Bradford Goldense

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

Bradford L. Goldense is founder and president of Goldense Group, Inc. [GGI] (www.goldensegroupinc.com), a consulting, market research, and education firm focused on business and technology management strategies and practices for product creation, development, and commercialization. He has been an adjunct faculty member of the graduate engineering school at Tufts University's Gordon Institute for 19 years. Goldense is a Certified New Product Development Professional [NPDP], a Certified Manufacturing Engineer [CMfgE], a Certified Computer Professional [CCP], and is Certified In Production & Inventory Management [CPIM]. He holds over 200 registered copyrights and is a recognized subject-matter expert, including appearances on PBS and CNBC. He has consulted to over 250 companies and over 750 manufacturing locations on four continents since founding GGI in 1986.  Goldense holds an MBA in Accounting from the Cornell Johnson School and a BSCE from Brown University. For more information, please see Brad's LinkedIn profile or visit GGI's home page.

Articles
The 5 Types of Manufacturing Processes 3
What is your design-for-manufacturing environment?
Product, Project, Technology, and IP Portfolios 1
Does your company manage R&D using four portfolios?
Planning for Intellectual Property Revenues
Not many years from now, business and program planners will have a new challenge when preparing product and business plans. Planners have long been estimating ROI by forecasting product revenues and profits. But soon, product and business plans will contain two forecasting spreadsheets....
Post-Launch Reviews Improve New Product Performance 1
Does your R&D organization have closed-loop decision-making?
Maximizing Revenues from the New Product Pipeline
Do you have too few or too many ideas?
Test-Suite Rebalancing Reduces Time To Market 2
Are your test suites rooted in the previous century? Reduce time to market, development cost, and production cost by rebalancing those test suites.
Does Engineering Work for Sales or Management? 3
Does engineering work for sales or management?
Do Your Innovative Products Need Market Development? 7
Can you assess markets as well as you can assess technology?
Do Your New Products Sell Like Hockey Sticks?
Have you heard the term “hockey stick sales” before? This is when there are relatively few sales right after launch, but a few weeks or months later, sales increase significantly.
Is Engineering Ready to Standardize Innovation? 4
“Structured,” “continuous,” and “systematic” innovation have been subjected to corporate tinkering and experimentation for several decades...
Which Comes First: Invention or Innovation? 5
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.

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