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.

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.

Metrics bring control to product development 2
The metrics most valuable to R and D professionals and executive managers are those that shorten product-development cycles, help reach product-cost goals, and indicate the capabilities of a product-development group.
The Maker Movement Spurs Corporate Innovation and Entrepreneurship

Rapid innovation delivered with a maximum amount of proprietary IP has been a mantra for western corporations over the past decade. Many of those corporations are increasingly challenged to keep up.

IP and innovation will drive product development
Product developers enjoyed a fairly predictable environment for most of last century. After the arrival of the assembly line early in the century, changes in design and manufacturing were incremental.
Nailing Product Requirements
To thoroughly gather customer requirements and get it right the first time takes teamwork and patience.
Can innovation be taught?
Western manufacturers have recognized that they cannot match the low-cost production of China and India. To prosper they must instead out-innovate the competition.
The Right People for the Right Team
Do companies really use cross-functional teaming to develop products, or are they just paying lip service to the idea?
Measuring product development
A survey reveals what companies measure to characterize and benchmark product-development projects.

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