products & services (div/inst) rick marboe, vp-elect, p&a [email protected]
TRANSCRIPT
At the conclusion of this session, you should:
• Be aware of available ASME products and services and how to access them
• Gain an ability to understand and execute the principles of product portfolio assessment, prioritization, implementation, and management.
• Leave with ideas of how your unit could increase its value to its members and customers through development of new products and services
Session Objectives
2
• Review available ASME products & services• ASME’s, K&C and Institutes Sectors’ Strategic Priorities• Stage Gate Management Process • Case Studies• Help create potential solutions - scenario• ASME’s Product Portfolio Development Approach =>
Your Unit Use
Session Outline
3
Session ScheduleTime Activity
(5 mins) Session introduction
(20 mins) Overview of available products and services
(5 mins) Questions & discussion
(5 mins) Review of Strategic Priorities
(25 mins) Selection via Stage Gate Management Process
& Case Studies
(30 mins) Process Application Exercise
(20 mins) Group reports & discussion
(10 mins) Wrap up
4
What is a Product/Service?
• Something offered to a customer
• Has a perceived value
• Doesn’t necessarily have to be sold for money
5
Product Development Model
ASME Products & Services
Product DevelopmentDelivery
Customer needs
e.g. Members and prospective members
Typically a volunteer-staff partnership
Customers
66
Content & Delivery• Content is predominately developed by ASME
volunteer membership• Delivery mechanisms are mostly developed or
facilitated by ASME staff• You can create member engagement and maintain
technical interest by repackaging content and using multiple delivery methods
7
ASME product/service types with examples• Codes & Standards
– Codes, Standards, Certifications, Training• Publications
– Magazines, Books, Journals, e-Library• Membership and Member Benefits
– Student, Member, Affiliate, Life, Fellow, Honorary– Insurance, Financial Products, Discounts, ThomasNet product search– Community and Content
• Education– Courses, Seminars, Training, Webinars, AMA discounted courses
• Events– Conferences, Meetings, Career Fairs, Early Career Forums, Exhibits
• Competitions & Opportunities– Contests, Awards, Internships, Fellowships, Volunteer Opportunities
• Resources– Networking, Websites, Newsletters, White Papers, Online membership directory
8
Technical Content & Information
• Live training courses and seminars• On Line courses on technical topics, management,
college credit and leadership• ASME Journals and Conference Proceedings • ASME Press Books• ASME e-Library (75 interactive books)• Codes & Standards • Technical conferences• Technical, managerial and ethical topics related to
licensure
(Also the potential to develop and contribute technical content for several of the above products)
9
Community Building and Networking • Local Section activities and programs • Technical Division/Institute activities and
programs; Technical Chapters• ASME Code committees• Affinity Groups• Conferences• Tours and Social Events• ASME on Peerlink, Facebook, LinkedIn, Twitter
10
Career Resources & Job Search
• Career Center (articles and tips)
• Resources for Entrepreneurs
• Job Board
• Salary Survey
• Professional Practice Curriculum
• Joint Society Memberships
• E-Mentoring (currently being re-vamped)
11
Volunteering & Giving Back
• Leadership positions in your unit and the international ASME
• Mentoring students and early career engineers• Mentoring student design teams (pre-university and
university levels)• Supporting ASME Student Section activities• Judging student design teams and Old Guard
Competitions• Supporting Engineers Week in your local community• engineeringforchange.org
12
Awards & Recognition
• Society awards
• Dedicated Service Award
• Unit awards
• Lecture Award
• Fellow
13
Membership
• Included in Membership:– ME Magazine– ASME News– ASME e-Library– Networking: Join Technical
Divisions/Institutes/Local Sections/Affinity Groups– Email Alias ([email protected])
14
Discounts
• Discounts on personal resources/benefits:– ASME journals, conferences, courses, books– Insurance– Bank of America Financial Products– Financial Advice– FedEx shipping– Amer Mgmt Assoc courses, books, seminars
15
General Resources
• ASME.org• ME Magazine• ASME News• Government Relations/Public Policy
– Advocacy for the Profession– Capitol Update– Federal Fellows
• Environmental Scans• Ethics Center • History Center (ME landmarks)
16
Specifically for Early Career Engineers
• ME Today newsletter
• Early Career Technical Seminars
• Early Career Forums
• ECLIPSE Internship
17
K-12 Outreach• Public awareness of the engineering profession• Workshops for educators and engineers• Resources for pre-college teachers and counselors• Financial support for FIRST Robotics competition• Teacher Workshop Guide (for ASME Sections)• Career guidance material• Hands-on curricula• Heroes of Engineering (comics)
18
What is a Product/Service?• Something that fills a market need• Something offered to a customer• Impact can be financial or mission oriented …
ASME product/service types with examples:
OK – We have some ideas – now how do we choose what to do?19
20
• Energy – Serving as an essential energy technology resource
• Global Impact – Providing locally relevant standards, certification, technical information, networking, and advocacy
• Engineering Workforce – Expanding the capacity and effectiveness of the engineering workforce
ASME Strategic Objectiveshttp://strategy.asme.org
Global Impact
WorkforceDevelopmentEnergyEnergy
ASME’s Strategic
Focus
21
Strategy Integration Roadmap Example
Knowledge BasedBusiness
Approach for New Product
Development
New Products that Align to ASME’s Strategic Objectives
New Product Idea Generation
ENERGY
GLOBAL IMPACT
WORKFORCE DEVELOPMENT
Better Access To P&S
CommunicationEffectiveness
Revenue Generation
Balance Volunteer Workload
Attract Students& EC Engineers
22
1. Attract and retain students and early career engineers
2. Balance the volunteer workload
3. Reduce K & C’s operating subsidy
4. Improve communication effectiveness: with members, with units
5. Make it easier for members to access ASME products and services.
Knowledge and Community Sector Strategic Objectives
23
1. Serve as communication link to and from the ASME BOG
2. Facilitate the development of new institutes.
3. Share best practices among the Institutes and within ASME.
4. Facilitate communications and awareness with other ASME Sectors.
5. Recommend mergers and acquisitions of outside organizations to become Institutes of ASME (interface model).
Institutes Sector Board Strategic Objectives
24
Why do we need it? • Make decisions that address business opportunities• More effective use of finite volunteer and Society
resources • Aligns products and services to meeting Society and
technical unit objectives and enhancing member customer value
A Knowledge Based Business Development Process
25
A Stage-Gate Process is a roadmap for moving a new-product project from idea to launch. The Stage-Gate divides the process into distinct stages separated by decision gates. At each stage, a prescribed set of tasks or criteria must be met in order to proceed to the next stage. The Stage Gate Process allows for:– Well-defined decision criteria– Significant resources to be allocated only after preliminary requirements are met– Clearly identified and accepted roles and responsibilities
Stage Gate Process
26
Selection Filter
Filter 1-Alignment to ASME vision, mission and core values and external trends
Filter 2-Alignment to ASME’s technical communities or institutes interests and expertise
Filter 3-Prioritization of ideas
Ideas
Selection Launch
27
Management Process Overview:Emerging Technologies Example
ET selection(draft completed)
Product portfolio development & enhancement(work in progress)
Phase 1
Strategic Assessment
Phase 3
Prioritization
Phase 4
Planning & Development
Phase 5
Delivery
Gate 1
Gate 3
Phase 2
Community Analysis
Gate 2
Phase 6
Assessment
Gate 4Enhance product portfolio Exit
28
Provide Proposal form and
instructions to Idea Generator
1.0
K&C ET Staff
Complete Proposal and
return to K&C ET Staff
2.0
Idea Generator
Idea GeneratorIndividual
ASME MemberASME Committee
ASME StaffOther
Idea for
New ET area
Decision ProcessGate 1
Preliminary Proposal 2Yes
No
Communicate to Idea Generatordecision not to pursue effort
4.0
Chair SPC
Decision Process – Gate 1
Themes for Decision Criteria:- Relevance to ME- Alignment with ASME’s strategic initiatives- Upward funding trends in ET area
Decision Maker(s):Chair, Strategic Planning Committee Chair, Emerging Technology CommitteeK&C ET Staff
Supported ByPortfolio Management Terminate
Obtain preliminary input
from ETC and ASME GR
3.0
K&C ET Staff
Preliminary Proposal &
volunteer input
Phase 1: Strategic Assessment
Proposal*
CONTENT- Scope- Rationale
IMPACT- Funding trends- Audience
CONTRIBUTORS & COMPETION- Current Players- Potential Collaboration
*Please see proposal template for compete list of questions
Activity
Activity Number
Responsible Party
Legend
Gate 1
29
2
Compile current activities and
stakeholders within technical
communities
6.0
IC, SPC
Compile current activities and collaboration
opportunities across ASME
5.0
Portfolio Management Identify Division and
other internal constituent interest, and gaps in internal
expertise
7.0
IC, SPC, K&C ET Staff
Communicate to Idea Generator decision not to pursue effort
10.0
Chair SPC
3Decision ProcessGate 2
Yes
No
Terminate
Decision Process – Gate 2
Themes for Decision Criteria:
- ASME volunteer support/interest - Expertise to participate
Decision Maker(s) Chair, SPCChair, ICDirector, K&C ET Staff
Supported ByMembers, SPCPortfolio Management
Evaluate potential partners’ interest in collaborating with
ASME
9.0
K&C ET Staff / Idea Generator
Investigate potential external partners (organizations, individuals, etc)
8.0
Idea Generator
Phase 2: Community Analysis
Gate 2
30
Phase 3: Prioritization Phase
ET Assessment Dashboard
3Decision ProcessGate 3
Decision Process – Gate 3
Themes for Decision Criteria:- Promising market potential and competitive landscape
- Complements current ET portfolio - Staff resource availability
Decision Maker(s) Chair, SPCDirector, Technical Programming & Development
Supported By K&C ET StaffPortfolio Management
Communicate decision not to pursue idea at current time
15.0
Chair SPC
Terminate
Rejected ideas
4New ET idea(s)
to pursue immediately
New ideas not to pursue immediately
Prioritize all new ET ideas using ET assessment
dashboard
12.0
SPC, K&C ET Staff, Portfolio Management
Identify fit with current ET
portfolio
13.0
K&C ET Staff, Portfolio
Management
Ideas to re-visit in the future
Engage volunteers and staff who will be working on ET area
14.0
IC, K&C ET staff
CompleteMarket and Competitor
Analysis
11.0
MR & DA
Gate 3
31
Collaboration & Portfolio Development
Acronyms
SPC: Strategic Planning Committee (K&C – Technical Communities)
ETC: Emerging Technology Committee (K&C-TC)
CRTD: Center for Research & Technology Development (K&C-TC)
BoND: Board on New Development (Standards & Certification)
EESAB : Energy & Environmental Standards Advisory Board (S&C)
IC: Interdisciplinary Council (K&C-TC)
Abbreviations
Tech Div: Technical Division (K&C-TC)
Gov’t Rel: Government Relations
SPC ETC IC
CRTD
BoNDEESAB
TechDiv
Gov’tRel
Possible disciplines for standards development
Areas for research committees to develop
Enhance portfolio of products in existing disciplines
News + white papers
Balanced mix of revenue and mission products
Product/Service Roadmap
32
• ASME Journal : Nanotechnology in Engineering and Medicine
• 1st Global Congress : NanoEngineering for Medicine and Biology
Case Study:Product Portfolio Development :Nano Engineering & Health Care
To-do list : How can we?- Continue to build community
- Continue to build our relationships with multidisciplinary organizations, experts
33
Case Study: Journal on Nanotechnology in
Engineering and Medicine
Idea Generation
Community and Stakeholder Engagement
Strategic Assessment and Analysis
Decision Making
Planning, Development and Implementation
Product Roll-out
34
Case Study: Global Congress on NanoEngineering for
Medicine and Biology
Strategic Assessment and Validation
Planning, Development and Implementation
Community and Stakeholder Idea Generation
Data Collection
Product Roll-out
Goals of TCOB New Product Development Funding Process
• To provide Technical Communities with the opportunity to be agile, flexible and meet market demand for new products & services
– To enhance our ability to deliver products that support or align with ASME’s Technical Communities’ value proposition
• To promote development of new or multidisciplinary technical areas across multiple ASME units
• To provide funding & a forum to launch new products for which custodial or other resources are not immediately available
35
Mechanics of NPD Funding Process• Has two “pitch” elements:
1. Oral pitch
• Concept for a new product is articulated
• Product examples: one-time workshop, roundtable, conference track, etc.
2. Written Proposal
• “Business Plan” template
• Funding Committee Decision-Making Process:
• Accept/reject oral pitches; accepted pitches move to “written” phase
• Review, accept/reject written proposals
• Allocate $ for new products36
37
Your Ideas: Putting Them to the Test(A Group Exercise)
Filter 1 - Alignment to ASME and Sector vision, mission and core values and external trends
Filter 2 - Alignment to ASME’s technical unit(s) interest and expertise
Filter 3 - Prioritization of ideas
38
Division Executive Comm, Technical Committees, etc. _______________________________________________
Cross-Sector ASME units _______________________________________________
Students _______________________________________________
Retired Members _______________________________________________
________________________ _______________________________________________
Building Community ChecklistHave you included all stakeholders?
39
Recommend the non-ASME expert to a :
Division Technical Committee? Division Executive Committee? Standards and Certification Committee? ________________________________ ________________________________
Building Multidisciplinary Relationships
Checklist
40
Strategic fit Alignment to ASME strategy? Alignment with K&C or Institutes Sectors’ strategic priorities
Validation What data supports your concept? market size, potential, etc. Are you filling a need?
How fast can you deliver? A few weeks, several months, next year!
Have you considered differing engagement opportunities? Roundtable, article, webinar, workshop, etc. Have you leveraged ASME HQ capabilities, tools, etc.?
Execute and evaluate Would your customers recommend your product? How do you plan to continue interactions with your customers?
Quick New Product Launch Checklist
41
Product Portfolio Roadmap
Research Community
Practicing Engineers & Early Career Engineers
42
Recap of the Processes
Tools to help your unit more effectively and efficiently make
decisions about creating a portfolio of unit products and services
43
– Where does your idea fall on the portfolio roadmap?
– Engage other stakeholders and staff – Validate concept
• Filtering process (Adaptive to your needs)
– Consider delivery method options– Plan and Launch– Evaluate and Product Improvement
Unit Product Portfolio DevelopmentHow do You Start?
44
Stage Gate Approach
Phase 1: Strategic Assessment
Phase 2: Community Analysis
Phase 3: Prioritization Phase
The stage gate is the continue orterminate decision made at theend of each phase.
45
• Divide into 2 or 3 groups
• (10 min) Brainstorm to develop a list of possible new products and services from your division or institute that are different from any provided now (expand your portfolio). What would create value that would attract or retain new members?
• (20 min) Use the tools that you have been exposed to in this session to stage gate these ideas as you might in your executive committee to ‘down’ select one product or service to implement.
• (20 min) Discussion with everyone about your product and how the process worked for each group.
Knowledge into Practice
46
• Books– Roadmapping Emergent Technologies by Alan Smith and
David Tolfree– Product Innovation and Technology Strategy by Robert
Cooper & Scott Edgett– Value Innovation Portfolio Management by Shelia Mello, &
Wayne Mackey– (all available on Amazon.com or barnesandnoble.com)
Resources
47
Contact Information
• Russ Skocypec, Chair, K&C Board on Technical Knowledge Dissemination (BTKD)– [email protected]
• Raj Manchanda, Director, Emerging Technologies– [email protected]
• Michael Ireland, Managing Director, Knowledge & Community Sector – [email protected]
48
• Reviewed available ASME products & Services• Gained an understanding of the processes and best practices for your unit to develop and
implement new products and services that:– are aimed at adding value and meeting the needs of ASME’s members and customers– advance the strategic priorities of ASME and the Knowledge & Community and Institutes
Sectors.• Gained an ability to understand and execute the principles of product portfolio assessment,
prioritization, implementation, and management .• Gained an understanding of how your unit can approach new product development with the
idea of building a portfolio of related products.
During this session, you should have:
49
It is now up to you to bring this methodology back to your unit executive committee to implement.
You can inspire others to make a difference in your unit and ASME if they know their ideas will get a fair evaluation and you develop a product and services portfolio to appeal to a breadth of customers.
50
Products & Services (Divisions/Institutes)