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    Latest Research and White Papers

    PwC - Breakthrough Innovation and Growth
    PwC - Breakthrough Innovation and Growth

    Company: PwC

    Year: 2014

    Breakthrough Innovation and Growth explores the impact that innovation has on growth and examines how leading companies are making innovation work for their organizations. The report explore three key questions;

    1. How are companies using innovation to drive growth and what is the return on this investment?
    2. How are approaches to innovation changing, particularly in light of a trend towards more disciplined innovations?
    3. What are the best practices and critical success factors that deliver tangible business results?

    To answer these questions, PwC draws on insights gained from interviews with board-level executives from 1,757 companies, across more than 25 countries and 30 sectors, who are responsible for overseeing innovation within their company.

    The quantitaive and qualitative research was conducted among board-level executives responsible for innovation within their company. In this context, innovation was taken to encompass products, services, business model and customer experience.

    Twenty percent of interviews were from companies that generate more than $1bn+ revenue. Invterviews were conducted by PwC and Meridian West.

    Price: $0.00

    The Adept Group - Roadmapping Whitepaper 2013
    The Adept Group - Roadmapping Whitepaper 2013

    Company: The Adept Group
    Year: 2013

    This whitepaper provides an in-depth exploration of product line strategy and roadmapping. The reader will understand the value of product line strategies,their relationship to product line roadmaps, and techniques for successful planning, execution and communication.

    Topics covered include:

    • The Four Levers of Advantage
    • Components of Organizational Focus for Leveraging Strategic Advantage
    • • Executing Strategy
    • Deep Dive into Platforms: Types, Competencies, Insights
    • Choosing Outcomes
    • Types of Strategy: Corporate, Business and Product Line
    • The Strategy Gap
    • Strategizing the Advantage
    • Product Line Roadmaps
    • MATI and Roadmapping
    • Roadmaps and Product Line Strategies
    • Road Mapping as a Strategy
    • Communicating Roadmaps

    Author: Paul O’Connor is an expert in the field of New Product Development and a past PDMA president. In 1984, Paul founded The Adept Group Limited, Inc. with a focus on product development productivity working with executives at a wide range of global companies across different industries. Widely published in peer-reviewed journals and business publications, Paul was among the original contributors to PDMA’s first Handbook of Product Development (1996) as well as other editions. He provided material for PDMA’s 2004 ToolBook, and is a past contributing editor to R&D Magazine, and his work has appeared in the highly respected Journal of Product Innovation Management. He teaches master courses and workshops, and is a frequent speaker at professional organization meetings and corporate seminars – addressing audiences on a breadth of topics ranging from Product Line Roadmapping to NPD portfolio analytics and optimization.

    Price: $0.00

     

    PDMA/JPIM Reference Bookshelf
    PDMA/JPIM Reference Bookshelf

    Vol.1

    This publication is the first in a series that will highlight selected articles from The Journal of Product Innovation Management in a way that makes them more accessible. The publication features the most frequently downloaded articles of 2012. Condensed to the author's abstract and conclusions, the purpose of the compilation is to provide quick take-aways from leading research, whithout having to wade through the research.

    In this publication:

    • The Value of Crowdsourcing: Can Users Really Compete with Professionals in Generating New Product Ideas?
      Marion K. Poetz and Martin Schreier. JPIM 2012;29(2):245–256
    • Bottom of the Pyramid as a Source of Breakthrough Innovations
      C. K. Prahalad. JPIM 2012;29(1):6–12
    • An Examination of New Product Development Best Practice
      Kenneth B. Kahn, Gloria Barczak, John Nicholas, Ann Ledwith, and Helen Perks. JPIM 2012;29(2):180–192
    • Perspective: Ranking of the World’s Top Innovation Management Scholars and Universities
      Pianpian Yang and Lei Tao. JPIM 2012;29(2):319–331
    • Perspective: The Stage-Gates Idea-to-Launch Process—Update, What’s New, and NexGen Systems
      Robert G. Cooper. JPIM 2008;25(3):213–232
    • Resource Dedication and New Product Performance: A Resource-Based View
      David H. Henard and M. Ann McFadyen. JPIM 2012;29(2):193–204
    • Success Factors in New Ventures: A Meta-analysis
      Michael Song, Ksenia Podoynitsyna, Hans van der Bij, and Johannes I. M. Halman. JPIM 2008;25(1):7–27
    • Successful Development and Commercialization of Technological Innovation: Insights Based on Strategy Type
      Stanley F. Slater and Jakki J. Mohr. JPIM 2006;23(1):26–33
    • A Critical Look at Technological Innovation Typology and Innovativeness Terminology: A Literature Review
      Rosanna Garcia and Roger Calantone. JPIM 2002;19(2):110–132
    • Disruptive Technology Reconsidered: A Critique and Research Agenda
      Erwin Danneels. JPIM 2004;21(4):246–258

    Member Price: $0.00
    Non-Member Price: $25.00

    4th Annual Product Portfolio Management Benchmark Study
    4th Annual Product Portfolio Management Benchmark Study

    Company: Planview
    Year: 2013

    How does your product organization compare? How do you measure up to your peers? To your competition? Get the report and find out. This study provides insight into key pain points, risks, and a look at the effectiveness of processes for portfolio planning and project execution. 4th Annual Product Portfolio Management Benchmark Study Commissioned by Planview and conducted by Appleseed Partners and OpenSky Research.


    Price: $0.00

    PDMA Foundation's 2012 Comparative Performance Assessment Study (CPAS)
    PDMA Foundation's 2012 Comparative Performance Assessment Study (CPAS)

    Company: PDMA Foundation
    Year: 2012

    The key findings from the PDMA Foundation "Best Practices" research on New Product Development are available in this report.  This report contains over 50 graphs and tables summarizing data taken from over 400 different companies.

    Member Student Price: $0.00
    Member Academic Price: $0.00
    Member Professional Price: $199.00
    Non-member Price: $1990.00

    Improving Portfolio Decision Making:Marrying PPM Best Practice Processes and Technology to Drive ROI
    Improving Portfolio Decision Making:Marrying PPM Best Practice Processes and Technology to Drive ROI

    Author: Jim Brown
    Company: Tech Clarity
    Year: 2011

    PPM is a discipline that helps companies optimize their product development investments and increase product profitability. PPM practices and tools deliver proven ROI. PPM helps companies develop high-value, strategically aligned portfolios, ensure they are resourced properly, and then execute them effectively to drive profitable revenue. PPM tools also help improve efficiency. To enjoy these benefits, companies need to put in place the right PPM processes, metrics, and tools to improve portfolio decision-making and execution. Getting processes right is important in any systems implementation, but this is even more true in PPM where the goal is to make critical business decisions.

    Price: $0.00


    Past Research and White Papers

    2nd Annual Product Portfolio Management Benchmark Study
    2nd Annual Product Portfolio Management Benchmark Study

    Company: Planview
    Year: 2010

    How does your product organization compare? How do you measure up to your peers? To your competition? Get the report and find out. More than 900 product development practitioners participated. This study provides insight into key pain points, risks, and a look at the effectiveness of processes for portfolio planning and project execution. 2nd Annual Product Portfolio Management Benchmark Study Commissioned by Planview and conducted by Appleseed Partners and OpenSky Research.

    Price: $0.00

    Beyond Technology Transfer: Quality of Life Impacts from R&D Outcomes
    Beyond Technology Transfer: Quality of Life Impacts from R&D Outcomes

    Authors: Vathsala I Stone; Michelle Lockett; Douglas J Usiak; Sajay Arthanat
    Company: Center on Knowledge Translation for Technology Transfer
    Year: 2010

    This paper presents methodology and findings from three product efficacy studies that verify the quality of life benefits resulting from prior research, development, and transfer activities. The paper then discusses key lessons learned with implications for product evaluation practice. The studies assessed the quality of three assistive technology (AT) products transferred to market by the University at Buffalo’s Rehabilitation Engineering Research Center on Technology Transfer (T2RERC) and their value to consumers with disabilities.

    Price: $0.00

    Chronological Guide for Inventors
    Chronological Guide for Inventors

    Company: Center on Knowledge Translation for Technology Transfer
    Year: 2010

    The road you are about to travel as an inventor or technology developer is a complex journey. Along the way you will be introduced to new terms, and processes and exposed to a business world that may be totally foreign to you. In this module we hope to answer some of the questions you may have, and provide you with a good, basic knowledge foundation for starting your invention journey. This module walks the reader through a Sample Invention Timeline and provides definitions, examples, and resources along the way.

    Price: $0.00

    Evaluation Resource Guide
    Evaluation Resource Guide

    Authors: Vathsala I Stone; Michelle Lockett; Douglas J Usiak; Sajay Arthanat
    Company: Center on Knowledge Translation for Technology Transfer
    Year: 2010

    This paper presents methodology and findings from three product efficacy studies that verify the quality of life benefits resulting from prior research, development, and transfer activities. The paper then discusses key lessons learned with implications for product evaluation practice. The studies assessed the quality of three assistive technology (AT) products transferred to market by the University at Buffalo’s Rehabilitation Engineering Research Center on Technology Transfer (T2RERC) and their value to consumers with disabilities.

    Price: $0.00

    Facilitating Technology-Based Knowledge Utilization
    Facilitating Technology-Based Knowledge Utilization

    Company: Planview
    Year: 2010

    This FOCUS presents a framework for integrating two distinct processes: knowledge translation (KT) and technology transfer (TT). The integration permits stakeholders involved in technol­ogy-based research and development activities to identify and coordinate their respective roles, and to optimize the eventual use of research by industry for production purposes.

    Price: $0.00

    Intellectual Property Module
    Intellectual Property Module

    Company: Center on Knowledge Translation for Technology Transfer
    Year: 2010

    Commercializing technology innovations is a complex process. Many of its milestones and related activities may be unfamiliar to many people looking to develop new technologies. Attempting to commercialize your developments will raise several new issues that must be addressed. One of the most significant issues is recognizing the importance of protecting your intellectual property. To help you better understand the issues involved, this module will suggest some early steps to help protect your intellectual property along with options for how it can be protected.

    Price: $0.00

    Knowledge from Research and Practice on the Barriers and Carriers to Successful Technology Transfer
    Knowledge from Research and Practice on the Barriers and Carriers to Successful Technology Transfer

    Authors: Joseph P. Lane, James A. Leahy
    Company: Center on Knowledge Translation for Technology Transfer
    Year: 2010

    Historically, the assistive technology (AT) industry is made up of small to medium size companies serving relatively small markets with products characterized as ‘niche’ or ‘orphan’ products. Presenting opportunities to AT companies that are created by outside sources is difficult. Presenting such opportunities to companies serving larger markets is even more difficult. In both cases, transferring new or improved products is fraught with barriers. This paper outlines the critical barriers to brokering efforts between major U.S. university technology transfer offices and U.S. corporations.

    Price: $0.00

    New Product Development: Delivering Evidence of What Works
    New Product Development: Delivering Evidence of What Works

    Authors: Jennifer Flagg, Michelle Lockett, Joseph P. Lane
    Company: Center on Knowledge Translation for Technology Transfer
    Year: 2010

    New product developers are required to understand and apply a wide variety of processes and tools as they produce new devices or services. Individuals who are seeking alternative or new methods for their process may often be overwhelmed by the amount of academic and practice literature documenting “best practices.” Unfortunately, new product developers may not have sufficient time to invest in exploring alternative strategies, resulting in the repetition of old - possibly outdated - practices. This paper presents the method and preliminary results of a scoping review designed to consolidate information on effective new product development practices into a comprehensive knowledge base. New product developers will enjoy the ease of finding alternative effective practices, while researchers will find value in the consolidated presentation of new product development practices and study methodologies that lend themselves to systematic reviews.

    Price: $0.00

    Targeted Focus Groups in Product Development
    Targeted Focus Groups in Product Development

    Author: James A. Leahy
    Company: Center on Knowledge Translation for Technology Transfer
    Year: 2010

    The use of targeted focus groups employing purposive sampling, rigorous primary and secondary recruitment screens, and state of the art product and feature demonstrations early in the design process allow new product developers to obtain specific design functions and features for the product being developed directly from the product’s targeted end users. Farther on in the product development process these same targeted, educated, end users are reconvened to review functional prototypes of the new product prior to its initial production run. This paper will present a method that has been repeatedly successfully employed in developing new mainstream consumer products in conjunction with a University based partner organization.

    Price: $0.00

    The Need to Knowledge Model: A Roadmap to Successful Outputs
    The Need to Knowledge Model: A Roadmap to Successful Outputs

    Authors: Jennifer Flagg, Michelle Lockett
    Company: Center on Knowledge Translation for Technology Transfer
    Year: 2010

    This issue of FOCUS presents the Need to Knowledge (NtK) Model for new product development. The model was designed to encompass all activities from inception of a project through post-launch evaluation to paint a complete picture of the research, development, and production processes. This technical brief explains the details related to the model’s stages and gates, while also introducing four specific opportunities to employ knowledge translation techniques. Focus: A Publication of the National Center for the Dissemination of Disability Research (NCDDR)

    Price: $0.00

    Translating Three States of Knowledge - Discovery, Invention, and Innovation
    Translating Three States of Knowledge - Discovery, Invention, and Innovation

    Authors: Joseph P. Lane; Jennifer Flagg
    Company: Center on Knowledge Translation for Technology Transfer
    Year: 2010

    Stakeholders adopt and use knowledge that has perceived utility, such as a solution to a problem. Achieving a technology-based solution involves three methods that generate knowledge in three states, analogous to the three classic states of matter. Research activity generates discoveries that are intangible and highly malleable like a gas; development activity transforms discoveries into inventions that are moderately tangible yet still malleable like a liquid; and production activity transforms inventions into innovations that are tangible and immutable like a solid.

    Price: $0.00

    Customer-Centric Innovation: How Companies Engage Customers in Product Development and Radical Innov
    Customer-Centric Innovation: How Companies Engage Customers in Product Development and Radical Innov

    Companies: PDMA, PLM Associates, MarketingProfs
    Year: 2009

    In today’s tough economic climate, understanding customer engagement is more important that ever, because it has a powerful impact on customer loyalty, retention, growth, and profitability. This research report will help you understand how companies are engaging their customers in the new product development process and using innovation to improve global competitiveness. We surveyed marketers and product developers from over 400 companies around the world to learn how they use customer involvement in new product development. Our findings show that customers are being integrated into the new product development process, but there’s ample opportunity for greater involvement.

    Our Customer-Centric Innovation research report will help you:
    • Understand the role of customers in product development
    • Focus on the “Voice of the Customer” when developing new products • Use radical innovation to strategize and succeed

    Member Price: $0.00
    Non-member Price: $279.00

    DSSP: The shape of things to come
    DSSP: The shape of things to come

    Author: Ping Fu
    Year: 2006

    DSSP is a category name that encompasses multiple technology advances. It describes the ability to use scanning hardware and processing software to digitally capture physical objects and automatically create accurate 3D models with associated structural properties for design, engineering, inspection and custom manufacturing. What digital signal processing (DSP) is to audio, DSSP is to 3D geometry.

    Price: $0.00

    PDMA Foundation's 2004 Comparative Performance Assessment Study (CPAS)
    PDMA Foundation's 2004 Comparative Performance Assessment Study (CPAS)

    Author: Marjorie Adams
    Company: PDMA Foundation
    Year: 2004

    The key findings from the PDMA Foundation "Best Practices" research on New Product Development are available in this report.  This report contains over 50 graphs and tables summarizing data taken from over 400 different companies.

    Member Student Price: $0.00
    Member Academic Price: $0.00
    Member Professional Price: $79.00
    Non-member Price: $99.00

    Drivers of NPD Success: The 1997 PDMA Report
    Drivers of NPD Success: The 1997 PDMA Report

    Authors: David Olson, Stephen Markham, Albert L. Page, Paul Belliveau, Abbie Griffin, Edward McDonough III
    Company: PDMA
    Year:1997

    This booklet reports on PDMA research on industry best practices in product development. It contains information about current NPD trends and practices against which you can compare your own firm, to diagnose strengths and weaknesses. This could then allow you to determine which actions your firm can take to further improve product development.

    TABLE OF CONTENTS
    General Product Development Trends
    Practices Differentiating the "Best" from the "Rest"
    Differences Between Manufactured Goods and Service Developers
    Differences Between Consumer and Business-to-Business Firms
    Differences by High-tech vs. Low-tech Firms
    Differences by Size of Firm
    Appendices COVERS TOPICS SUCH AS:
    Trends in Reducing Cycle Time
    Number of Ideas Needed to Generate One Successful Product
    Trends in Success Rates
    Use of Stage-Gate™, multi-functional teams, co-location, rewards
    Use of NPD tools, e.g., voice of the customer, customer site visits, beta testing
    Use of engineering tools, e.g., rapid prototyping, computer-aided engineering and design, etc

    Member Student Price: $0.00
    Member Academic Price: $0.00
    Member Professional Price: $15.00
    Non-member Price: $20.00

    Protecting and Managing your Intellectual Property
    Protecting and Managing your Intellectual Property

    Author: Joe Drury
    Company:
    Kalypso LLC

    It’s not just for legal teams anymore A company’s intellectual property (IP) portfolio is often one of its most valuable and strategic assets. Even though IP creation and reuse is an integral component of an effective innovation process, IP management and oversight typically is relegated to corporate legal groups. These groups tend to focus on protecting what the company owns and enforcing existing licenses. Protection and enforcement are important, but they are only a small piece of effective IP management. Extracting value requires a business‐driven strategy.It’s not just for legal teams anymore A company’s intellectual property (IP) portfolio is often one of its most valuable and strategic assets. Even though IP creation and reuse is an integral component of an effective innovation process, IP management and oversight typically is relegated to corporate legal groups. These groups tend to focus on protecting what the company owns and enforcing existing licenses. Protection and enforcement are important, but they are only a small piece of effective IP management. Extracting value requires a business‐driven strategy.

    Price: $0.00


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