Bradford Goldense

NPDP, CMfgE, CPIM, CCP, President of Goldense Group Inc. ,
Needham, MA

Brad Goldense is founder and president of Goldense Group, Inc. [GGI], a consulting, market research, and education firm concentrating in advanced business and technology management practices for product strategy, development, and commercialization. Mr. Goldense has consulted to over 200 of the Fortune 1000 and has worked on productivity improvement and automation projects in over 500 manufacturing locations. Brad is a certified New Product Development Professional [NPDP] by the Product Development and Management Association [PDMA], a Certified Manufacturing Engineer [CMfgE] by the Society of Manufacturing Engineers [SME], a Certified Computer Professional [CCP] by the Institute for Certification of Computer Professionals [ICCP], and is Certified in Production and Inventory Management [CPIM] by the American Production and Inventory Control Society [APICS]. He holds a BS in Civil Engineering from Brown University and an MBA focused in Cost Accounting and Operations from Cornell University.

Which Comes First: Invention or Innovation? 4
The question posed in the headline has been debated by many over the years. Few have dared to commit their conversations on the topic to writing. That’s likely because folks who write up early findings on a new area or approach to a scientific study, and are later proven incorrect
What’s The Difference Between Research and Development?
With many more companies allocating a small part of their R&D budget to take on riskier projects, and the growth in corporate infrastructure to manage these riskier activities (MACHINE DESIGN, July 17, 2014), the lines are starting to blur between two terms that historically were well differentiated.
Design Reviews Reduce Time to Market 5
When should design reviews be held? When is it too late?
Making Product Development Processes More Innovative
For at least the past 10 years, innovation has been the mantra of western companies. To get that innovation, corporations have often appended and/or pulled activities out of their product-development process (PDP) rather than build innovation into their process. There are numerous examples.
Applied Research & Advanced Development Processes Come of Age

An earlier column last September (“Innovation is Changing Preproduct-Development R&D,” Sept. 5) addressed the widespread growth over the past 12 years in industry innovation activities that precede product development. Historically, only companies in the life-sciences industries and a handful of others commit significant resources prior to product development.

Product Architecture in The Digital Age

The discipline of systems engineering came of age in World War II when the United States entered the war late and could not get everything done it needed to do quickly enough. A number of disparate disciplines were rapidly integrated into “logical units” under the heading of systems engineering to enable the shortest possible design-to-production cycles.

Top 5 R&D-Product Development Metrics

Five metrics affect every member of the R&D and product-development communities, regardless of their level of responsibility. GGI surveyed manufacturers about metrics in 2013 and has done so regularly since 1998. Interestingly, our research showed no change in these top five metrics throughout the great recession.

Trade Secret practices changing due to first-to-file legislation

Just over a year ago, the U. S. aligned itself with the rest of the world on protocols for filing patents. Prior to that, the U. S. had been first-to-invent, which meant a patent could be contested if there was documentation showing another party actually invented the novelty beforehand but had not filed.

R U an Open Innovator?

Product developers have been practicing make-versus-buy analysis for decades. Typically, it focuses on whether to outsource the manufacture of components or subassemblies already designed and developed in-house.

Lead Users generate innovative ideas and great returns

Among the most-satisfying experiences for an engineer is to be part of a product that’s New to The Industry or New To The World. The satisfaction of seeing your creation touted by the media, consumers, and the like is hard to match. Yet, a very small percentage of products released to market are truly new.

How do you increase the odds of designing a completely new product? Consider these questions. Does your company:

More R&D or just more processes?

Design engineers, program managers, and organizational leaders are likely seeing an increase in processes used to guide research and development. GGI has researched the subject since 1998 and we’ve seen a new wave of them the past five years, spurred by the need for western companies to improve their innovation to compete.

Predictive metrics for projects and programs 1

The vast majority of all R&D spending across the globe goes to projects and programs. So, project and program measures are perhaps the most important metrics for facilitating R&D performance.

Measuring competencies in lean and innovative companies 1

You’ve probably noticed that there is a growing interest in measuring functional and technical competencies for scientists, engineers, and designers. This trend is a response to the flattening of organizations that have leaned themselves out. In lean organizations, there are typically fewer hierarchical levels but more practitioners at any given level.

Innovation is changing pre-product development R&D

Until about 10 years ago, most companies practiced product development. But they considered any exploratory activities that preceded it to be too risky, too lengthy, and have too low an ROI. It was easier to listen to customers’ needs and then develop products that would have known markets when launched. Plus, many management programs pushed them in that direction.

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