Significant Consulting Relationships 
 
The Fusfeld Group, Inc.
STRATEGIC DEVELOPMENT & TECHNOLOGY MANAGEMENT
 


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The Fusfeld Group, Inc.  
15 Laverdure Circle  
Framingham, MA  
01701  
508-877-6525  








SIGNIFICANT FGI CONSULTING RELATIONSHIPS

In the significant consulting relationships listed below, the FGI role has been to customize and design engagements, select qualified staff, and implement one or more projects. Each of these major engagements, which lasted over a period of several years, required multiple teams of consultants and clients working together, achieving results that were communicated with senior management on a regular basis. FGI’s extensive contacts and networks were used to catalyze actions and collaborations. Customized training and coaching were provided to assure that consultant/client teams were using the best skills available.


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Technology Strategy and Development

A five year long series of projects for a major manufacturer of industrial controls focused on the development of technology and business strategies. The most significant was the forecast and assessment of how electronics-based factory automation was going to change the fundamental nature of the industrial automation business.

The initial work became the ‘blueprint’ for implementing the next five years of strategies, ranging from internal developments to alliances, equity investments and acquisitions of new technologies. In the fifth year, the client became part of a large aerospace conglomerate, becoming the centerpiece of its factory automation program. A few years later, none of the original peers were continuing in the business to the same degree. Today, that aerospace conglomerate focuses principally on industrial automation.


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Building New Businesses from Technology 1

Projects for a materials producer that began over twenty years ago have always focused on new business building from technology. Starting with a critical review of competencies and an internal venture strategy, they have grown to include business development based upon FGI’s extensive sets of industrial contacts.

The FGI role covers all aspects of this natural resources and chemicals corporation. FGI has provided analyses, courses, coaching and new tools in the form of key expert panels, project management, market research for researchers and voice of the customer analysis. Other concerns have been the nature of the organizational structure, construction of more effective R&D portfolios and the use of R&D metrics for performance monitoring.


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Building New Businesses from Technology 2

Projects for a global chemical leader focused for six years on growth from new technology and the creation of internal new ventures. An internal ventures program and ventures board was implemented. Technology impact assessments were made in areas ranging from biotechnology, advanced polymer structures and technology planning. As a result, a technology strategy process was designed and implemented. A Competitive Intelligence program was implemented and an assessment of information technology and critical trends in resources was also provided.


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Innovation Effectiveness & Improvement of the Innovation Process

Initial assessment of the innovation process recognized the need to rejuvenate a world class inorganic materials corporation, using technology-based innovation as an effective engine of business growth. Projects, which encompassed organizational and process design, became the blueprint for a renewed innovation process, innovation training, and a mid-senior reward and compensation system; recognizing contributions from technology, innovation and entrepreneurs. The innovative process and related training presently continues.

Strategic contributions were made, helping the client to understand how to maneuver its joint ventures into total spin-offs and spin-ins, integrating these actions with internal growth and acquisitions/venture investments. The client has evolved into a focused performance based materials powerhouse.


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Technology Planning and R&D Portfolio Improvement 1

For a personal care business, FGI provided the CTO a complete assessment of R&D portfolio and its linkage to the business. The next steps required the construction of a technology and product plan that linked R&D, marketing and operations; simultaneously increasing the role of suppliers’ R&D. A communications process with metrics for R&D performance for senior management was established. A competitive intelligence process was also introduced. Following success in improving the new product pipeline, FGI led the examination of supplemental financing of R&D, such as Research and Development Limited Partnerships, as a new way of raising non-diluting investment capital.

In time, the CTO became the president of the business and led it through a transition to became one of the most successful acquisitions of a global packaged goods conglomerate.


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Building New Businesses from Technology and New Ventures

An internal ventures program was critically appraised through a complete assessment, and recommendations for improvement were made regarding the overall portfolio and in specific ventures. Linkage was also established with the corporate venture capital program. Significant improvements were captured in the overall portfolio performance, and with the management processes.


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Technology Planning and R&D Portfolio Improvement 2

Projects for a multi-national automotive products and controls corporation have focused on strategic technology planning and assistance in planning and implementation of the corporate R&D portfolio. A technology strategy for the controls business was provided, and integrated into the corporate strategy the following year. Similar technology assessments and strategies were completed for each of the other major businesses in automotive systems over the next several years. FGI also assisted the CTO and the Director of Corporate Research to improve the effectiveness of this unit through better construction and management of the project portfolio. Technology management training was provided in project management and valuation for R&D and competitive technical intelligence.


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R&D Portfolio Improvement, Innovation Effectiveness and Organizational Design

Projects for a consumer packaged goods company focused on improving the effectiveness of the R&D enterprise and were comprised of both organizational and planning activities. A significant focus was on the proper development of the R&D portfolio and the R&D portfolio management control process.

Work was performed for the Personal Care, Professional Products and the Manufacturing and Product Integrity Divisions. A customized course in time management for R&D was designed and implemented. Significant outcomes included higher yield R&D portfolio processes and projects with shorter cycle times, utilizing the voice of customer data.


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Global Innovation and Location Analysis

A single, yet significant project with a provider of network servers was to develop a ten-year global location plan for their future technology development locations. The activity included assessing and understanding what competencies and task-based resources could be most effectively built in different geographic locations. Identification of what optimal combination of these would most effectively support the client’s future business & growth strategies was successfully accomplished.


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Building New Businesses from Technology 3

Key projects focused on building new business growth from technology. They included assisting in the development of a business plan, organization, budget, and new product portfolio for the New Business Enterprise. Utilizing the expertise of past and present networks of contacts, expediting the development of a potential joint venture with a Latin American collaborator.

Significant outcomes include a higher yield of R&D projects with shorter cycle times. This was achieved utilizing IRI-based linkages, which FGI catalyzed. Special courses in project management for R&D and competitive technical intelligence were provided.


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R&D Portfolio Improvement

Development of a portfolio management process for a food producer’s total technology program, integrating with the fiscal year operating budget, was a brief, yet important relationship. Incorporating the right R&D metrics and portfolio composition that varied from incremental to frontier, extended from the Accounting Department to the R&D Laboratories.

Effectively interacting with senior executives from all departments proved to be a unique and rewarding challenge. In the significant consulting assignments listed below (1978-present), my role has been to customize and design engagements, select qualified staff, and supervise the project results in determination of making the final recommendations. Each of these major engagements, which lasted over a period of several years, required multiple teams of consultants and clients working together, achieving results that were communicated with senior management on a regular basis. My extensive contacts and networks were used to catalyze actions and collaborations. Customized training and coaching were provided to assure that consultant/client teams were using the best skills available.

In addition, there was concurrent work with the research arm of The Industrial Research Institute (IRI), resulting in invited lectures, workshops and technical articles that have been published. (Copies available upon request.) These areas ranged from technology planning, staffing and organizational design. Additionally, I have been recognized for my expertise in R&D metrics, utilized in determining the value of technology investments and R&D portfolio selection and optimization. My publications began in 1969 and the most recent are scheduled for later this year. Several have been nominated for awards by the IRI.


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