PLM Re-Birth at McDonald’s: How to Maximize Value in a Decentralized Organization

Innovation Excellence

McDonald’s, the world’s largest fast food restaurant chain, began its product lifecycle management (PLM) journey in 2005. Driving cycle time improvements, productivity benefits, and material cost savings are often within the top reasons companies implement PLM. Jerome Lyman, VP Global Quality Systems at McDonald’s Corporation, explains that his approach to developing a compelling statement of change for McDonald’s included the risk and cost of not implementing PLM.

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71 Innovation Methodologies

Open Innovation EU

A while ago I sat down with Machiel Wetselaar & David van Dinther to create a list of innovation methodologies for a course we’re developing. New Product and Development Service Process (Hauser). New Product Development Front End (Khurana). Revolutionizing Product Development (Wheelwright & Clark). New Product Development Funnel (Katz). Focus stage: Maturity Published: 2005 more…. Customer Development (Blank).

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The Innovation Generation Has Arrived

Legacy Innovation Group

Once upon a time, in the heyday of the Industrial Age, a young marketing, design, or engineering student would graduate from college and go to work for a large corporation, slowly melding into the steady, rhythmic din of bureaucratically-managed, organizationally-structured execution work in product development. A new wave of product developers are entering the workforce, and these are not your grandfather's lock-step minions. The Innovation Generation Has Arrived.

Nothing new under the innovation sun

Jeffrey Phillips

Survey Results According to the synopsis available on Slideshare, the majority of firms responding to the survey described themselves as immature in the development of an innovation capability, and close to 60% of those surveyed have fewer than 10 people working on innovation activities. However, most of the conclusions and analysis could easily have been written in 2005.

Brainstorming with an expert, Matt Nelson

Betterific

In the interview below, you’ll get a tremendous window into the world of innovation and product development. In Matt’s explanation of “how an idea becomes a product” you’ll notice that idea generation is the fourth stage of the process. And then he breaks down the ultimate questions that must be answered before developing the product: Do customers want the product, can we make it, should we make, and how do we make it.

What is innovation management and why your organization needs it

hackerearth

An innovation process “connects upstream idea valuation to downstream production and release to market.” Innovation Management is about more than just planning new products, services, brand extensions, or technology inventions. For instance, an emerging business is likely to be focusing on one main product, unlike a mature organization that is looking to fortify its position in the market or find new, disruptive innovations. Product Innovation.

What is innovation management and why your organization needs it

hackerearth

An innovation process “connects upstream idea valuation to downstream production and release to market.” Innovation Management is about more than just planning new products, services, brand extensions, or technology inventions. For instance, an emerging business is likely to be focusing on one main product, unlike a mature organization that is looking to fortify its position in the market or find new, disruptive innovations. Product Innovation.

Emotional Design with A.C.T. – Part 2

Boxes and Arrows

Back in Part 1 , we looked at how the emotions expressed by people and products communicate personality traits over time. We also learned that customers are attracted to things that have an aesthetic personality that’s similar to their own, 1 but they prefer products that take on a complementary role during interaction. In Part 2, we’ll look at how relationships are formed when people interact with products over time, and we’ll explore how people experience the emotion of “love.”

Case study of agile and UCD working together

Boxes and Arrows

Large scale websites require groups of specialists to design and develop a product that will be a commercial success. To develop a completely new site requires several teams to collaborate and this can be difficult. This case study shows how the ComputerWeekly user experience team integrated with an agile development group. At this point the development team maintained the site with an agile process.

When innovation led to a reversal of fortunes

hackerearth

He focused on a few target products and services and he did them well. The iPod wasn't the first MP3 player out there — before it came out I'd used models from Rio for my runs — but it took the shortcomings inherent in the existing products in the market and improved on them," said Jonathan Seff of MacWorld. In 2004, CEO Knudstrop embarked on a back-to-the-basics journey, and went from a loss of $292 million that year to a profit of $117 million in 2005.