Pdma History, Publications and Developing a Future Research Agenda: Appreciating Our Pdma Accomplishments – Celebrating People, Lasting Friendships, and Our Collective Accomplishments

By Thomas P. Hustad

Appreciating Our PDMA Accomplishments Celebrating People, Lasting Friendships, and Our Collective Accomplishments

• Language: English
• Publisher: Xlibris US
• Release date: Aug 14, 2013
• ISBN: 9781483679143

Thomas P. Hustad

Tom Hustad has been a member of PDMA's Board of Directors as either an officer or director for most of the Association's life. He operated PDMA as a volunteer, working from his faculty office in the role of secretary/treasurer for over 15 years. He is the founder of the Journal of Product Innovation Management and served as its Editor for over 15 years. He feels that PDMA's emphasis on management by volunteers has been instrumental in creating a collaborative environment where many people have worked to advance the profession of new products management and has made many friendships along the way.

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Copyright © 2013 by Thomas P. Hustad. 140317-GRIF

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Rev. date: 08/09/2013

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Contents

INTRODUCTION

PART I: THE EARLY YEARS

Setting The Stage In Innovation And New Product Development

Pdma’s Foundation: Provide Thought Leadership

Pdma’s Beginnings: 1976 And The Early Years

The First Board Meeting: 1976

The First Pdma Conference: 1977

1979: The Crisis

A Crisis Averted: A Successful 1979 Conference

Pdma: Managing The Early Growth Phase

Creating Thought Leadership From 1979 To 2000

Events Since 2000 (Abbie Griffin)

PART II: PDMA THOUGHT LEADERSHIP THROUGH PUBLICATIONS AND RESEARCH SUPPORT

Establishing The Journal Of Product Innovation Management

Jpim’s Establishment: The People

Launching Jpim

Changes Come To A Young Journal

Jpim Gains Stature

Jpim From 1998-2003 (Abbie Griffin)

Jpim From 2004-2012 (C. Anthony Di Benedetto)

Jpim From 2013-Present (Gloria Barczak)

The Pdma Research Forum Provides Additional Thought Leadership

Grooming New Thought Leaders: The Doctoral Dissertation Competition

Pdma Thought Leadership Through Special Publications

Pdma’s Thought Leading Books

Pdma’s Body Of Knowledge

PART III: DEVELOPING A RESEARCH AGENDA FOR PDMA

Pdma’s Doctoral Consoritiums (Abbie Griffin)

Generating Though Leadership Through The Pdma Foundation

Developing A Research Agenda For Pdma

Research Challenges Identified By Pdma Thought Leaders

Research Ideas From Newly Certified Npdp’s: 2001

Possible Research Challenges: Jpim Editor’s Presentations

Moving Forward To Retain Thought Leadership

PDMA HISTORY, PUBLICATIONS AND DEVELOPING A FUTURE RESEARCH AGENDA

Appreciating Our PDMA Accomplishments – Celebrating People, Lasting Friendships, and Our Collective Accomplishments

Introduction

I created this monograph at the request of PDMA Headquarters to highlight the early history of PDMA, describe many of the publications that PDMA has created, and provide some hints of things that might influence the future of PDMA itself. As I operated the Association’s office for a period of 15 years from the mid-’80’s to the late ‘90’s and founded the Journal of Product Innovation Management, I had the opportunity to archive a number of historical documents that are in this monograph. Figure 1 shows the three different logos used by PDMA over the years, from the initial one at the top of the figure, which PDMA used from 1978 to 2004 to the current one at the bottom.

Figure 1. PDMA Logos

Figure1.tif

This monograph has three separate parts. The first section deals with the history of PDMA, the second presents the history of PMDA’s publications and research, and the third presents numerous additional issues that can be developed into a research agenda for PDMA’s future. This monograph combines elements of history, celebration, and speculation.

This monograph also focuses on what I consider my PDMA family. The people about whom I write here are much more than just colleagues – we have become so close over the years that they constitute another family for me. I’m delighted that the things we’ve done together are substantial in value, have led to the creation and dissemination of a significant body of knowledge on new product development and innovation and have led to the successful career development of a number of very good academics and professionals.

PART I:

The Early Years

SETTING THE STAGE IN INNOVATION AND NEW PRODUCT DEVELOPMENT

Companies face a growth imperative. One way to grow is through innovation, which many senior executives attest is a critical strategic process. For example, Procter & Gamble always has been an innovative company, but in recent years they have created significant new brands and new product categories. Clayton C. Daily, CFO of P&G, is quoted as saying We are growing market share at 70 % of our businesses. That just doesn’t happen unless you have strong innovation (Barnes, 2004: 74). Innovation is so important to firms that Jeffrey R. Immelt, the Chairman of General Electric, says The only reason to invest in companies is their ability to innovate.

However, although R&D is important, there is no discernable relationship between R&D spending levels and business success, because successful innovation is much more than just successful R&D (Jaruzelski et al., 2005). The CEO of Best Buy, Brad Anderson, in part of a lengthy quote says, Finding an unmet consumer need and making it your passion to profitably satisfy must anchor the foundation of our business (Rhey, 2007: 68). He then states that, as an organization matures, there are many challenges that start to interfere with finding unmet consumer needs and thus senior executives must take positive steps to ensure that the innovation drivers within an organization continue to be present.

Innovation is ongoing. We will never run out of opportunities. One example that Bill Gates, formerly of Microsoft, gives is, When you buy a new phone, it’s a lot of trouble today. Why? You should say, ‘Hey, I am Michael Miller. Make this thing like that other phone I have.’ Even if it’s from a different manufacturer or has a different operating system. You shouldn’t start like some newborn (Gates, 2008: 75). Why can’t we just charge a new phone up, identify ourselves, and have the phone configure itself automatically? This is just one example of the myriad opportunities available to companies to just improve current products in very new ways.

But, as easy as that anecdote makes innovation seem, new product development is really tough. In developing new products, Marketing is a necessary mediator between Engineering and Manufacturing, as well as among other business functions, because Marketers find ways to create value for customers. Marketing’s job is to help the other functions develop a shared understanding of new product priorities. Marketing is challenged, however, in being the mediator, by needing to understand opportunities and constraints from the perspective of those different functions, recognizing which strengths are core competencies and what weaknesses produce constraints. However, Marketing frequently does not have sufficient time to understand in depth the capabilities of those functions