Put an End to Packaging Artwork Disasters
Packaging mistakes can be very expensive, can damage your brand and can even end your career. Here's how to put an end to packaging artwork nightmares.
With little room for error, the pressure is on to optimize new product development (NPD) processes that maximize return on R&D investment and increase growth rates. Join the conversation to discuss topics that include: how to define, implement and execute an NPD process that incorporates strategy, governance, analytics and technology to hit your growth targets.
Packaging mistakes can be very expensive, can damage your brand and can even end your career. Here's how to put an end to packaging artwork nightmares.
Chip Perry discusses how R&D leaders can optimize R&D resources, challenges and tasks in today's recovering market.
If we were to poll research and development (R&D) leaders, most would probably agree that the demands placed on their function continue to grow while headcount and budget rarely increase commensurate with growth expectations. This was particularly true during the Great Recession, and now, in its aftermath, recovery is expected to be slow and likely bumpy. All of which makes for very challenging times to be an R&D leader.
It's the end of R&D as we've known it. Watch this video to see how R&D is evolving and why the demands placed on R&D leaders are increasing. How are you managing the new R&D?
Time to market challenges, cost pressures, changing environmental and regulatory requirements, and ever-increasing customer expectations have companies wondering, “How can we continue to innovate while shrinking product development cycle times and reducing development costs?” Challenges like these are driving companies to reengineer their new product introduction (NPI) processes.
This Beverage Spectrum article by Debbie Wildrick interviews Kalypso's Mike Friedman and Helayne Angelus on collaborative innovation in the beverage market.
Today's most innovative companies are reevaluating their existing assets, IP, and product lines to develop completely new streams of revenue with little investment. Mars, Oceaneering, Play-Doh, and Airborne LIDAR are great success stories. What other examples are out there?
Low-cost innovation shouldn’t mean boring or incremental innovation. Sometimes true innovation is as easy (and inexpensive) as evaluating the technologies and capabilities you currently have and expanding them to a new industry or customer base. In the current economy, building a competency in asset evaluation and creativity could make the difference.
Spotted on Twitter today: Nik Pakvasa posted a video of Jim Brown talking about social networking in product development and PLM on the Siemens PLM Software Blog.
Panel recording from Argyle Retail & Consumer Products Forum, September 30, 2009 featuring Julie Hamilton, president of Walmart for Coca-Cola North America; Karen Sadick, executive vice president of merchandising, Aerosoles; and Cameron Jones, vice president R&D information management and information technology, Unilever.
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