15,

201

4

Dece

mbe

r 22,

201

4

Dece

mbe

r 29,

201

4

Janu

ary

5, 2

015

Janu

ary

12, 2

015

Janu

ary

19, 2

015

Janu

ary

26, 2

015

Febr

uary

2, 2

015

Febr

uary

9, 2

015

Febr

uary

16,

201

5

Febr

uary

23,

201

5

Mar

ch 2

, 201

5

Mar

ch 9

, 201

5

Mar

ch 1

6, 2

015

Mar

ch 2

3, 2

015

Mar

ch 3

0, 2

015

April

6, 2

015

April

13,

201

5

April

20,

201

5

April

27,

201

5

May

4, 2

015

May

11,

201

5

May

18,

201

5

May

25,

201

5

June

1, 2

015

June

8, 2

015

June

15,

201

5

June

22,

201

5

June

29,

201

5

July

6, 2

015

July

13,

201

5

July

20,

201

5

July

27,

201

5

Augu

st 3

, 201

5

Augu

st 1

0, 2

015

Augu

st 1

7, 2

015

Augu

st 2

4, 2

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Augu

st 3

1, 2

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Sept

embe

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015

Sept

embe

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201

5

30 n

ovem

bre

2015

7 dé

cem

bre

2015

Sept

embe

r 21,

201

5

Sept

embe

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201

5

Oct

ober

5, 2

015

Oct

ober

12,

201

5

19 o

ctob

re 2

015

26 o

ctob

re 2

015

14 d

écem

bre

2015

21 d

écem

bre

2015

Initial forecast Completed (or revision of forecast) Retard

December 30, 2013

2 no

vem

bre

2015

9 no

vem

bre

2015

16 n

ovem

bre

2015

23 n

ovem

bre

2015

1.01 Identification du contexte marketing M. Li 10% January 6, 2014 January 24, 2014 #NAME? January 6, 2014 January 24, 2014 #NAME? #NAME? #NAME? #NAME?

1.02 Définition des méthodes d'études et de recherche Mme Arnold 0% January 6, 2014 January 24, 2014 #NAME? January 9, 2014 February 5, 2014 #NAME? #NAME? #NAME? #NAME?

1.03 Choix du projet d'étude M. Duchênes 0% January 6, 2014 January 24, 2014 #NAME? January 9, 2014 January 29, 2014 #NAME? #NAME? #NAME? #NAME?

1.04 Réalisation de l 'étude Mme Jean 15% February 3, 2014 February 28, 2014 #NAME? February 3, 2014 March 17, 2014 #NAME? #NAME? #NAME? #NAME?

1.05 Analyse des résultats M. Li 25% February 3, 2014 February 28, 2014 #NAME? February 3, 2014 March 17, 2014 #NAME? #NAME? #NAME? #NAME?

2.01 Définition des rôles et responsabil ités Mme John 25% January 6, 2014 January 24, 2014 #NAME? January 6, 2014 January 24, 2014 #NAME? #NAME? #NAME? #NAME?

2.02 Définition du calendrier Mme John 10% January 6, 2014 January 24, 2014 #NAME? January 9, 2014 January 29, 2014 #NAME? #NAME? #NAME? #NAME?

2.03 Réalisation des outils de suivi et de gouvernance Mme John 0% January 6, 2014 January 24, 2014 #NAME? January 9, 2014 January 29, 2014 #NAME?

2.04 Réalisation d'un plan de communication Mme John 0% February 3, 2014 February 28, 2014 #NAME? #NAME? #NAME?

#NAME? #NAME? #NAME?

February 28, 2014 #NAME? February 3, 2014 March 17, 2014

#NAME? February 3, 2014 March 10, 2014

#NAME? #NAME? #NAME? #NAME?

#NAME?

2.05 Identification des risques M. Diesse 0% February 3, 2014

[EXECUTE]

Number of working days late on

the start date

Lateness

Number of working days late on

the finish date

TOOLBOX


– Defining the mandate – Employing efficient follow-up techniques – Planning the project and managing the changes



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Product Innovation Performance MetricsOBJECTIVEThe “Product Innovation Performance Metrics” Toolbox and Training offers metrics, benchmarks and graphs which are designed to help business professionals, managers and organizations evaluate their own performance regarding their front-end, projects and products and to compare these key metrics to the performance of average businesses and those in the top 20%.

Tools – 4 Tools – Benchmarks (1) – Metrics: Front-End Performance (1) – Metrics: Currently developed projects (1) – Metrics: Commercialized products (1)

BENCHMARKS FEI PROJECTS PRODUCTS


[LAUNCH]

TOOLBOX


– Defining performance indicators in product innovation – Evaluating the organization’s performance – Interpreting the results



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OBJECTIVEThe “Product Innovation Management Self-Audit” Toolbox and Training offers management surveys, whose results, including evaluation summaries and graphs, can help determine the strengths and weaknesses of an organization’s innovation management practices.

Tools – 5 Tools – Practices to Follow: Survey (1) – Practices to Follow: Evaluation (1) – Habits to Avoid: Survey (1) – Habits to Avoid: Evaluation (1) – Consolidated Results Analysis (1)

FOLLOW - SURV. FOLLOW - EVAL. AVOID - EVAL.AVOID - SURV. ANALYSIS


Innovation Management Self-Audit

[LAUNCH]

TOOLBOX


– Evaluating the organization’s performance in innovation management – Interpreting the results – Improving the organization’s particular situation



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OTHER TOOLBOXES AVAILABLE

Business Model Innovation

Blue OceanStrategy

Open Innovation

InnovationTournament

CustomerExperience

Innovation Risk Management

[DEFINE]

[EXECUTE]

[GENERATE]

Please contact us for more details.

LENGTH: ONE DAY

LENGTH: ONE DAY

LENGTH: ONE DAY

LENGTH: ONE DAY

LENGTH: HALF A DAY

LENGTH: HALF A DAY

Dates are set according to your availability






$5,500

$5,500

$5,500

$5,500

$3,500

$3,500

Offered in English or French






Consulting services ..................................................................... Consultants .................................................................................... Innovation management achievements .............................

www.audax-innovation.com/[email protected]

2728 30

CONSULTING AND IMPLEMENTATION

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CONSULTING SERVICES OFFERED

OTHER SERVICES

• Measure innovation management performance• Evaluate innovation as a business opportunity• Optimize the innovation management system• Evaluate the organization’s actual practices in innovation management and establish an action plan

• Define a winning innovation strategy• Innovate by the business model• Plan a strategic roadmap

• Enhance the creative potential of the organization• Implement a proactive front-end of innovation

• Deploy an efficient portfolio management• Optimize the portfolio management

• Implement or review a product innovation process• Manage the risk of an innovation project• Apply the best practices of innovation project management

• Optimize the new product introduction process

[DEFINE]

[GLOBAL]

[GENERATE]

[SELECT]

[EXECUTE]

[LAUNCH]

Dave Caissy, expert in innovation leadership, has advised more than 400 organizations. He and his team can support and guide your organization in your most complex innovation challenges.

Consulting in innovation managementInnovation program management

CONSULTING SERVICES

• Build the business plan of a R&D center• Develop a blue ocean strategy• Establish open innovation practices• Execute a feasibility study• Hold a corporate innovation tournament• Innovate by the customer experience• Optimize marketing activities in innovation

You can find more details about our consultation services in our other catalog Consulting and Implementation.

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Mr. Courtemanche is a graduate of Polytechnique Montréal with a degree in Mechanical Engineering and holds a Master’s in Technology and Innovation Management from the same institution. For his Master’s theses, he focused on the Design of an Innovating Organization. Additionally, Mr. Courtemanche remains actively involved at Polytechnique Montréal. He has been teaching new product, services, and process development at the Master’s and Doctoral levels since January of 2016.

In addition to his university degrees, Mr. Courtemanche is also a certified professional in new product development (NPDP) from the Product Development & Management Association (PDMA). The organization is universally recognized as being the gold standard in innovation management and new product development.

At Permacon, the most innovative division of Oldcastle Architectural, the North American leader in architectural concrete products, he managed the new product introduction process. He notably structured the process by equipping it with several management tools including one focusing on organizational innovation capacity. His professional contributions have added up to several millions of dollars generated by the introduction of more than 100 new products. His meticulousness and quality of work have been recognized at the highest levels in Canada and the United States, so much so that the new product introduction process from Canada is by far a reference concerning the best practices in innovation management. In this respect, Mr Courtemanche has been recruited to help his peers in the United States to implement the tools and practices he developed and refined.

At Bauer Hockey, the leader in hockey equipment, he gained significant experience in executing the new product development process, particularly with the steps going from conception to the start of production. In addition, he developed and transferred several processes and quality control equipment systems to Asia.

Mr. Courtemanche advises companies in their management and execution of innovation activities. His expertise covers defining a successful innovation strategy, evaluating organizational innovation capacity, managing innovation projects, evaluating innovation process performance, and bringing new products to market.

For more information, please refer to his Linkedin profile located at www.linkedin.com/in/samuelcourtemanche

[email protected] Office: +1 (514) 375-2472 #101 Cellphone: +1 (514) 569-5691

Samuel Courtemanche, Manager Eng., M.Eng., NPDP

Mr. Courtemanche has more than seven years experience in new product introduction and innovation management with companies who are leaders in their field.

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Dave Caissy, Managing Partner Eng., M.Eng., NPDP, PMP, CPM, CPMM

Innovation ExpertUnder the management of Mr. Caissy, Audax Innovation actively advises companies of all sizes on all aspects of innovation management, from improving operational processes to developing effective strategies.www.audax-innovation.com

President of the Innovation Leaders ClubMr. Caissy presides and leads the Innovation Leaders Club, a small, but elite club comprised of leaders from close to 200 of the most innovative companies in Europe and Canada. The Club brings together innovation leaders who want to discuss their current reality and their previous innovation management experiences with their peers in a friendly, informal setting, with a view to sharing knowledge and best practices.www.innovationleaders.club

Speaker, trainer and coachKnown as a national and international expert in his field, Mr. Caissy is a highly sought-after speaker and trainer. He also coaches many innovation leaders so they reach their professionnal goals. Additionally, Audax Innovations offers toolboxes and training that facilitate the adoption of best innovation management practices.www.toolbox4.com

Mr. Caissy advises international businesses on how to improve their innovation management performance level through the implementation of effective business processes and strategies. Over the past 20 years, Mr. Caissy has earned a solid reputation in the industry, in addition to teaching at several graduate institutions in Canada and in Europe.

His listening skills and his ability to influence innovation-related organizational changes have earned him numerous recommendations from his clients. An international expert in innovation leadership, Mr. Caissy is a popular speaker in many countries and is often quoted in the media. For more information, please refer to his LinkedIn profile at www.linkedin.com/in/[email protected] Office: +1 (514) 375-2472 #106 Cellphone: +1 (514) 605-5845

Audax Innovation’s business model is built along the following services continuum

Innovation Leaders Club

CoachingTrainings

ConsultingImplementation

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Increased the sales of new products (less than 3-years-old) from 6.5% in 2004 to 23% in 2009, while significantly increasing profit margins.

Increased the number of hours dedicated to R&D by 220% in less than 6 months with the same resources.

Increased the number of hours spent on front-end of innovation by 450% in less than one year with the same resources.

INNOVATION MANAGEMENT ACHIEVEMENTS

THEY TRUST US

Audax Innovation also has several trustworthy partners; Please find below a list of our partners as well as their fields of expertise.

PARTNERS

Financing of R & D Industrial design Market research

Internet of things Strategic planning Intellectual property

Operational excellence

FIELDS OF EXPERTISE

QE-20J17L

innovation leaders club, coaching and...

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