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PRODUCT LIFECYCLE MANAGEMENT QUARTERLY VOLUME I · ISSUE 4 · SPRING 2006

ALL TOGETHER NOW


MASTERING THE SIMULTANEOUS GLOBAL PRODUCT L AUNCH
How Great
Products Happen
BY GEORGE BAILEY, IBM Turning Innovation,
T he Imagine people across the world lined up outside their local
retail store on the day you decided to make your hot new product
publicly available. Could it happen? Could you pull all the pieces
Globalization &
Compliance Challenges
together to get your product to people around the globe all at the
same time? The experts and skeptics might say it’s impossible. I’m
into Competitive
here to say it is possible and furthermore it’s necessary to derive Advantage with PLM
maximum value from your new product.
The globalization of commerce brings many rewards to companies, BY JAY FULCHER
expanding potential markets and providing opportunities to grow CEO & President,
revenue and profit. This globalization also carries big risks since Agile Software
you’re operating in unfamiliar markets and relying on local teams
to execute according to your plan. Only if global product launches
are planned and managed properly, can they deliver a much greater
return. One of the keys to success in the global electronics market is
I n this special edition of
The Product Record, we focus on
key topics that were highlighted
the Simultaneous Global Product Launch. by market and industry leaders
at AGILITY 2006 Las Vegas,
Traditionally in the electronics market, you spend a long time the industry’s premiere global
developing your product or innovation—probably longer than you PLM conference, held in March.
should—and then you are in a panic to get the product out to the These topics include product
market. So you only launch in your top three or four countries— innovation, globalization and
maybe Japan, the US and Western Europe. regulatory compliance—issues
Next comes “rolling thunder”. You keep rolling on and on to the next that affect all companies,
major markets. Unfortunately, every day you delay your product regardless of size or industry.
launch to the secondary and tertiary markets, you lose money, Companies that proactively
because every day your competitors have time to prepare their address and manage these
response, launch their product, and steal your thunder.
CONTINUED ON PAGE 2 challenges head on—particularly
CONTINUED ON PAGE 7 in the context of efforts to
drive accelerated growth and
profitability through their product
ALSO IN THIS ISSUE... operations—are companies that
ultimately achieve success. In
Building a Compliance Process ..................................................................3 fact, these business drivers—
Outlearning the Competition: innovation, globalization and
Cultivating the Three Learning Roles of Innovation ..................................4 compliance—define what it
takes to succeed in business
How Products Happen: today and tomorrow because
A Panel of Industry Leaders Speak Out on Innovation...............................5 they represent just how our
Six Steps To Sustainable Environmental Compliance ................................6 industries are changing.
CONTINUED ON
CONTINUED ON PAGE
PAGE 2
2

Please visit www.theproductrecord.com


for more articles and subscription information.
2

CXO PERSPECTIVE BY JAY FULCHER


CEO & President, Agile Software

CONTINUED FROM PAGE 1


as governments continue to institute
First, product innovation has become more regulations than ever before,
a mission-critical aspect of product addressing such critical issues as
development across industries, and privacy, health and the environment.
success is manifested by companies These challenges share the common
that can implement innovative ideas fact that more and more companies Agile customers, partners and industry
quickly and profitably. New products are turning to PLM to overcome these experts met with the Agile team at
and new markets are the top drivers issues. PLM ties a company’s product AGILITY 2006 Las Vegas to explore
for product innovation, providing operations together, enabling them and discuss these challenges, and
the greatest opportunity for revenue to collaborate, streamline processes, to examine how PLM is enabling
growth over the next several years. and make informed decisions in innovation, globalization and
Second, globalization represents the order to drive innovation. PLM also compliance. This issue of The Product
changing global landscape we all do allows geographically dispersed Record features just a sampling of
business in today. Technology has product development teams to the valuable content available at
enabled companies to collaboratively function more effectively than a AGILITY, including presentations
design, manufacture and market team located within the four walls by industry leaders Tom Kelley
products around the world, presenting of corporate headquarters. In terms from innovation powerhouse IDEO,
us with tremendous opportunities of compliance, PLM provides the George Bailey from technology giant
along with difficult challenges. visibility and control needed to ensure IBM, and a panel discussion on
a company is meeting regulatory how great products happen.
Finally, regulatory compliance has also obligations for multiple products
become a major focus of enterprises in multiple regions or countries.

AGILITY BERLIN IS A MUST-ATTEND EXPERIENCE AGILITY BERLIN AND TAKE


EVENT FOR ALL AGILE CUSTOMERS: ADVANTAGE OF THESE HIGHLIGHTS:
This dynamic event is your opportunity to · More than 35 sessions packed
share ideas with other members of the Agile with valuable information
community, learn how leading companies have · Instructive presentations featuring
achieved success using Agile PLM, and tap a what’s new in Agile 9.2 and Agile e6
massive knowledge base of Agile specialists · Update on Agile’s Product Strategy & Roadmap
and industry experts all in one place. · An introduction to Cimmetry’s ground-
breaking Collaborative Visualization tools
AGILITY Berlin covers the topics on your
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and regulatory compliance and reveals how and medium size businesses
Agile PLM addresses these critical issues. · A sneak preview of the next generation of PLM

COME TO AGILITY BERLIN AND LEARN WHY ATTEND AGILITY BERLIN:


HOW YOU CAN LEVERAGE PLM TO: NETWORK with Agile PLM experts and users
· Drive product innovation from Europe and around the world.
· Accelerate new product introductions DISCOVER how Agile PLM can revitalize
innovation, streamline product
· Optimize your product portfolio development and deliver rapid ROI.
· Streamline global product development
WITNESS how leaders in European markets have
and manufacturing leveraged Agile PLM to gain a competitive edge.
· Ensure compliance with government regulations PARTICIPATE in user panels that help
· Reduce operating and direct material costs shape the future of PLM in Europe.
· Improve quality by incorporating closed LEARN about valuable new Agile 9.2 and Agile
loop corrective actions and voice of e6 features designed to facilitate globalization,
the customer in product features including support for multiple languages.
3

ViaSat manages tens of thousands


of components in its Agile PLM
system, and we determined that
EU-RoHS substance data wasn’t
sufficient. We identified many data
points to be managed in the database
including tin whiskers, material
declarations, obsolescence, solder
compatibility, source qualification,
recycle, reuse, compliance audits
and compliance assessment.
BY LON PLOURDE, ViaSat ViaSat’s compliance team included
ViaSat needed a data management
representation from the following
D eveloping a WEEE and RoHS solution that was flexible enough
functional areas: Engineering, Quality,
compliance process has to manage present and future
Purchasing, Legal, Component
become necessary for virtually all requirements, so we selected
Engineering, NPI, Manufacturing,
manufacturers and distributors of Agile Product Governance and
Reliability, Finance and Sales.
electronic equipment. At ViaSat, a Compliance (PG&C).
provider of advanced broadband Define Requirements
digital satellite communications Implement Data Management
and other wireless networking and Defining your specific corporate
Up to this point, the compliance team
signal processing equipment, we took exposure is critical in developing
had been conducting material audits
the following steps in developing a compliance strategy. We quickly
manually, without an effective way
a successful compliance process. realized that ensuring our information
to capture the data for future use.
was current was a difficult task. We
Our new data management solution
Establish a Steering also found that there were varying
would solve this issue, so the next
opinions on points such as exemptions,
Committee producer responsibility, and
step was to implement Agile PG&C.
Implementation tasks included
Without the support of executive compliance requirements. These issues
corporate training, intranet creation,
staff, developing a compliance had to be resolved before any exposure
contract revisions, WEEE registration/
strategy would be an uphill battle. assessment could be conducted.
tracking, corporate procedures, report
The strategy will require financial
We attacked the problem of and auditing structure, product
and business decisions that can
maintaining current information by marking and product revisions.
affect the way you do business.
subscribing to a regulatory database.
Decisions regarding software tools,
regulatory subscriptions, development
The website contained information Monitor and Control
gathered from many legal and directive
labor and process acceptance will Finally, in order to provide due
experts from around the world. The
probably be discussed, so it is diligence, a process to monitor
database we chose also provided
important to have executive input and control your process and
information from other countries, as
on the process from the beginning. procedures must be in place.
well as other directives covering issues
ViaSat’s Compliance Steering Legislation will change, so your
such as batteries and packaging.
Committee, which met on a process must be flexible enough
We handled the problem of varying to evolve with the regulations.
quarterly basis, consisted of the VP
opinions by hiring a consultant
of Engineering, VP of Operations, a Your process will require more control
with expertise in WEEE and RoHS.
business area VP, Director of Quality over your contract manufacturers
The consultant provided us with
and Director of Engineering Services. and material suppliers. They will no
guidance based on our specific
longer be able to substitute components
product mix, with specific references
Appoint Compliance to the directives. Estimating
without full RoHS compatibility
Manager and Staff with your compliant BOM. In most
conservatively, the consultant
cases, certificates of compliance
Like any large program, you will need saved the company 1-2 months in
will be required to ensure your
a project lead. The most probable building our compliance process.
compliance requirements are met.
candidate is from the Quality area,
since this is where ownership of the Develop a Data In conclusion, developing an
process will probably reside. The Management Process environmental process is a difficult but
Compliance Manager should report necessary task if your company ships
In the assessment of the impacts electronic equipment. The effort you
directly to the steering committee
for RoHS, data management was spend now may spare your company
during the development of the
identified as the number one problem from compliance issues in the future—
process, ensuring proper support
to solve because it potentially would issues that could give you a competitive
for such an important task.
require a very large staff to manage. disadvantage in the market.

· AGILE’S ANNUAL PLM CONFERENCE ·


4

Outlearning the Competition Excerpted from a presentation


by Tom Kelley, General
Manager of IDEO, at
Cultivating the Three Learning Roles of Innovation AGILITY 2006 in Las Vegas.

F or today’s discussion, I am going


to focus on what I think are
the most important roles at the
yet you are seeing with fresh eyes.
You go out into the field without an
agenda, and you just say let’s see what
having to respond to this one idea, take
it or leave it. If you can do quick, cheap
prototypes, put 3, 5 or 7 of them out
front of innovation—the learning we see. And then you’re very open to on the table and ask what they think
roles... I believe if you can outlearn new learning. You’re seeing things of this range of stuff. Then you can
the competition, if you can have a that maybe you haven’t noticed before, have a great conversation about why
pace of learning that is faster than and you look for opportunities there this one is better than this one, and
the competition, you can have a for your products and services... you can combine aspects of this one
pace of innovation that is faster It’s not just watching. It’s watching, and this one, and you can fail forward,
than the competition as well. So asking, learning, trying things, but it and make the next prototype better
I want to talk about these three also has some synthesis built in. It’s not and better with honest feedback...
learning roles that we have found just that you saw something, but you
from experience are important and learned from it. So in this process of The Cross-Pollinator
useful in almost all organizations. anthropology, you have to see things The cross-pollinator looks far a field,
and connect them back to reality... outside their industry, outside their
The Anthropologist culture, often outside their country,
There are three modes of learning, The Experimenter in order to find an idea that they
and the first one is called the The second role, called the can cross pollinate for their own
anthropologist. It’s about learning from experimenter, is quite different—you business... If you are in an industry
human behavior. It’s about getting out learn from experimenting. You learn for a long time, you tend to read the
in the field. Getting away from your from taking risks with little trials, same magazines and go to the same
desk and going out and observing little prototypes. And with each one trade shows. And you tend to develop
your customer’s behavior. Finding you make, you try to learn a little a well-informed but well-bounded
the latent needs, finding things your bit more. Some people call it “fail oks
view. So the cross-pollinator looks
customers haven’t even raised their forward”. You make a little mistake way outside to see if they can take an
hands and told you about. If you can but have learning attached to that. apt it or
idea that’s far a field and adapt
spot those latent needs; if you can see One of the greatest innovators in the translate it back for use of their own...
areas where your customer stumbles, history of America is Thomas Edison, I really believe, if you cann take these
or gets confused, or gets stalled out who said, “I haven’t failed. I just tried three roles to heart—if you can be b
for a while; if you can solve those little 10,000 ways that do not work.” the anthropologist and d learn from
fr
problems... you are well on your way mers, or even
observing your customers,
to coming up with innovations that ... You have to find a way to lower the
bar. You have to find a way in your bserving your
better, learn from observing ur
can be valuable in the marketplace... mers; if yyou can
competitors’ customers;
organization to show these really ugly
You need to get out in the world prototypes around. Because if you nter and learn
be the experimenter le n from
and watch what is really happening. are going to do lots of prototyping, it enlightened trial and d error; if you
Not what the marketing brochure doesn’t work at all if you do twice as can be the cross-pollinator and look
says is happening, but what is really many prototypes as the competition, really far a field for ideas that youou can
happening. The more senior you are, and therefore it takes you twice as adapt or translate to your business—I ss—I
the more years you have spent in your long to get to market. That’s not a think it will go a long way toward
industry, in some ways, the harder this winning strategy. What you want helping you build, nurture and
gets because you know to much. You to do is have the ability to make reinforce your own unique culture of
expect to see certain things, and then prototypes cheaper and faster than innovation in your organization.
sure enough, if you are looking for the competition... The beauty of
them, you see what you expect to see. lowering the bar is that it allows the Tom Kelley is the general manager of
Especially when we are working with organization to get input from anyone IDEO, the widely admired design and
the CEOs of the world, we try to get in the company. It allows you to create development firm that brought us the Apple
them into this state that we call “vous an idea-friendly environment... and mouse, the Palm V and hundreds of other
ja de”. Everybody knows deja vous, get ideas out on the table so that cutting-edge products and services. Mr.
been there before, but “vous ja de” other people can build on them... Kelley has written two outstanding books
is the opposite of deja vous. “Vous Try to go for multiple prototypes. Try on innovation, The Art of Innovation
je da” is when you‘re in a place that to avoid putting your colleague, your and The Ten Faces of Innovation, and
you’ve been a hundred or a thousand boss or your customer in the position of is known for helping business leaders
or maybe a million times before, and make their companies the leading-edge,
5

Why Do We Need
Innovation? At AGILITY 2006 in Las Vegas, a group of experts got together
and discussed how their companies handle the responsibilities
BURKETT: Why do we even care about and challenges of innovation.
innovation? Why is this important? M O D E R A T O R :

RUDZINSKY: We care because we Michael Burkett, Vice President of Research, AMR


want to save more lives. What we PA N E L :
do can have a real positive impact
on people. We care because want to David Rudzinsky, Vice President of Information Systems, Hologic
come up with the next best imaging Dean Klein, Vice President Market Development, Micron
technology. We want to find more
Mark Johnson, VP RD & Supply Chain Operations, Philips Oral Healthcare
diseases to conquer. We understand
this business, and we care because we
know we can make a big difference. JOHNSON: I think we innovate chips. But there is also innovation we
primarily to grow our business. do through acquisition. We recently
BURKETT: Is it a challenge from
We have to find a way to take a announced a joint-venture with Intel to
a business perspective to decide
premium solution to more teeth. build NanFlash memory. We developed
what to go into and what not to?
There are a lot of teeth in the world the technology, and in order to bring
RUDZINSKY: Absolutely. But that we are not brushing. The the product to market faster, and in
we try to focus on those areas we innovation we are into now is how a bigger way, we are partnering with
know something about. We try to to bring that unique solution to a an external company to continue a
stick to our core competencies. whole different market segment. rapid pace of innovation. There are
a lot of different vectors for us.
KLEIN: Dave’s explanation sounds RUDZINSKY: I would just like to
really good. I can only innovate add that Dean, you are right. We are BURKETT: Can you speak a bit about
because I have to stay in business. in this to make money as well. We the process? How does innovation
In the semiconductor business, if we have to create value for our share happen? For example, how are you
don’t innovate, if we don’t continually holders. We are a public company. structured to manage this process?
break down these theoretical limits, We have to remain competitive. It’s
nice to say what we are doing has a JOHNSON: Traditionally, innovation
and continue to shrink our circuits
positive impact, but in the end we are has been what the engineers think
down, and integrate more on those
like any other corporation in America, of and then they subsequently try to
chips, we don’t stay in business.
we are trying to stay in business. go out and sell. And there have been
BURKETT: Can you describe a lot of failures in that regard. Now
the drivers in your business? KLEIN: Thank you. I feel better now. we are trying to redefine innovation
as a marriage between consumer
KLEIN: It is very fast moving. It is
globally competitive. Chips can be
How Does insight and technology. We have
to innovate on a market side, on a
shipped anywhere in the world. A Innovation Happen? technological side, and on a supply
two year product from introduction chain side, and bring them all
to end of life would be a relatively BURKETT: Can you describe together to meet a consumer need.
long lived product for us. And yet, the innovation process? How
if it is a new technology, there is do you innovate? For example, BURKETT: How do you do
probably five years that has gone into do you look externally, or do that? How are you structured to
that technology cycle, in advance of you innovate internally? make sure that’s successful.
actually introducing that product to KLEIN: There is a combination. JOHNSON: I think we have been
market. So imagine that, five years There is that internal evolutionary over structured in the past. Philips
you are developing the technology, innovation. We are continually is a European company and they
two years you are on the market, and shrinking our products down. There take a very methodical approach. In
you are putting up a $5 billion plant to is also innovation on the interfaces German or Austrian development
build the things. That’s a challenge. that might be on the outside of our
CONTINUED ON PAGE 8
6

Steps To clearly identified with the action

Sustainable
required for each element. A cross-
functional executive management
team or business council should
review the final recommendations.

Environmental Step 4: Audit


This step ensures that corporate

Compliance
environmental elements and responses
demonstrate “due diligence”.
As part of comprehensive audit
preparedness, companies should

Beyond WEEE and RoHS


integrate documentation requirements,
response processes, and be prepared
today versus designing and collecting
documentation after the fact.
BY DEBBIE COTE programs over a longer period while
& ROBERT CHINN, PRTM avoiding costly expediting activities Step 5: Report
and associated risks. Why? They
How a company responds to a
A re we done yet? For companies
producing electronic and
electrical equipment, the answer
realize that they are not yet “done”,
and have made compliance activities
part of an ongoing business-focused
government query for a specific
product or substance or a more
general customer audit is critical.
is, unfortunately, no. Just when process, and conversion activities part
companies have managed compliance of an exception management process.
to the European Union’s Waste Step 6: Archive
An integrated environmental
Electronic Electrical Equipment Accessing the document is just the
process consists of six basic steps.
(WEEE) Directive and the upcoming beginning. Record management is
Restriction of Hazardous Substances another critical supporting step that
(RoHS) deadline, additional Step 1: Monitor has conflicting requirements. Most
environmental regulations are This step triggers the overall companies have document management
appearing on the horizon. process and enables companies systems based on Sarbanes-Oxley,
New environmental regulations such to anticipate an upcoming which requires documents be kept
as China RoHS/WEEE, EuP, Japan requirement, thus minimizing the accessible for a minimum number of
RoHS, U.S. Mercury, REACH, and a cost and disruptions associated with years. EU RoHS documentation must
variety of other energy efficiency/ reactive, event-driven responses. be kept for a minimum of four years,
stand-by and packaging requirements and although there is no explicit
are the next wave in the ongoing Step 2: Interpret EU WEEE requirement, countries
stream of new product requirements must report to the EU every two
In this step, companies assess a years. And the coming EuP directive
being imposed around the world. given environmental requirement requires an archival period of 10
and its associated timelines. The years—further highlighting the need
Sustainable environmental interpretation process is threefold. for automated document management.
compliance First, what products and which regions
Whether green leader or environmental
are affected? Second, do the internal
How can companies respond to processes, systems, or resources follower, consumer electronic or
environmental regulations while need to be updated? Third, how is telecommunications equipment
avoiding the potential downside? risk assessed over time to determine company, EEE companies need a
Sustainable Environmental not only when a requirement needs systematic business approach to
Compliance - an approach to to be integrated, but also when that environmental compliance in order
managing environmental requirements requirement needs to become a critical to maintain global market access
that balances a company’s path from a business perspective? in today’s economy. The integrated
compliance requirements with its approach outlined here will help
costs and business priorities.
Step 3: Implement minimize the difficulties associated
with meeting compliance regulations
Forward-thinking companies that
uring this step, companies define their while providing new sources of
began compliance activities aligned
budget and resources and develop an competitive advantage.
with their development roadmaps
implementation plan which has the
have been able to better manage their
environmental framework elements
7

have a product that is more difficult

ALL TOGETHER NOW CONTINUED FROM PAGE 1


for the competition to duplicate,
consequently giving you a much
longer window to control the market.
Today you only have a couple accomplish simultaneous global By maintaining market share for
months before a competitor product launch are innovation and a period of time, you become the
can replicate a technology. integration. First, you obviously need dominant player, gaining branding
Consequently, your profitability goes the innovation processes that are impact that will not only sustain the
down. Products may help you grow, required to come up with new ideas, current product in the market but
but the real challenge and the real and turn them into prototypes and also support future product releases.
reward comes from growing profitably. then products. But keep in mind that If you have a product that you believe
And every day you delay launching in it must be innovation that matters, if will give you a market advantage and
other markets around the world, you you want to deliver the “metavalue” market share, having a simultaneous
are allowing competitors to develop that will sustain profitability beyond global product launch is essential.
and launch competing products. the initial launch period. You must
This leads to pressure from retailers develop innovation that consumers George Bailey is the General Manager
and your sales force to lower prices, actually want—innovation that will of IBM’s electronics industry and
which results in lower margins. make a difference in people’s lives. global lead partner for the electronics
Integration is also essential. industry consulting practice at IBM
The Simultaneous Global Product Global Business Services. In this role,
Launch—which means people are Simultaneous global product launch Mr. Bailey is responsible for managing
aware of the product, and it is requires global coordination across nearly $4 billion of IBM’s business
available through your supply chain development, distribution, sales, within the electronics industry, which
and distribution channels around marketing and the back office. This encompasses clients in the consumer
the world, in every market you translates to integrating engineering electronics, semiconductor and contract
with sales and marketing, as well manufacturing sectors, among others.
serve—is a huge advantage in terms of
revenue, and even more significantly as your supply chain and channel.
in terms of profit. You grab the And this will not happen naturally.
market share, you get the mind You need to establish processes to
share, and you gain the edge, which drive the necessary integration.
is very hard to get in this industry. Clearly, there is a need for a PLM
solution at the heart of simultaneous
Reducing Time to Value global product launch because you
You can’t survive in the electronics have to manage the innovation
industry unless you are reducing your process carefully, and understand
time to market, using tools like Agile Agile Software Corporation
exactly when and where the product
PLM to make yourself faster and more (NASDAQ: AGIL) helps companies
is going to be manufactured and drive profits, accelerate innovation,
efficient. But in order to really make distributed. In addition, supply chain
money, you need to work on time reduce costs, and ensure regulatory
technologies that support forecasting compliance throughout the
to value, as well as time to market. and distribution are also essential.
Reducing time to value requires product lifecycle. With a broad
suite of enterprise-class PLM
business process changes that allow Reaping the Rewards solutions, time-to-value focused
you to manage your supply chain The most direct benefit of simultaneous implementations, and a unique
and marketing to get your product global product launch is reduced time Guaranteed Business ResultsSM
into all markets simultaneously. to value on your investments. But program, Agile helps companies
Reducing time to value also requires you also gain increased profitability get the most from their products.
getting your product to the consumers on products because you are Alcatel, Bayer, Dell Inc., Flextronics
in the first couple months when capturing a larger portion of sales International, Foxconn, Harris,
Hitachi, Leapfrog, Lockheed
they are much more willing to pay during the most profitable period.
Martin, Magna Steyr, Playtex,
a premium for new technology. The In addition, you attain the dominant Siemens, Quanta, QUALCOMM
price drops off dramatically after market share position almost and ZF are among the over 10,000
that initial period, in part because of immediately. But keep in mind that customers in the automotive,
the competition. It is more difficult at some point the competition will aerospace and defense, consumer
to take advantage of this high get into the market and take away products, electronics, high tech,
consumer demand if your initial some of that market share. That is industrial products, and life
launch only covers a few markets, why the long-term metavalue of the sciences industries that have
and you wait several months before licensed Agile solutions.
product is so important, to sustain
launching in additional markets. profitability beyond the initial rush. For more information,
Innovation and Integration If you can combine services and call 408-284-4000
The two key factors needed to a better design, and pull together or visit www.agile.com.
unique features and functions, you
8

CONTINUED FROM PAGE 5

communities, before you get a progress and success in the last year. themselves. For us, we are bringing
prototype it is practically perfect. So in that culture of discipline decision
the changes we are trying to make BURKETT: Do you deal with the making through the use of Agile.
now, with our partners, is to get a issue of free flowing collaborative
prototype out there. As an example, innovation vs. the well structured JOHNSON: I think in our industry the
we are working with a Chinese side of the business? developing countries are developing
development partner. One of things and consumers are getting more
RUDZINSKY: Absolutely. The whole affluent in many parts of the world.
we have learned is that you cannot engineering/R&D world is a lot
spend all this time over-specifying That means we are going to have to
different from our structured finance/ look at innovation as being a global
the product, because you will lose too IT/accounting world. It’s interesting as
much time. It is best to give them a collaborative distributed activity,
we try to bring those groups together. even more so than we are today.
picture of what you want them to do I would say our guys are pretty
and have them produce a prototype. well disciplined. Agile is a tool that
It will be off. It will be miserable. But provides structure for us. Along with
then you start iterating from there. the collaboration and everything else,
RUDZINSKY: For us it starts at a Agile gives us good structure. Our VP
high level with business development of Regulatory said it puts the necessary
driving us. The healthcare community controls in place so he isn’t going to
telling us what they want. Another jail when the FDA comes knocking.
thing driving us is staying ahead of But at the same time it allows us to
the competition. We compete with be flexible and to move quickly.
some very large organizations. To stay KLEIN: Every technology node we All material contained herein is
competitive, we have to be known introduce has a whole host of unknown © Copyright 2004-2006
as market and technology leaders, challenges. We keep discovering new Agile Software Corporation.
so we have to stay one step ahead of All Rights Reserved.
challenges and trying to overcome
them. We also developed scientific challenges without adding too much The Product Record is published
advisory boards to think up the next expense to the process. We are quarterly by:
big breakthroughs. I also look at how putting PLM into the R&D process,
we can be more competitive by doing trying to get a bit more rigor in the
business better. I think we were very development of these processes. Unlike
innovative in using Agile back in some semiconductor companies, we
1999 when no one was using PLM. have grown by acquisition, and that
We said we can introduce products has presented its own set of unique
faster, we can be compliant with Agile Software Corporation
challenges. None of our fabs are 6373 San Ignacio Avenue,
regulatory requirements we have identical. They are all different. So San Jose, CA 95119-1200.
for FDA. Today, as we go forward when I move a process out of our
I am looking at other areas of IT, Single copies are $25.00 in the USA.
R&D environment into a production Yearly subscription price is $100 in
ways that I can help employees be environment, in some sense I am the USA; Canada and outside of North
more effective in what they do, and starting over. Dealing with that type America is $125 annually. Distributed
that’s a level of innovation as well. of challenge requires new disciplines. without charge to qualified candidates.
Please direct all inquiries to
How Do We Overcome What Does The theproductrecord@agile.com.
Innovation Challenges? Future Hold? For editorial inquiries, please contact
Terri Pruett at Terri.Pruett@agile.com.
BURKETT: Can you talk BURKETT: What’s going to make For subscription information, visit
about challenges you have had you successful 3-5 years out? www.theproductrecord.com
in the innovation process?
RUDZINSKY: For me it is technology. Agile Software, the Agile logo and the designated
RUDZINSKY: For us, regulatory We can provide technology solutions to trademarks herein are trademarks of Agile
compliance is a big challenge. It adds enable our guys to be more effective. Software Corporation in the U.S. and/or other
overhead to our process. It slows countries. All other brands or product names
are trademarks or registered trademarks of their
down what we are doing in some KLEIN: In our industry, there is going respective holders.
ways. I look at SOX (Sarbanes-Oxley to continue to be consolidation and
Act of 2002)as the biggest inhibitor to acquisitions. Those are challenges in
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