Transcript People + Process + Coaching = Higher Profits Faster from

Beyond “Stage-Gate:”
Faster and More Profitable
New Business Development
ECMRA
New Contenders, New Approaches
Greg Stevens, President, WinOvations , Inc.
October 9-11, 2000 London
SM
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1
Outline
A.
State of the Art: “Stage-Gate” Processes
B.
Killer Myths Inhibiting the Fuzzy Front End (F.F.E.)
of New Business Development (NBD)
C.
Debunking Myths & Achieving Six Sigma
Improvements in New Business Development

D.
In Speed & Profitability
Specific Applications
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2
A. Stage-Gate® Systems Are “State of
the Art” for New Business Development

Today’s NBD Processes First Published Broadly in
1957-58*



SC Johnson, Booz-Allen
Little New Today
Widely Adopted in Last 20 Years

By 60% of Firms


Per PDMA “Best Practices” Study
“Stage Gate ®”: Trademark of Robert G. Cooper
*Booz-Allen & Hamilton Inc., Jones, Ralph W. 1958. Management of new
products. The Journal of Industrial Engineering. IX (5). October. 429-435.
*Johnson, S. C. and Conrad Jones. 1957. How to organize for new products. Harvard
Business Review. # 57305. May-June. 49-62.
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B. Several Myths Inhibiting New
Business Development (NBD)
Today

Many Grains of Truth


In Current NBD Paradigm
And Much Confusion

“Get the Assumptions Wrong, and Everything that
Flows from Them Is Wrong.”

Peter F. Drucker, “Management’s New Paradigms” Forbes, Oct. 5, 1998, pp. 152177
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Problem: “NBD” (& Other) Experts
Are Often Wrong

WSJ Survey of Expert Economists Forecasting 30-Year
Treasury Interest Rates (WSJ: 1/4/99):

Got the Direction of the Changes Right Only 28% of the time




9 of 32 Forecasts: 1982-1999
When Experts Said Rates Would Rise, 72% of the Time They Fell
30 Technology Companies Highly Recommended in 1968
Lost an Average of 98.3% Value in 3 Years*
Same Happening Today for “Dot Com’s:”

Bankrupt:

Boo.com; SurfBuzz.com; Red Rocket; Epidemic Marketing.com
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*Devoe, Raymond F., The Devoe Report, “More Bugs on the Windshield of
Financial Life (Past Visits To the Elephant’s Graveyard), Vol. 21, #2, Jan
15, 1999.
5
Myth #1: Stage-Gate Processes
Work (Better than Nothing)!
Reality: No Correlation Between Companies with
Stage-Gate or other NPD Processes and Commercial
Success*
 Per Latest IRI/CIMS R&D Database Study:
*Research•Technology Management, Roger L. Whiteley, Alden S. Bean
and M. Jean Russo. July-August, 1998, 15-16.
 & Even Per R.G. Cooper’s Own Research**
 Stage-Gate®: Trademark of Robert G. Cooper
•
**J. Prod. Innov. Manag. 1999; 16: 115-133
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Doing Activities Well in the F.F.E. of NBD
Correlates with Success, But Having a
Stage-Gate Process Does Not


Stage-Gate Process “Success Factor Studies” Are Like Saying: If You
Score a Lot of Points, This Correlates with Winning.
But Installing a Stage-Gate System Does Not Ensure that the F.F.E.-NBD
Activities Are Done Any Better than Before:



Most of the Stage-Gate Activities Were Already Being Done Before, Just Less
Formally
Even After Installation, Most Firms Do Not Rigorously Use the Process (So In
Reality there Is Little Change)
& The People Doing & Managing the Activities Are All the Same


Yet the Players Make an Enormous Difference, both in Sports and NBD
Little Change Brings Little Benefit
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Reality: Stage-Gate Processes Little
Changed Since 1950’s in Either
Processes or Results
Reality: No Measurable Improvements in 40 Years!
 In Spite of All the “Changes” & “Best Thinking”
 Indicating Few Substantive Changes

& Same Globally: Americas, Europe, Asia

60% Success from Launch*



Same Globally: Americas, Europe, Asia
Per Robert Cooper (3/99 JPIM), & Many Other Studies
11% Success from Early Development Stage

One in Nine Success Rates
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*Cooper et al, J. Prod. Innov. Manag. 1999; 16: 115-133
8
Like the Fable of
The Emperor’s Clothes
No Better Off With, or Without Them
Also Like Medicine in the 1800’s:
 When Patients Staying Home Got Well Just as Often as Those
Visiting a Doctor
 And Witch Doctors
“If a Factory Produced Such Low Quality,
it Would be Shut Down.”
 Cooper et al, J. Prod. Innov. Manag. 1999; 16: 115-133
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“Insanity
Is Doing the Same Thing
Over and Over and Expecting
Different Results.”
 Benjamin
Franklin
 (40
Years with No Improvement Would Probably
Qualify for the “Over and Over” Part)
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Myth #2: “Most NBD Efforts
Do Succeed!”
Title of Article, by Robert G. Cooper*

Reality: Most NBD Efforts Fail

89% Fail from Early Development Stage


Many Examples
Iridium Satellite Phones
•
•

Poor F.F.E. NBD Activity
Now Bankrupt
F.F.E. of NBD Is the Most Difficult of All Business
Activities**
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*R.G. Cooper et al, Research Management, Vol. 26: 20-25, Nov.Dec. 1983
**G. Stevens et al, “Creativity + Business Discipline = Higher
Profits Faster from NPD,” J. Prod. Innov. Management, Vol 16:
455-468, 9/99
11
Universal Industrial Success Curve Shows
Most NBD Efforts Unsuccessful*
10,000
Number of Ideas
3000 Raw Ideas (Unwritten)
60% Success Rate
from Launch
Unchanged in 40 Yrs.
In Spite of All the
“Improvements”
1000
300 Ideas Submitted
100
125 Small Projects
* **
9 Early Stage Devel.
10
4 Major Devel.
1.7 Launches
1 Success
1
1
2
3
4
5
6
Stage of NBD Process
7
*Reference: G. Stevens and J. Burley, “3000
Raw Ideas = 1 Commercial Success!”
Research•Technology Management, 40(3):
16-27, May-June, 1997. Runner-Up, IRI
“Best Paper of the Year.”
WinOvations, Inc. Copyright 2000
** Hultink, [email protected]
Jan; Susan Hart, Henry S.J. Robben and Abbie Griffin. Launching new products in consumer and industrial markets: a multi-country empirical international
12
comparison.
Product
Development
and1-530-831-5650
Management Association Research Conference Proceedings, October, 1997, 93-126
Tel: 1-517-832-0075,
FAX
Myth #3: Failures Are Good!

Myth: “If You Are Not Failing Enough, You Aren’t
Trying Hard Enough”


Like Saying “Bad Quality is Good!”
Reality:

“There Is a Quality Crisis in Product Innovation”



R.G. Cooper: *J. Prod. Innov. Manag. 1999; 16: 115-133
Because Most New Business Efforts Do Fail Today, We
Desperately Search for Excuses!
What We Really Need:

More Successful Systems; Higher Quality Results, & Profits
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Profiting From Failures Can Happen (the Grain
of Truth), But Mostly Failures Are
Routine & Devastatingly Wasteful
Average Life of Fortune 500 Co’s is 40 Years
 One Major Chemical Co.:




‘82-’92: Spent $13 Billion “With No Contribution to Bottom Line”
per CEO
‘60’s-’70’s: Spent $16 Billion on R&D, “Technological Black
Hole” per Wall St. Journal
While Doing “Everything Right” per Today’s Standard Practices


Frightening
Massive Layoffs: Over 30%
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Myth #4:
NBD Processes Work Linearly

Mythic Linear View of Traditional “Stage-Gate®”
NBD Processes:
1
2
Idea

3
4
5
6
>> Stages >>
7
Launch
Myth #5: “Our Stage-Gate Is Unique”


Reality: 5-7 Stages in Most Stage-Gate Processes
Reality: Most Companies Just Reinventing Cooper’s (or 1958 S.C.
Johnson) Linear “Stage Gate” Models, & Spending Millions Doing It.
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*Trade Name of R.G. Cooper & Associates
15
Reality: NBD Is Non-Linear in Early Stages.
Requires Leaps of Creativity,
“Morphing,” To Identify Winners
1
2
3
4
2
3
4
2
3
4
Non-Linear F.F.E.
5
6
7
Linear
Stages & Gates Still Exist but Real View of NBD Process Is
Non-Linear, Especially in Fuzzy Front End (F.F.E.)
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Myth #6:
Everyone Is Creative!
Or Can Be Taught to Be Creative
Fa La!
 Therefore
Everyone Can Create New
Products in the “Fuzzy Front End” of NBD
 Just
Read the Manual, Follow the Steps
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Myth #6 Restated:
“The Environment (Nurture)
Largely Determines Personality”

67% of Americans Believe Can Readily Change Personalities*
 Popular belief, & “Politically Correct”

Standard Psychology Texts of 1970’s & ’80’s: Taught
Individual Personality Was Determined Largely by
Environment, or Nurture:

Said: “If Identical Twins Raised Apart Could Be Studied, Their Personalities
Would Be “Enormously Different**’’
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*Roper Reports, 1993, 93-8 (November), Roper Starch Worldwide Inc., NY, NY
**Introduction to Personality, Walter Mischel, Holt Reinhart and Winston, 1976, 2rd Ed., p. 290-291
18
Reality: ~80% of Core Unchanging
Adult Personality & Creativity
Determined by Genetics
 Stable
Core Adult
PersoNality
 Overall
Personality
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Data for New Genetic Paradigm of Creativity:
2 Key Experiments Addressing Effects of
Nature and Nurture on Personality:
1. Study of Personality of Identical Twins Raised Apart

Same Genetics, Different Environments


Separated at 3 Months
Key Review Article: 1990 Science:*
2. Study of Adoptees

Different Genetics, Similar Environments

The “Reverse Experiment” of Twins Raised Apart
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*Thomas J. Bouchard, Jr., David T. Lykken, Matthew McGue, Nancy L. Segal, Auke Tellegen..
Sources of Human Psychological Differences: The Minnesota Study of Twins Reared Apart.
Science. 1990. 12 October. 250. 223-228.
20
Reality: Identical Twins, Raised Apart
Have Very Similar Personalities
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Reality: Identical Twins Raised
Apart Are As Alike As Those Raised
Together




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Both Fire Chiefs
Both Bachelors
Both Flirts
Both Raucous

“We kept making the same
remarks at the same time,
and using the same gestures.
It was spooky.”

Suggests Zero
Contribution from
Childhood Environment
22
EEG Brainwaves of Identical Twins Raised Apart Show
95% Correlations *
Similarity Due to Genetics, As Share No Common Nurture After Separation
Identical Twins Raised Apart
Non-Identical Twins Raised Together
95% Correlation
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*“How Individual Are Human Brainwave Patterns?” by H.H. Stassen,
Psychiatric University Hospital Research Department,
Zurich, Switzerland, 1992 p. 75 & 83.
23
Correlations Between Any
Environmental Factors During
Upbringing, and Adult Personalities
Are Totally Lacking: Zero

True For Adopted Identical Twins Raised Apart
 & For Adoptees in Same Household Environment

“Reverse Experiment” of Identical Twins Raised Apart:
No Genetic Similarity, But Same Environment During
Childhood.
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*Thomas J. Bouchard, Jr., David T. Lykken, Matthew McGue, Nancy L. Segal, Auke
Tellegen.. Sources of Human Psychological Differences: The Minnesota Study of Twins
Reared Apart. Science. 1990. 12 October. 250. 223-228.
24
New Data Is Remarkably
Consistent Supporting
Strong Genetic Basis
for Personality &
Creativity
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Re-emerging “New” Paradigm:
“Genetics Is the Most Powerful
Determinant of Most Psychological Traits*”

“New” Since Plato, Christ, Buddha, Schumpeter, Maslow...
 “This Sudden Switch...From a Belief in Nurture, in the Form
of Social Conditioning, to Nature, in the Form of Genetics
and Brain Physiology Is the Great Intellectual Event ... of the
Late 20th Century.”
“The Fix Is in! We’re All Hard Wired.”
 Tom Wolfe, Author, Forbes ASAP, December 2, 1996, p. 218
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*Bouchard, Jr. Thomas J., “Twins and Type,”Presentation at the Association for
Psychological Type, 10th Biennial International Conference, July 6-11, 1993,
Long Beach, CA
26
Myth #7: That Personality &
Creativity Can Be Lastingly Taught

Reality: It Is More Productive to Teach Business Discipline to
Creative Types Than to “Teach” Creativity (Largely Genetic)
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So: Is Everyone
Creative?
Reality: Only In the
Sense that Everyone
Is Tall


We Are All “Tall...”
And Can All Be Taught
to Jump a Little
Higher...
 But...
Only a Few
Can Play in the
World-Class NBA
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Willy & Wilt:
Differently Gifted
28
C. Achieving
Six Sigma
Improvements
in Speed & Profitability
By Incorporating Latest
Thinking into the F.F.E. of NBD
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Could
Personality
Traits of
Individual
Analysts
Involved in the
Early Stages 1-4, or “Fuzzy Front
End (F.F.E.) of NBD
Affect Profits When Later
Commercialized?
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Population Studied by
WinOvations :
SM
 From

Dow Chemical
 69

F.F.E.-NBD Analysts & Projects Profiled
>95% of Analysts & Projects Measured
 267

 In

a Fortune 500 Chemical Co.
Staged Projects Spanning 10 Years
1984-1994: Gave Time to Measure Profits
Europe and North America
In Effect a 10 Year, $20 Million Experiment
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Consistent Process Used by All
F.F.E.-NBD Analysts Evaluated

Evolved from Planned Innovation Opportunity Analysis


Bacon & Butler, 1982
Testing Critical NBD Hypotheses, or “Draft Propositions:”







Need
Value
Opening
Advantage
Fit
Rigorous Training & Coaching Through 1-2 Projects
Staged Analyses, Periodic Management Review “Gates”
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“Fuzzy Front End” (F.F.E.)
of NBD Process:
End of
Individual’s
F.F.E. Analysis
Profits
WHAT IS THE
VALUE OF
MEETING
UNMET NEEDS?
Winning Actions
Unspoken Needs
New Ideas
Winning Tactics
WHAT ARE
THE SYSTEM
COSTS?`
``
Gap-Analysis
Ideas Prioritized
Draft Propositions
Idea Management
Gut-Level-Screen
Gut-Level-Screen
Stages: Ideation
WHAT ARE THE
SPOKEN UNMET
NEEDS?
2.
SuccessWheel
Shaping
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HOW IS THE
FUNCTION
DONE?
Analysis
Validation
Individual Analyst Predominates
Develop & Implement
Teams Predominate
33
Personality of Analysts in the F.F.E. of
NBD Was Measured Using MBTI
Instrument & Correlated with Profits
®

Two MBTI Personality Measurements Correlated
With NBD Profits Earned After Project Was Later
Developed & Commercialized by the Business:


“N” for Intuition (Vs. “S” for Sensory)
“T” for Thinking (Vs. “F” for Feeling)

No Benefit from Including Other Two Personality Measurements:
•
•
E/I (Extroversion – Introversion), or
J/P (Judging – Perceiving)
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Result: Rainmaker-Index *
SM
(Based on MBTI )
®
Mean Rainmaker-Index Scores of F.F.E.-NBD Analyst Groups
102 Max
-78 Min.
Bottom 1/3
(23 Analysts)
Middle 1/3
(23 Analysts)
Top 1/3
(23 Analysts)
= -14.7
= 27.8
= 70.4

An 85 Point Increase in the Rainmaker-Index Correlates with $8.7 Million
Additional Profits Earned Per Analyst*

Corresponds to the Difference Between the Mean Scores of the Top Third and
Bottom Third of the Rainmaker-Index
 Rainmaker-Index Also Correlates with MBTI Creativity Index:
Rainmakers are Highly Creative*
*See References: #2 & #6 by WinOvations, At End of
Presentation. Selected as “Outstanding Research Paper”
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from October, 1997 PDMA Research Conference
Rainmaker-Index: Service Mark, WinOvations, Inc.
35
RainmakerSM Index:
Correlates Strongly With Later NBD Profits
(Even Better Than MBTI®-CI)
Profit per Analyst, $ Millions
Personality
Index
Bottom
Third
Middle
Third
N = 23 Analysts
N = 23 Analysts
Rainmaker
Index
$0.09
MBTI-CI
Index
$0.65
$0.93
Top
Third
N = 23 Analysts
$8.23
Times More
Effective,
Top Vs. Bottom
Third
95 X
Rainmakers!
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$1.37
$7.37
11 X
36
All Personality Types Needed in
Business Development

“Rainmakers” (With Business Discipline) Needed



Many Other Types Also Needed


Having Business Discipline Training & Coaching
Starters: For the “Fuzzy Front End” of New Business
Development
Finishers: For Later Stages of New Business Development
and Implementation
In Fact: Need More of Other Types than Rainmakers

Because Later Development Stages Take Far More Effort
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Analysts’ Recommendations After Detailed Analyses Stage
Consistently Profitable When Later
Developed & Commercialized

97% of Positive Recommendations from F.F.E. of
NBD Process Later Commercialized Were Profitable

Vs. 11% Typically from Stage 4 of 7 Stages on Success
Curve

More Than a Six Standard Deviation Improvement Vs.
Benchmark “Universal Success Curve” for NBD
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Getting the Right Answer Consistently
Provides Profits/Unit Effort
Nine Times Faster Vs. Benchmark
$$ Profits
97% of Time,
>Six Sigma Improvement
1 Effort with
Best Practices
1
2
3
4
5
6
7
8
9
Profits
11% of Time
9 Efforts Needed with Typical NBD Systems
Negative, Discouraging Outcomes:
Helps Explain Why Typical Staged-Gate Systems Are Underutilized
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Pick the One in 10 that Wins?
Done That

More Exciting: Achieve Success With Almost All
Early-Stage NBD Projects By “Morphing” Them

Done That Too
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The New NBD System Provides More Than a Six-Sigma
Improvement Vs. The “Universal” NBD Success Curve
10,000
95% Success Rates From
Stage 4 Are Achieved vs. the
Benchmark for Traditional StageGate Processes of 11% (1 in 9).
This Represents More than a
Six Sigma Improvement.
Number of Ideas
3000 Raw Ideas (Unwritten)
1,000
300 Ideas Submitted
100
125 Small Projects
Benchmark
9 Early Stage Developments
From Here
4 Major Developments
1.7 Launches
6s
10
WinOvations
1 Success
1
1
2
3
4
5
6
7
To Here
Stage of NBD Process
WinOvations, Inc. Copyright 2000
Ref: Stevens & Burley, May-June 1997,
[email protected]
Ref: Stevens & Burley, May-June
Research•Technology
Management
Tel: 1-517-832-0075, FAX
1-530-831-5650
1997,
Research•Technology Management
41
Dramatically Increases the Probability of
Success by Selecting Inherently Creative
People When Needed

As in Fuzzy Front End of New Business
Development (F.F.E. of NBD)


Creativity Needed Because Starting Ideas Are Rarely
Commercial, & Must Be Morphed
Key: Train & Coach Creative Types in Business
Discipline – Described Next

“Leash Your Creativity ”
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SM
42
Process Step 1: Determine Top
Management’s Gut-Level-Screen
SM
Manager 1
Manager 3
Manager 2
 “Group” Zone

of Agreement & Excitement
Their Gut-Level-Screen
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Step 2: Prioritize Platforms, Groups
& Projects Vs. Gut-Level-Screen
Platform A
Use
Success-Wheel
on These
Projects First, &
Leverage
Findings Across
Entire Group
Platform B
Platform C
Group 1
Group 2
Group 3
Project 1
Project 1
Project 1
Project 2
Project 2
Project 2
Project 3
Project 3
Project 3
Project 4
Project 4
Project 4
Project 5
Project 5
Project 5
Project 6
Project 6
Project 6
Project 7
Project 7
Project 7
to
to
to
Project “n”
Project “n”
Project “n”
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Functional
Groupings
Specific New
Product Level
Ideas
44
Steps 3-4: Success-Wheel Project Analysis
Forms and Tests Draft Propositions
That Must be Proved
A. Internally Tested Propositions:


Fit Vs. Gut-Level-Screen &
Sustainable Competitive Advantage
B. Marketplace Tested Propositions

Customer Visits: How Done, Spoken Needs, Costs, Value
C. Iterative-Propositions :
SM

Unspoken Needs, New Ideas,
Winning Way in World
 When Know How to Win, It’s Time for Commercial
Development
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45
Final F.F.E.-NBD Analysis Step:
Cost Per Unit Performance
In The Customer’s Eyes Is Key
($/Part, or $/Ft. Bonded: Not $/Lb. Sold)

$30.00
Wins!
$25.00
$ Per Unit Performance

In This Example, the
Highest Cost Per Pound
Raw Material Still Wins
Vs. The Best Global
Competitors
Vs. Today’s Processes...
And More Importantly
Tomorrow’s
Then Go!! Activate
Teams, Develop &
Commercialize
$ Per Unit Performance

$20.00
Overhead w/ G&A
Capital
$15.00
Plant Labor
Raw Materials
$10.00
$5.00
$0.00
1
2
3
4
5
Best Global Approaches
Best Global Approaches
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46
D. Applications of New System at
Honeywell (AlliedSignal):
The new approach “combines creativity with a high
degree of business discipline. … we ended up with
winning business plans that fully identified over
$100 million per year in new sales potential.… with
the likelihood of developing into several hundred
million dollars per year businesses.”
 “As a result of their work…we know the costs of
the best competitors in the world, and how to beat
them, by better meeting customers’ spoken and
unspoken needs.”

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47
Application of New Approach at
Dow Chemical, in (Insite®)
Metallocene Polymer Catalysis:
 Helps

Identify “Starters” and “Finishers”
Key Personnel Issue
 Has
Resulted In Over 3 Billion Pounds of
New Polymer Capacity, Much in New Areas

&
Projected in 1991, and Now Come True
It’s Just the Beginning
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48
Myth #8:
“We’re Already Doing Something Pretty Much

Like This”
With Due Respect, Saying the
Traditional Staged-Gate
Approach and the New
Approach Are Alike…
“Is Like Saying
Veterinarians And
Taxidermists Are In the
Same Business, Because
Either Way You Get Your
Dog Back.”
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Sen. Joe Lieberman, Wall St.
Journal, 8/22/00, p.1.
49
Reality: Most NBD Systems Need
Dramatic Improvement

You Know Your NBD System Is Really Working IF:

95% of NBD Efforts Succeed After Early Development


Your Company Greatly Exceeds Your Industry In:




Vs. 11% Per Universal Success Curve
Corporate Growth Rates, Profitability & Consistency
Stock Appreciation & Book Value
You & Most of Your Co-Workers Are Heavily Invested In Your
Company. New Employees Want to Work There, With Options
Economist, Forbes, Fortune, or BW:

Picks Your Company as a Gem in that Industry
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50
Six Sigma Improvements in Speed and
Profitability Have Been Achieved in EarlyStage NBD Systems via Breakthroughs In
1. Personnel,
2. Process &
3. Coaching
“A Well Directed Imagination is the Source of
New Approaches and New Contenders.”
Chinese Proverb
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51
Key Reference Articles
1.
2.
3.
4.
5.
6.
7.
8.
Stevens, Greg A. “Shattering Myths and Achieving Higher Profits Faster from Six Sigma Improvements
in New Business Development.” Technology Transfer and Innovation ’99 Conference, September 29,
1999, Melbourne, Australia. Also at the Project Management Institute (PMI) 9-00, Houston, TX.
Stevens, Greg, James Burley, and Richard Divine. “Profits and Personalities: Relationships Between
Profits from New Product Development and Analyst’s Personalities.” Product Development and
Management Association (PDMA) 1998 Research Conference, October 5-7, Atlanta, GA. pps. 157-175.
Stevens, Greg. A. and James Burley, “3,000 Raw Ideas = 1 Commercial Success.”
Research · Technology Management 40(3), 16-27 (May-Jun, 1997).
“Innovation in Industry Survey.” The Economist. Feb. 20, 1999. p. 15. [Shows the Universal Success
Curve for New Business Development from Ref. #3.]
Bacon, Jr., Frank R. and Thomas W. Butler, Jr. Achieving Planned Innovation®, A Proven System for
Creating Successful New Products and Services. The Free Press/Simon & Schuster, 1998.
Stevens, Greg, James Burley, and Richard Divine. “Creativity + Business Discipline = Higher Profits
Faster from New Product Development.” Journal of Product Innovation Management, 16: 455-468.
1999. [& Selected as “Outstanding Research Paper” from October, 1997 PDMA Research Conference.]
Stevens, Tim. “The Nature of Creativity.” Industry Week, Viewpoint Archive. IndustryWeek.com. June
29, 1999. pps. 1-4.
Others Are Listed Within the Body of the Presentation
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52
Contact, & Additional
Background Information
 Greg
Stevens, President
 WinOvations , Inc.
240 W. Main St., Suite 1200
Midland, MI 48640 USA
Tel:
1-517-832-0075
FAX: 1-530-831-5650
email: [email protected]
www.winovations.com
SM
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53
WinOvations Projects Done In:
Americas, Japan, Australia, Western Europe,
Eastern Europe, Russia, Middle East
SM

Clients Since 1995 Include:
l
l
l
l
l
l
l
l
l
Baker Oil Tools
Destec Energy
Dow Chemical Co.
Dow Corning
Essex Specialty Products
GM
Honeywell (AlliedSignal)
Huber
Irwin Seating
l
l
l
l
l
l
l
l
l
Johnson & Johnson
3M
NCR
Owens Corning
Reilly Industries
Solutia
Velsicol
Wacker Chemical
Others
Results Published Internationally:


Associations: IRI, PDMA, PMI, ACA, ASC, TTI, SIRF, CDMA, CMRA
Journals: The Economist, Industry Week, The Journal of Product Innovation
Management, ResearchlTechnology Management
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54
Project & Training
References from
Large, Medium & Small
Businesses
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55
Honeywell
(AlliedSignal)
Project
Recommendation
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56
Honeywell
(AlliedSignal)
Training
Recommendation
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57
Essex Specialty
Products,
Subsidiary
of Dow Chemical
Project
Recommendation
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58
Oliver
Products
P
Training
Recommendation
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59