under the direction of dave caissy - audax...

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

GROWING THE ORGANIZATION’S ABILITY TO LEVERAGE INNOVATION CAPABILITY

In order to provide comprehensive support to companies wishing to develop and implement

performing innovation management practices, Audax Innovation combines three entities

specialized in innovation management.

Dave Caissy, Managing Partner ............................................Innovation Leaders Club ...........................................................Toolbox4 InnovatorsTM ...............................................................Audax Consulting .........................................................................Our Trustworthy Partners.........................................................Contact Us .......................................................................................

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Digital PublisherAn entrepreneur as well, Mr. Caissy is behind four patents on innovative e-reading products whose strong focus on visual content improving the digital reading experience.

Speaker and TrainerKnown as a national and international expert in his field, Mr. Caissy is a highly sought-after speaker and trainer. His tips and concepts are often mentioned in the Canadian and international media.

Innovation ExpertAudax Consulting actively advises small and large companies on all aspects of innovation management, from improving operational processes to developing effective strategies.

Audax Innovation combines the three following entities

President of the Innovation Leaders ClubThe Innovation Leaders Club is a small, but elite club comprised of leaders from close to 200 of the most innovative companies in Europe and Canada.www.innovationleaders.club

Toolbox4 InnovatorsTM Design DirectorToolbox4 InnovatorsTM develops toolboxes and training (private and cross-firm sessions) 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/davecaissy

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

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Innovation Leaders Club ..................................... Club Membership ................................................ Coaching Programs ............................................. Example of agenda ...................................... Conferences and Workshops .............................. Summary of Offers and Pricing ..........................

6 7 8 9

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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

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CANADA - QUÉBECMontréal Club (Multisectoral)

May 5th & November 2nd, 2016

Nova Bus, Zygo Canada Inc., Premier Tech, Pelican International, Sigmapoint Technologies, Cascades, Alto Design, Pièces Automobiles Raufoss Canada s.e.c, Ingénio filiale de Loto Québec, Airboss Acton, Thomas & Betts, ArcelorMittal Montréal, Pratt & Whitney Canada, Centre de robotique et de vision industrielles, EnGlobe Corp., Aeroport de Montréal, Waterville TG, Nexans Canada Inc.

Montréal Club (Construction)

May 10th & November 1st, 2016

Distech Controls, Thomas&Betts(2 members), Oldcastle Architectural, Lauzon - planchers de bois exclusifs Inc., Produits forestiers Résolu, Maax Bath Inc., Produits de bâtiments Royal, Velan(2 members)

Montréal Club (Consumer Products and Services)

May 11th & November 3rd, 2016

Garant, A. Lassonde Inc., Aspasie, Cascades, Groupe Tissu, CGI, Ingenio (Loto-Québec), Transcontinental Inc., St-Hubert Détail, Gestion Première Moisson, Agropur Cooperative, Aéroports de Montréal, Transcontinental Inc.

Québec City Club (Multisectoral)

May 4th & November 16th, 2016

SSQ Groupe financier, Teknion Roy & Breton, Équipements comact Inc., Posi-Plus technologies Inc., Corporation Scientifique Claisse, Garant, Prévost Car, BCH Image Inc., Texel, une division de ADS inc., South Shore Industries Ltd, Gentec, Planchers Mercier inc, Rousseau Metal inc, La Capitale, RADTech Innovation, Groupe Victor, Rotobec Inc., Emballages Mitchel-Lincoln Ltée

Drummondville Club (Construction)

May 3rd & November 15th, 2016

Distech Controls, Duchesne et Fils, Boa-Franc, Vic Mobilier de Magasins Inc., Portes Patio Novatech, Venmar Ventilation inc., Groupe Canam, Société Laurentide(2 members), Les industries fil métallique Major limitée, Millette et fils, Fenergic Inc

Montréal Club (SME)

April 14th, 2016 & October 20th, 2016

L.P. ROYER Inc., Les viandes Lacroix Inc., Amysystem, Ruetgers Polymères Ltée, VKI Technologies Inc., Industries NRC Inc., Imprimerie l’Empreinte Inc., Solmax International Inc., Ecolopharm Inc., Techniseal, Galderma, Entreprises Cafection Inc., Laurentides re-sources, Les Structure Ultratec inc., Begin-begin

CANADA - ONTARIOToronto Club (Multisectoral)

March 15th & October 4th, 2016Industry Canada, Export Development Canada, Celestica, Cineplex Entertainment, CIBC, Numéris Canada, Medtronic, Canada Post

EUROPEParis Club (Multisectoral)

February 1st and September 12th, 2016 February 2nd and September 13th, 2016

Vossloh Cogifer, NEC Technologies (UK), Total Énergie Nouvelle, Groupe Pfizer, GDF SUEZ, Atos France, Groupe Armor, Pernod Ricard, Sanofi Pasteur, Bureau Véritas(2 members), GRDF, Legrand France (2 members), Innov’Acteurs, BNP Paribas SA, Chanel Parfums Beauté, Groupe La poste - Direction du numérique, Ericsson, Natixis

London Club (Multisectoral)

February 3rd & September 14th, 2016AbbVie, Britvic Soft Drinks, BT Group plc, Pepsico, Imaginatik, Profitability, Viridian Housing, EDF Energy R&D UK Centre, SAGE Publications

UNITED STATESNorth-East USA (Multisectoral)

March 21st & September 20th, 2016

Imaginatik, Pfizer, Takeda Pharmaceuticals Interntational Co, Kluber Lubrication NA LP, Colgate Palmolive Company, New Pig Corporation, Vesuvius USA, John Wiley & sons, Highmark

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.

(1) Travel fees at your discretion. (2) Must be a member to qualify for this offer.

One year tandemmembership

Two yearmembership

One yearmembership

International meetings

$750$2,550$2,700$1,500 (1) (2)(1)(1)(1)

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COACHING: Team meeting offering the innovation leaders advice and training within the framework of their functions. Encounters based on the challenges faced by the coached leaders.

eCOACHING: The coaching (same as in person) is carried out via a virtual platform such as Skype or Webex, for approximately 60 minutes.

ADDITIONNAL QUESTIONS: Questions answered throughout the year, via email or telephone (to a reasonable extent).

SENDING OF SLIDES/TOOLS DISCUSSED AT THE TIME OF COACHING: During the coaching sessions, visuals and/or specific tools will be able to be used for reference. They will then be sent to the team following the discussions.

LINKING THE LEADER(S): Dave Caissy will link you or your team with other companies if needed, for you to figure out the challenges you might encounter

2 meetings /year

(3,5h each)

2 eCoachings /year

(1h each)Included Included 2 1

2 meetings /year

(3,5h each)

2 eCoachings /year

(1h each)Included Included 2 Up to 10

THE PROGRAM IS OFFERED ACCORDING TO THE FOLLOWING FORMULA

INDIVIDUAL

COACHING eCOACHINGADDITIONNAL

QUESTIONSNUMBER

OF PARTICIPANTSSLIDES/TOOLS

eFORMATION(ON DEMAND)

TEAM

Coaching ProgramsThe coaching programs, exclusive to members of the Innovation Leaders Club, are offered by Dave Caissy, an innovation management expert. This offer will assuredly bring you many benefits, notably:

• Improving innovation performance through targeted advices and benchmarks

• Acquiring new skills in innovation management

• Avoiding repeating mistakes made by other organizations

• Favoring the professional development of innovation leaders

• Acquiring new concrete tools and explicit visuals

(1) Exclusive prices for Innovation Leaders Club members. The costs are adjusted in a preferential manner for the Club’s members, and taken into consideration a meeting taking place in Dave Caissy’s office located in Montréal downtown. Travel fees may apply for company meetings.

TEAM COACHING PROGRAM $10,000

INDIVIDUAL COACHING PROGRAM $3,500 (1)(1)

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MONTH 0 - 1st COACHING (3.5h face-to-face) Preparatory call with the innovation leader or the team leader and meeting preparation

Create a setting in the context of the situation of both the company and leader

Re-examine the leader’s objectives

Identify and prioritize what’s at stake to achieve goals

Re-examine current projects in order to achieve goals

Establish an action plan in line with challenges

Identify benchmark companies and put them in contact with the leader (if applicable)

Identify, present and provide relevant tools in line with challenges

Identify, present and provide relevant visuals in line with challenges

Identify and provide a video relevant in line with challenges

MONTH 9 - 4th eCOACHING (1h via Web) Continuous support to the innovation leader or the team and follow-up with the leader

Follow-up on the progress of the action plan

Re-examine current projects to achieve goals

Provide advice on the current bumps in the road

If necessary, plan for the coaching requirements for the following year

MONTH 6 - 3rd COACHING (3.5h face-to-face) Preparatory call with the innovation leader or the team leader and meeting preparation

Follow-up on the context of the company and leader

Follow-up on the progress of the action plan



Re-examine the plan of action if necessary

MONTH 3 - 2nd eCOACHING (1h via Web) Continuous support to the innovation leader or the team and follow-up with the leader

Follow-up on the context of the action plan



Month 0 to 3: If necessary, answer questions via email and/or telephone




Example agenda for the coaching program

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LIST OF THE CONFERENCE THEMES [DEFINE]

• Develop a Blue Ocean strategy• Innovate by business model

[GENERATE]

• 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• Tap into crowdsourcing• Reinforce strategic marketing within a framework of innovation• Network of lead users

[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• Find internal and external financing for your innovation projects• Manage the risks of an innovation project• Management of relocated team• Make gamification approaches part of your innovation process• Integrate the customer value chain to accelerate innovation• Implement a technological development process• Migrate from co-development to co-innovation• Advanced product development process - 3rd generation

[MEASURE]• Measure the innovation performance

OTHERCONFERENCE

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

Conferences and WorkshopsDave 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)

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Prices may be subject to change according to the specific request of the member. They do not include travel fees for the member or the speaker.

Summary of Offers and Pricing

THEY TRUST US

OFFERS AND SERVICES PRICECLUB MEMBERSHIPSONE YEAR MEMBERSHIP PRICE $1,500

TWO YEAR MEMBERSHIP PRICE $2,700

ONE YEAR TANDEM MEMBERSHIP PRICE $2,550

INTERNATIONAL MEETINGSPARTICIPATION IN AN INTERNATIONAL VENUE $750

COACHING PROGRAMINDIVIDUAL COACHING $3,500

TEAM COACHING $10,000

CONFERENCES AND WORKSHOPSHALF-DAY SESSION $3,500

FULL DAY SESSION $5,500

TOOLBOXES AND TRAININGFOR INNOVATORS

Toolboxes and Training Offered ......................................What is Included in a Toolbox? ....................................... What Types of Training Sessions are Available? .......

13 14 15

12

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

TOOLBOXES AND TRAINING OFFERED

Innovation Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p. 16Ocean Blue 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]

[MEASURE]

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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

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p.27

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7

Go

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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

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riter

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Bar G

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Unique_Publication_Identifier

REFE

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p.2

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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

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"Front-end" Performance

OBJECTIVES

EFFO

RT L

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: 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

PRIVATE: 1 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]

PRIVATE: 1/2 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 – 9 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

015

Augu

st 3

1, 2

015

Sept

embe

r 7, 2

015

Sept

embe

r 14,

201

5

30 n

ovem

bre

2015

7 dé

cem

bre

2015

Sept

embe

r 21,

201

5

Sept

embe

r 28,

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



23

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


[MEASURE]

TOOLBOX


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



24

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

[MEASURE]

TOOLBOX


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



25

OTHER TOOLBOXES AVAILABLE

Business Model Innovation

Ocean BlueStrategy

Open Innovation

InnovationTournament

CustomerExperience

Innovation Risk Management

[DEFINE]

[EXECUTE]

[GENERATE]

Please contact us for more details.

PRIVATE: 1 DAY

PRIVATE: 1 DAY

PRIVATE: 1 DAY

PRIVATE: 1 DAY

PRIVATE: 1/2 DAY

PRIVATE: 1/2 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






26

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

27 28

27

CONSULTING SERVICES OFFERED

OTHER SERVICES

• Optimize the innovation management system

• 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

• Implement or review a product innovation process• Manage the risk of an innovation project• Apply the best practices of innovation project management• Measure innovation management performance• Evaluate the organization’s actual practices in innovation management and establish an action plan

[DEFINE]

[GLOBAL]

[GENERATE]

[SELECT]

[EXECUTE]

[MEASURE]

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 an 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

28

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

29

Audax Innovation also has several trustworthy partners; it would be a great pleasure for us to introduce you to them if needed. Please find below a list of our partners as well as their fields of expertise.

Innovation management Intellectual property Idea and creativity management

Financing of R & D Market research Industrial design

Strategic planning Collaborative innovation Operational excellence

OUR TRUSTWORTHY PARTNERS

FIELDS OF EXPERTISE

30

A combination of the three following entities:

895, De la Gauchetière Ouest C.P. 96542, Gare centraleMontréal (QC) H3B 5J8 [email protected]

www.innovationleaders.club [email protected]

www.toolbox4.com [email protected]

[email protected]

CONTACT US

under the direction of dave caissy - audax...

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