Is roadmapping poised to take off with economic recovery?

PLR_IreneWebinar_ScreenshotI’ve often heard that when college students “put a mortgage on their futures” with high tuition loans, all they’ve done is set themselves up to be short term financial thinkers for the rest of their lives.  One could argue that companies notoriously do the exact same thing with planning their own futures and product portfolios.

During a recent webinar, respected Technology Strategist, Dr. Irene Petrick of Penn State University, talked about seeing this first hand working with companies who are trying to chart their future directions and make sure they invest in the proper technologies and accurately follow market trends.  Companies seem so focused on making their short term revenue goals for shareholders, they are distracted from and procrastinating on critical strategic decisions regarding technology investment and game changing innovation.

Not only is she seeing strategic horizons shrink from 7-year planning down to 5-years, 3-years or less, she increasingly sees more and more management attention and resources being siphoned off to leverage short-term gains, often at the expense of securing future revenue.  The “make the month” mentality that shuttered numerous factories in the 1990s is cycling back again and moving up the ladder into R&D.  Once the economy is in a more comfortable position, it’s thought that planners would be relaxed enough to look further ahead, and hope that no real monsters have appeared meanwhile in these blind spots.

While it seems that only improving jobs reports and consumer spending can turn around the economy, Dr. Petrick does believe the macroeconomic trend of increasingly integrated product ecosystems as a major factor in turning this issue around.   Fueled by mobile devices and social media culture, more and more products are being composed of complicated partnerships between manufacturers, supply chains, retailers and more, often known as the “iTunes type ecosystem.”  This type of complicated coordination, says Petrick, inevitably leads companies down the path of strategic roadmapping.

To hear more from Dr. Petrick, her webinar, “Why is it so hard to get traction with product line roadmapping?” is available on-demand from Management Roundtable.  To have a link to the webinar sent to you via email, click here.


Product Line Roadmapping – What’s Your Take?

PLR_Logo_500COur research shows that interest in roadmapping as a visual and strategic tool for product development is continuing to grow at a rapid pace, but that one of the biggest issues is a lack of common understanding and definition of just what it’s composed of and encompasses.

Management Roundtable and the Adept Group are currently working on creating a definitive model around the term “Product Line Roadmapping” as a way to reflect the cross-functional coordination that is required for aligning the necessary resources, departments and leadership to create profitable, platform-based product lines.

You’re invited to help shape this discussion and the direction of the research, networking and educational material that will be produced starting this year.  Here are 3 very simple ways for you to get involved and be a part of the growing community:

  • 5-Minute Survey – Please consider taking 5 short minutes out of your day to answer a few questions that will help us understand your perspective on Product Line Roadmapping and how we should focus an upcoming conference.
  • Linked-In Group – Join our community of PLR professionals on Linked In where resources are shared and common questions answered by peers and experts.
  • On-Demand Webinars with Thought Leaders – Our monthly webinar series features recognized experts and practitioners talking about their experiences implementing roadmapping at companies across many industries.


Can ‘IP Density & Velocity’ expose Open Innovation opportunity areas?

In a recent webinar with Dr. Paul Germeraad of Intellectual Assets, Inc., Dr. Germeraad explained how close examination of intellectual property activity can provide valuable insight on where to focus and invest scarce open innovation resources.  Two particular metrics are mentioned that should be examined: IP Density and IP Velocity.

With IP density, one should investigate what type of the following three environments does your opportunity area reside in:

  • IP Jungle – An area where there is patent documentation in the 10s of thousands, which would require a significant investment in people and software to examine and sort through.
  • IP Forest – An area where there are a few hundred to a thousand pieces of documentation, showing a developing area where information analysis is manageable and opportunity is rich.
  • IP Desert – An area where there is patent documentation in the 10s.  Most likely this is an immature technology or market with a long developmental horizon in front of it.

The key to navigating this is to match your business goals, innovation capabilities and resources with the IP activity profile.  “Velocity” can also provide a a litmus test of the potential for successful Open Innovation, according to the following slide:IP_Slide8Regarding this slide, Dr. Germeraad commented during the webinar:

If the growth rate in patents…has been slow and steady, putting an open innovation team into that environment gives you a good chance for success..Likewise if it’s sporadic and going up and down, and people haven’t found a dominant design yet, that’s also a good area for open innovation…What’s tough of course is the center, where you’re maybe “a day late and a dollar short,” that’s a hard area to get into, when things are changing fast around you and it’s hard to communicate about what’s happening…there are too many blind sides coming in and anxiety that’s not conducive to productive open innovation.”

This webinar is available for on-demand viewing – click the link below to watch now:

IP Strategies in an Open Innovation Environment” with Dr. Paul Germeraad, Intellectual Assets, Inc.  This session was part of the CoDev2014 Webinar Series.

Dr. Germeraad will also be conducting a half-day workshop at the CoDev 2014 event on January 27, 2014 in Phoenix, AZ, “Leveraging IP databases to find, assess, and place a value upon, Open Innovation Opportunities”.


Intellectual Property & Open Innovation – Information Resource List

Brain-BulbIntellectual Property Resources

Each of the following resources has either been reviewed by or recommended to Management Roundtable, though their inclusion does not necessarily imply endorsement.  Contact information and notation is provided for further exploration.  


Berman, Bruce, From Ideas to Assets – Investing Wisely in IP

Chesbrough, Henry, Open Innovation: The New Imperative for Creating and Profiting from Technology, Harvard Business School Press, 2003.

Chesbrough, Henry, Open Business Models: How to Thrive in the New Innovation Landscape, Harvard University Press, 2006.

Davis, Julie and Harrison, Suzanne, Edison in the Boardroom: How Leading Companies Realize Value from their Intellectual Assets, Wiley, 2001.

Harrison, Suzanne and Sullivan, Patrick, Einstein in the Boardroom: Moving Beyond Intellectual Capital to I-Stuff, Wiley/Andersen Intellectual Capital Series, 2006.

Hunt, David; Nguyen, Long; and Rodgers, Matthew, Patent Searching: Tools and Techniques, Wiley, 2007.

Rivette, Kevin G. and Kline, David, Rembrandts in the Attic: Unlocking the Hidden Value of Patents,  Harvard Business School Press, 1999.

Parr, Russell, Valuation of IP and Intangible Assets, 3rd Edition, Wiley.

Parr, Russell L. and Sullivan, Patrick H., Technology Licensing: Corporate Strategies for Maximizing Value, Wiley.

Shaughnessy, James PO and Germeraad, Paul, Prospecting for Value in Corporate IP

Sullivan, Patrick, Value Driven Intellectual Capital


IP Strategies In An Open Innovation Environment

Tuesday, November 5, 2013 1:00pm-2:00pm ET
featuring acclaimed expert, Paul Germeraad, Intellectual Assets, Inc.

This webinar is now available for on-demand viewing – CLICK HERE


Corporate Dealmaker – online news

Intellectual Property Watch – blog

IP ThinkTank – blog

IP Dragon  – blog about IP in China

Managing IP – magazine

Intellectual Asset – magazine

IPFrontline – magazine

Patent Strategy & Management – newsletter


The American Intellectual Property Law Association (AIPLA)

ABA Section of Intellectual Property Law

Intellectual Property Owners Association

International IP Alliance

International Anti-Counterfeiting Coalition

International Association for the Protection of Intellectual Property (AIPPI)

The Licensing Executives Society International (LESI)

The Patent Information Users Group, Inc. (PIUG), the International Society for Patent Information

Technology Transfer Society

U.S. Patent and Trademark Office

USPTO Patent Data

U.S. Copyright Office

Copyright Society of the USA

WIPO, World IP Organization


European Patent Office

China Patent & Trademark Office

Japan Patent Office



Patent tracking, analysis and research tools and services.

Thomson Delphion Headquarters
901 Warrenville Road
Suite 20
Lisle, IL 60532
1.630.799.0600  / 1.630.799.0688 Fax

Global Prior Art, Inc.

Global Prior Art’s expertise in locating prior art complements the legal and analytical expertise of patent attorneys.

21 Milk St. 6th floor
Boston, MA 02109
Phone: (617) 574-9574 / Fax: (617) 574-9559

ipCapital Group

ipCapital Group serves organizations that wish to protect and monetize intellectual property portfolios and implement Intellectual Asset Management (IAM) practices.

400 Cornerstone Drive, Suite 325
Williston, VT 05495
Phone (802) 872-3200 x279  / Fax (802) 288-9468
Toll Free (888) 853-2212

ipPerformance Group, Inc.

Provides extensive and comprehensive intellectual property management benchmarking, performance metrics, and best practices information database

104 Burr Ridge Parkway
Burr Ridge, IL 60565

Intellectual Property Research Associates (IPRA, Inc.)

Value of intellectual property including patents, trademarks and copyrights, financial terms (including royalty rates), licensing agreements.
1004 Buckingham Way
Yardley, Pennsylvania 19067

Russell L. Parr, CFA, ASA
Phone: 215 428-1163
FAX: 215-428-9545

IPVALUE Management

IPVALUE Management employs a systematic and comprehensive approach to IP commercialization with its partners.

1070 Arastradero Rd, Ste. 300
Palo Alto, California 94304
Tel: 650.856.VALU (8258) /  Fax: 650-856-8248


Ovalideas has developed a new toolset for aligning and integrating technology search information (from IP databases) with strategic objectives.

547 Dale Drive

Incline Village, NV 89541
Phone: 805-646-9824


The Patent Board

Proprietary analytic foundation, data, tools, and patent metrics provide insight into patent and portfolio quality. Patent Scorecard and related products.

20 North Wacker Drive
Suite 3720
Chicago, IL 60606
(312) 205-7000 Phone
(312) 205-7001 Fax

Patent Café

Intellectual property information portal and provider of intellectual property management and patent research tools.


441 Colusa Avenue
Yuba City, CA 95991
Tel: 530-671-0200 Ext. 204 / Fax 530-671-0201

Rembrandt IP Management

Rembrandt works as a partner to help inventors realize value for their inventions.

Phone: 610-667-9685   Fax: 610-667-9687



Develops and commercializes technology for clients

505 King Avenue
Columbus, Ohio 43201
800-201-2011 or 614-424-6424

Innocentive Inc.

Connects technology seekers and “solvers” through its global Open Innovation Marketplace

201 Jones Rd
Waltham, MA 02451
Phone: +1-978-482-3300
Toll free: +1-866-812-7339
Fax: +1-978-482-3400

Intellectual Ventures

Invention company

PMB 502
227 Bellevue Way
Bellevue, WA 98004-5721
Phone: (425) 467-2300

Invent Resources

Develops products and patents for clients

781.862.0200, fax: 781.721.2300

Dr. Richard Pavelle:

New Venture Partners

Focuses on corporate spin-outs

98 Floral Avenue
Murray Hill, NJ 07974
+1 908 464 0900

NineSigma, Inc.

Connects technology innovation seekers and providers
23611 Chagrin Blvd. Suite 320
Cleveland, OH 44122-5540
United States
Tel (216) 295-4800
Fax (216) 295-4825


Collaborative R&D company

15 Acorn Park
Cambridge, MA 02140-2328

Ocean Tomo

Hosts IP auctions, provides advice in IP-related mergers and acquisitions, valuations, analytics

Chicago (Headquarters)
200 West Madison
37th Floor
Chicago, IL 60606
312-327-4400 Ph

UTEK Corporation

Technology transfer company focused on open innovation among corporations, universities and research laboratories worldwide

2109 E. Palm Avenue
Tampa, FL 33605
Telephone: (813) 754-4330

Online marketplace brings buyers and sellers of technologies together

175 Highland Avenue
Needham, MA, USA 02494
+1 (781) 972-0600 | fax +1 (781) 972-0601


Athena Alliance: information, intangibles, and innovation (I3 or I-Cubed) economy

IP webguide – intellectual property information and services

Knowledge Management resources

Innovation Asset library (legal resources


Global Tech Scouting – Opportunities & Pitfalls

In this webinar recording, Amritt Inc.’s Gunjan Bagla discusses the ins and outs of establishing an international technology scouting program.  During this 60-minute session, Mr. Bagla answers the following questions:

  • Why is Global Technology Scouting important in 2013 and beyond?
  • Why traditional methods of scouting can have limited value when you go overseas?
  • What are the top unique pitfalls and worries about global scouting?

For an additional perspective on global technology scouting, you’re invited to the next session of the CoDev2014 Free Webinar Series:


Advanced Project Management for NPD – Top 4 Concerns of Webinar Participants


Below are some quick insights from a survey recently conducted in conjunction with our upcoming webinar on May 22, 2013, “Advanced Project Management for Product Development: Applying Lean and Agile Principles to Managing Partners” led by John Carter of TCGen, Inc.

Webinar registrants were asked to rate the following 8 categories on a scale of 1 (not interested) to 5 (highly interested).  The average rating for each category appears in parentheses:

  • Product Development / Project Management Metrics (4.53)
  • Agile Development Techniques (4.15)
  • Culture & Communication (4.15)
  • Risk Management (4.00)
  • Managing Distributed Teams (3.97)
  • Innovation & Ideation (3.71)
  • Open Innovation & Social Technologies (3.69)
  • Lean Engineering Methods (3.65)

Approximately 100 participants were surveyed with a 34% response rate.

The top concern is hardly surprising, as methods for measuring performance seem to be an evergreen issue for every business function.  As a company evolves, so does it’s leadership and corporate priorities, which can make the focus of a business’ metrics rather fluid and unstable.  There is often much internal disagreement about what should be measured and how to measure things accurately, which can lead to troublesome misalignment, especially in engineering-heavy environments.

The bottom two issues were somewhat surprising.  One could have easily assumed that “Open Innovation and Social Technologies” would be of higher interest considering their high profile and mindshare in business and overall society.  Similarly, “Lean Engineering” has historically been a highly popular subject area and is rather similar to “Agile” that took a top spot, which could signify that Lean has reached a maturity level or there could be some dissatisfaction with the lean methods that have been in practice for quite a number of years now.

Please note that these are observations and not scientifically backed conclusions.

This webinar is part four of a five-part series on the skills, tools and methods that compose the “Advanced Project Management” discipline.   The May 22nd session will provide an introduction to the key concepts and provide practical, tools-based knowledge on managing partnerships and collaborative innovation.

Related Links:


Beyond the GANNT chart – Advanced Project Management for NPD


Management fads may come and go, but the one that outlasts them all is sound project management.  While it’s not nearly as sexy-sounding as “six sigma,” when’s the last time you heard someone boast about their black belt?  Coordinating the myriad of complex disciplines (and their respective complex people!) to bring a product to market remains a singular challenge above all others.

The complexity surrounding today’s NPD projects seems compounded by two major factors: 1) the expanding scope of a product’s embedded technology (e.g. software, wireless connectivity); and 2) the expanding scope of participating stakeholders (e.g. open innovation, supplier partnerships, crowdsourcing).  Long gone are the days of command and control, co-location of team members and “dumb” (unconnected and software-disabled) products.

To manage these new realities, some companies are having success by applying principles from lean manufacturing, agile software development and even social networking to R&D and NPD projects.  Using specific tools from each discipline, such as Cadence, Flow and Pull from manufacturing, and Burn Down Charts, Waterfall and Sprints from software development, one can create a toolbox that manages all the new project risks that have surfaced over the years while also exposing leverage points that can improve efficiency and market performance.  And by employing modern social networking media, one can effectively manage partners and suppliers as well as communicate efficiently with project teams.

Want to learn more about the latest in Advanced Project Management?

Join us on May 22, 2013 for a complimentary webinar, “Advanced Project Management for Product Development: Applying Lean and Agile Principles to Managing Partners” led by John Carter of TCGen, Inc.  This webinar is the part four of a five-part series on the skills, tools and methods that compose the “Advanced Project Management” discipline.   The May 22nd session will provide an introduction to the key concepts and provide practical, tools-based knowledge on managing partnerships and collaborative innovation.

Clarification:  This webinar will not be discussing “wearable white boards”.

Related Links: