Driving Cost-effective Innovation With Concurrent Systems: Strategy, Process, Organization & Technologies (Technology Management)

CONTENTS
Dedication
Foreword
Preface
About the Author
Part A Concurrent Value Development and Supporting Evidence
	Chapter 1 Concurrent Product Development for Cost-Effective Innovation
		Overview
		1.1 Evolution of the Composite Model of Concurrent Product Development
		1.2 Axis of the Composite Model and the Innovation Paradox
		1.3 The Innovation Dilemma
		1.4 CPD and Socio-Technical Integration
		1.5 Concurrent Value Development from Research & Development to Service
		1.6 Exploit Value from the Robust, Diverse Applicability of the Composite Model
		1.7 CPD: Like and Unlike Other Managerial Interventions
		1.8 Total Value Development
		1.9 Summary
		1.10 Managerial Implications
		References
		Appendix Table 1
	Chapter 2 Axiomatic Logic for the Composite Model
		Overview
		2.1 Need for Concurrent Product Development
		2.2 Axioms Underpinning the Principles of Concurrency
		2.3 Summary
		2.4 Managerial Implications
		References
		Appendix Table 2
	Chapter 3 Effectiveness of the Composite Model for Value Creation
		Overview
		3.1 Synergistic Benefits of the Composite Model for Multiple Performance Advantages
		3.2 Hyper-Competition and the Need for the Composite Model
		3.3 Exploiting the Composite Model to Achieve Total Value Development
		3.4 Characteristics of Performance Features and Associated Practices
		3.5 Composite Model
		3.6 Theoretical Framework
		3.7 Overview of SPOT Domains of Practice
		3.8 Synergistic Benefits of the Composite Model
		3.9 Summary
		3.10 Managerial Implications
		References
		Appendix Table 3A
		Appendix Table 3B
	Chapter 4 Convergent Evidence for the Composite Model from Three Studies
		Overview
		4.1 Composite Development Operations
		4.2 Synergistic Benefits
		4.3 Databases
		4.4 Measures
		4.5 Organization
		4.6 Process
		4.7 Tools/Technologies
		4.8 Product Development Performance
		4.9 Results
		4.10 Additional Evidence for the Composite Model
		4.11 Other Evidence of the Enduring Value of Concurrent Product Development
		4.12 Summary
		4.13 Managerial Implications
		References
		Appendix Table 4
Part B Development System Operations: Organization, Process, and Tools/Technologies
	Chapter 5 Organization
		Overview
		5.1 Evolution of CPD Systems
		5.2 Topography of Concurrent Organization
		5.3 Horizontal Dimension of Organicity
		5.4 Vertical Dimension of Organicity
		5.5 Descriptive Statistics and Correlations with Performance
		5.6 Organization as the Cornerstone of the Composite Model
		5.7 Exemplary Case Example
		5.8 Illustrations of Organization Practices Excerpted from Case Studies
		5.9 Benchmarking Organization Practices
		5.10 Summary
		5.11 Managerial Implications
		References
		Appendix Table 5: Prioritize Organization Practices for Improving Performance with the Big Bang Index
	Chapter 6 Process
		Overview
		6.1 Mechanistic Bureaucracy: The Backbone of Industrial Economies
		6.2 Mapping Process Excellence
		6.3 Descriptive Statistics and Correlations
		6.4 Background Drivers of Process Excellence
		6.5 The Spearhead of Process Excellence
		6.6 Transforming Procedures into Processes Facilitating Organization Creativity
		6.7 Processes Augmenting Variance Organization Explains in Performance
		6.8 Benchmarking Process Practices in Appendix Table 6A
		6.9 Leveraging Additive Variance and Synergy Bonuses in Appendix Tables 6B.1, 6B.2, and 6B.3
		6.10 The Composite Model Index™
		6.11 Summary
		6.12 Managerial Implications
		References
		Appendix Table 6A: Prioritizing Process Practices for Improving Performance with the Big Bang Index
		Appendix Tables 6B.1, 6B.2, and 6B.3: Combinations of 10 Organization and 3 Process Practices:
	Chapter 7 Tools/Technologies
		Overview
		7.1 Bridging Two Cultures
		7.2 Use of Computer Information Tools/Technologies
		7.3 Typology of Tools/Technologies
		7.4 Profile of Tools/Technology Practices
		7.5 Descriptive Statistics and Correlations with Performance
		7.6 Additive and Synergistic Combinations of Organization and Tools/Technologies
		7.7 Tools/Technologies Augmenting Variance Organization Explained in Performance
		7.8 Additive and Synergistic Combinations of Process and Tools/Technologies
		7.9 Tools/Technologies Augmenting Variance Process Explains in Performance
		7.10 Benchmarking Tools/Technology Practices
		7.11 Leveraging Additive Variance and Synergy Bonuses from Organization and Process
		7.12 Summary
		7.13 Managerial Implications
		References
		Appendix Table 7A: Prioritize Tools/Technologies Practices for Improving Performance with the Big Bang Index
		Appendix Tables 7B.1, 7B.2, and 7B.3: Combinations of 10 Organization and 3 Tools/Technologies Practices:
		Appendix Tables 7C.1, 7C.2, and 7C.3 for Process with 3 Tools/Technologies Practices:
Part C Strategy for Guidance of Operations and Competitive Innovation
	Chapter 8 Strategies for Driving Product Development Operations
		Overview
		8.1 Strategy as a Collaborative Process of Dynamic Enactment
		8.2 Dynamic Strategy Formulation: Rapid, Reiterative, Redesign (RRR)
		8.3 A Scenario for Deploying Concurrent Strategy
		8.4 Typography of Strategy Practices
		8.5 Profiles of Strategic Practices
		8.6 Realizing Strategic Objectives
		8.7 The Case of Adaptive Persistence at Honda
		8.8 Benchmarking Strategy Practices
		8.9 Summary
		8.10 Managerial Implications
		References
		Appendix Table 8: Prioritize Strategy Practices for Improving Performance with the Big Bang Index
	Chapter 9 Synergistic Benefits from Strategic Guidance of Product Development Operations
		Overview
		9.1 Strategic Norms for Development Operations
		9.2 Moderating Effects of Innovation Systems
		9.3 Augmenting Development Operations by Strategy
		9.4 Additive and Synergistic Combinations of Organization and Strategy
		9.5 Augmenting Variance Organization Explains in Performance
		9.6 Additive and Synergistic Combinations of Process and Strategy
		9.7 Covert vs. Overt Process Controls and Strategy
		9.8 Strategic Augmentation of Variance Process Explains in Performance
		9.9 A Note on Strategy Formulation and Procedure vs. Process
		9.10 Additive and Synergistic Combinations of Tool/Technologies and Strategy
		9.11 Strategic Augmentation of Variance Tools Explains in Performance
		9.12 Appendix Tables for Additive and Synergistic Effects of Three Subsets of Strategy Practice Dealing with Targets, Alignment, and Improvement
		9.13 Summary
		9.14 Managerial Implications
		References
		Appendix Tables 9A.1, 9A.2, and 9A.3: Combinations of 10 Organization and 3 Strategy Practices
		Appendix Tables 9B.1, 9B.2, and 9B.3: Combinations of 10 Process and 3 Strategy Practices
		Appendix Tables 9C.1, 9C.2, and 9C.3: Combinations of 10 Tools/Technologies and 3 Strategy Practices
	Chapter 10 Strategic Intent for Achieving Competitive Ends
		Overview
		10.1 Strategy as an Intended End State and as Operational Guidance
		10.2 Two Modes of Strategic Intent
		10.3 Strategic Operational Tactics Focused by Strategic Intent
		10.4 SPOT Practices in Combination with Strategic Intent, Z: Incremental RRR
		10.5 SPOT Practices in Combination with Strategic Intent, Z: Radical Change
		10.6 Synergistic Benefits of SPOT Practices in Combinations with Strategic Intent
		10.7 Strategy
		10.8 Process
		10.9 Organization
		10.10 Tools/Technologies
		10.11 Performance Outcomes by Mode of Strategic Intent
		10.12 Variation SPOT Explains in Components of Performance in Combination with Strategic Intent
		10.13 SPOT Practices Grouped by Strategic Intent
			10.13.1 Predictors of performance associated with radical strategic intent, Group A
			10.13.2 Predictors of performance associated with radical strategic intent, Group B
		10.14 Summary
		10.15 Managerial Implications
		References
		Appendix Table 10A
		Appendix Table 10B
Part D Transformation from Serial to Concurrent Development Systems
	Chapter 11 Concurrent Development Transformation at Varian Semiconductor
		Overview
		11.1 From Serial to Concurrent Product Development
		11.2 Steps Toward Concurrent Product Development Systems
		11.3 SPOT Changes, 2005–2009
		11.4 Phase One, Initiating the Transformation to CPD, 2005–2006
		11.5 Phase Two, Expansion and Consolidation (2006–2009), Initiatives #8–#15
		11.6 Phase Three, Systemic Institutionalization (2009–2011), Initiatives #16–#22
		11.7 Phase Four, Closing Persistent Gaps and Radical Innovation, 2011–2017, Initiatives #23–#25
		11.8 SPOT Diagnostic Changes, 2011–2017
		11.9 Phase Five, Taking Concurrency to the Next Level, 2017–2019, Initiatives #26–#31
		11.10 Learning from Varian
		11.11 Summary
		11.12 Managerial Implications
		Appendix Tables 11A and 11B. Emulating Varian
		Appendix 11A
		Appendix 11B
Part E Concurrency in R&D Organizations
	Chapter 12 Generating and Commercializing Ideas in R&D Laboratory Organizations
		Overview
		12.1 Payoff from R&D
		12.2 Performance by Type of Work Environment
		12.3 Theoretical Framework and Tests of Hypotheses
		12.4 Drivers of New Product Development: Results from Study A
		12.5 Profiles of Innovation Strategies
		12.6 Drivers of Innovative Performance: Results from Study E
		12.7 Practices Levering R&D Investment
		12.8 Preliminary Test of Hypothesized Predictors of Breakthrough Innovation
		12.9 An Upfront Scenario for Value Stream Integration
		12.10 Summary
		12.11 Managerial Implications
		References
		Appendix Table 12A: R&D Management Practices Related to Indicators of Intellectual Property Outputs
		Appendix Table 12B
		Appendix Table 12C
		Appendix Table 12D: Hypothesized Practices for Breakthrough Innovation
		Appendix Table 12E
	Chapter 13 Concurrent Innovation at AT&T Bell Laboratories and Lucent Technologies
		Overview
		13.1 The Adoption and Transfer of Concurrent Engineering Practices
		13.2 Results
		13.3 SPOT Practices
		13.4 Summary
		13.5 Managerial Implications
		References
		Appendix Table 13
	Chapter 14 R&D Case Studies
		Overview
		14.1 Generating Creative Ideas
		14.1.1 Eli Lilly and the deployment of heavyweight teams
		14.1.2 US ARDEC
		14.2 ARDEC Team of CE Champions
		14.3 Concurrent System Practices in 2016 Compared to Prior Baselines
			14.3.1 The Stanley Works
		14.4 Profile of Best Practices at The Stanley Works
		14.5 Stanley’s Seven Factor Model
			14.5.1 Rolls-Royce Aerospace R&D
			14.5.2 Breakthrough product development at UltraFan
			14.5.3 Customer-inspired innovation at 3M
		14.6 Intrapreneurial Ventures at DuPont
		14.7 Internal Ventures vs. Venture Capital Investments at Exxon
		14.8 Entrepreneurial Start-ups: Kodak and the Entrepreneurs’ Forum
		14.9 Strategic Partnerships at Genentech
		14.10 Strategic Partnerships Between Small and Large Firms: Genentech et al.
		14.11 Teaming for Customer Focused Performance and New Product Sales
		14.12 Summary
		14.13 Managerial Implications
		References
		Appendix 14A
		Appendix 14B
Part F Integrating Manufacturing and Service in the Value Stream
	Chapter 15 Concurrent Utilization of Human Capital in Manufacturing
		Overview
		15.1 Underutilization of Human Capital in the US vs. Japan
		15.2 Quality and Productivity in the US and Japan
		15.3 Organic Teaming and Consultative Management
		15.4 Innovations in Manufacturing: Toyota, Genie, and Siemens
		15.5 Best Practices in a Manufacturing User Group
		15.6 Lessons in Utilizing Human Capital in Concurrent Systems
		15.7 The Pervasive Underutilization of Human Capital
		15.8 Summary
		15.9 Managerial Implications
		References
		Appendix Table 15
	Chapter 16 Concurrent Product Development in Automotive Industries
		Overview
		16.1 The Quest for Concurrent Product Development of Automobiles
		16.2 The Toyota Paradigm
		16.3 GM’s Experience with Concurrent Engineering
		16.4 Ford Alpha Simultaneous Engineering
		16.5 Institutionalizing Concurrent Engineering at Alpha
		16.6 Concurrent Engineering Practices at Alpha
		16.7 Selling the Benefits of CE Projects
		16.8 Impact of Alpha on Ford 2000
		16.9 Quantitative Assessment of Alpha Results
		16.10 Failure to Import Concurrency from Ford’s Premier Auto Group
		16.11 Importing Proven CE Practices from The Boeing 777
		16.12 Chrysler
		16.13 Chrysler’s Extended Enterprise
		16.14 Moderating Practices for Achieving Authentic Supplier Partnerships
		16.15 From Platform Concurrency to Mechanistic Bureaucracy
		16.16 Summary
		16.17 Managerial Implications
		References
		Appendix Table 16A
		Appendix Table 16B
	Chapter 17 Lifecycle Integration of R&D, Quality Manufacturing, and Services
		Overview
		17.1 Design for Manufacturability: A Precondition for Service Development
		17.2 Value-Added Services
		17.3 Total Value Development
		17.4 Integrated Lifecycle Development
		17.5 Overcoming Barriers to Holistic Lifecycle Development
		17.6 Reduction of Late-Stage Changes: A Leading Indicator of Lifecycle Flow
		17.7 Barriers to Goods–Services Collaboration
		17.8 Integrating Lifecycle Development at Rolls-Royce: A Generic Example
		17.9 Balanced Scorecards: Fusing the Development of Goods and Services
		17.10 Empathy-Driven Products and Services
		17.11 Five Exemplars of Goods Companies Profiting from Services
		17.12 Total Value Development for Overcoming a Fallacious Mindset
		17.13 Interorganizational Development of Holistic Goods–Services Offerings
		17.14 Lifecycle Practices Predictive of Performance Benefits
		17.15 Benchmark Lifecycle Practices Predictive of Performance Benefits
		17.16 Summary
		17.17 Managerial Implications
		Referencesi Smith, B. 2015. Intuit’s
		Appendix Table 17A
		Appendix Table 17B
Part G Leadership of Project Teams and Championing Enterprise Transformation
	Chapter 18 Concurrent Team Execution of Development Projects
		Overview
		18.1 Infrastructure for Cross-Functional Teaming
		18.2 Cross-Functional Teaming
		18.3 Drivers of Project Team Performance
		18.4 Ten Overt Teaming Practices
		18.5 Ten Covert Teaming Practices
		18.6 Best Teaming Practices in the SPOT databank
		18.7 Project Team Organization
		18.8 Tools/Technologies
		18.9 SPOT Drivers of Voice of Customer
		18.10 Concurrent Teaming
		18.11 Exemplary Teaming: A Case Study at Black & Decker
		18.12 Summary
		18.13 Managerial Implications
		References
		Appendix Table 18A
		Appendix Table 18B
	Chapter 19 Concurrent Project Leadership
		Overview
		19.1 Leadership of Product Development Systems and Project Teams
		19.2 Project Leadership
		19.3 A Best Practices Approach to Project Leadership
		19.4 Ten SPOT Overt Leadership Practices
		19.5 Overlap of SPOT Leadership Practices with Google’s List
		19.6 Best Leadership Practices in the SPOT Databank
		19.7 Quasi-Experiment in Leadership Development at Rolls-Royce Indianapolis
		19.8 Synergies Between Leadership and Teaming Behaviors
		19.9 Compelling Thoughts on the Leadership of the Executive Team
		19.10 Summary
		19.11 Managerial Implications
		References
		Appendix Table 19
	Chapter 20 Championing Transformational Product Development Systems
		Overview
		20.1 Leading Transformation to Concurrent Product Development Systems
		20.2 Frameworks for Change
		20.3 Co-Leading a Stakeholder Coalition of Transformational Champions
		20.4 Transformational Assurance Processes
		20.5 Revitalize CPD Development Systems
		20.6 Propagate CPD Knowledge
		20.7 Learn from Exemplars of Transformational Leadership
		20.8 Legacy Paradigms for System Change
		20.9 Execute the Transformation Assurance Process
		20.10 Leverage Employee Subscription to CPD
		20.11 Ten Statements of Support for CPD
		20.12 Integrate Deployment of CPD SPOT Practices with Your Enterprise Strategy
		20.13 Sell the Benefits of CPD
		20.14 A 12-Step Scenario Weaving Actionable Practices in a Transformational Flow
		20.15 Assessing Commitment to Deployment of CPD in Your Enterprise
		20.16 Summary
		20.17 Managerial Implications
		References
		Appendix Table 20A
		Appendix Table 20B
Acronyms for Concepts and Practices
Company List
Index