netrashetty
Netra Shetty
AGCO Corporation (NYSE: AGCO) is an agricultural equipment manufacturer based in Duluth, Georgia, USA. As a leading global manufacturer of agricultural equipment, AGCO offers a full line of tractors, combines, hay tools, sprayers, forage and tillage equipment, which are distributed through more than 2,700 independent dealers and distributors in more than 140 countries worldwide.
Shoplogix has created the position of vice-president of Product Development and Customer Support for Karen McKibbin. Her responsibilities include product development and post-sales customer support. According to Scott Birmingham, Manager of Product Marketing, “This new position filled by Karen brings value to our customers by creating a single point of responsibility for spearheading and managing product development and post-sales technical support.”
Karen has over 20 years of information technology experience in both the public and private sectors. Prior to joining Shoplogix as Vice President of Product Development and Customer Support, she was responsible for leading the integration of technology services and the provision of support and service management for a number of provincial ministries. Most recently, as project director, Karen led the consolidation of the messaging environment for over 12,000 provincial ministry clients and the establishment of the technology infrastructure for the newly formed Ontario ministries of Health Promotion and Children and Youth Services.
ABOUT SHOPLOGIX
Shoplogix develops integrated web-based software solutions that optimize plant floor operations. Shoplogix solutions improve productivity, efficiency, and total operational performance by allowing companies to make real-time decisions that impact profitability while actively engaging employees in the process.
Shoplogix Inc. is a privately held company headquartered in Oakville, Ontario, with offices across North America. The company serves a growing base of Global 2000 companies to set new standards for production performance and efficiency in industrial environments.
PLANTNODE
Plantnode is a hybrid web-based software application designed on an open platform to integrate with existing production equipment, analyze real-time performance, and evaluate machine productivity. Plantnode’s built-in intelligence goes beyond raw data collection to provide a fully integrated production and performance management application; differentiated by the ability to compare real-time data against planned estimates. Plantnode is proven to increase Overall Equipment Effectiveness (OEE) and enables machine level visibility on a 24x7 basis with automatic escalations and interactive processes to drive higher levels of operational efficiency, quality, and performance.
PLANTNODE NETWORK
Plantnode Network is an enterprise web-based software application that consolidates and analyzes operational data for all Plantnode enabled equipment providing a complete and accurate view of production performance. Plantnode Network’s distributed design provides true enterprise scalability to evaluate real-time performance on a plant-wide, multi-site, or global basis.
d and adapted to the unique needs of each company. Actually, Nokia always follow this process with little revisions. As part of new product development of Nokia, the latest reported development for the company is the new software platform, called the Open EMS Suite which will let network equipment providers, independent software vendors and system integrators develop network management solutions more cost efficiently, leading to faster market entry (Nokia shows innovation leadership with new Open EMS Suite platform’, 2009). This innovation aims to boost cooperation across the industry, freeing up resources for innovative new solutions by lowering overall R&D costs and cutting down the 'systems integration tax’. The second innovation is with respect to their mobile products, per se, which is specifically innovations for 3G WCDMA, multimedia and enterprise, as they have launched several mobile phones with 3G capability, optimized for visual sharing and to enhance user experience with respect to camera phones.
According to Jonash (2000), to achieve breakthroughs in product innovation, executives must address three critical elements: (1) the integration of technology and strategy, particularly as they relate to a strategic view of the market; (2) a comprehensive view of the innovation process; and (3) a culture of innovation. And this has been the principle of Nokia for the recent decades that they have been operating. However, stimulating innovation on the scale necessary to sustain long-term growth demands that Nokia managers do more than beef up the research and development (R&D) budget. A next-generation model of innovation is marked by two uncommon features--a wide-open beginning in which product concepts are varied and plentiful, and a broad ending to the process whereby an array of products and services are rolled out to customers to capture maximum value (Shelton & Davila, 2005). In the middle of the process is speed and flexibility to replace poky methods of getting new products to market. This is one aspect which Nokia should focus on, as their innovative activities these past few years have experienced a slowdown, considering that the telecommunications industry is one where innovations are fiercely continuing to arise.
Because of the enormous energy expended in a successful launch or rollout, many businesspeople believe that they are effective managers of this end of the innovation process. The problem is that nobody bothers to sew up--let alone dream up--all the possible ancillary markets or applications, particularly those that are beyond the scope of a company's current distribution channels or manufacturing operations. At this end of the innovation process, underexploited opportunities often abound. There is, from observation and from the numerous Nokia news abound, that the company has taken a complacent approach to innovations lately. With the focus on high-end products, especially in the marketing aspect, the firm has taken for granted that their mid-range products contribute the largest portion to their overall sales. With regards to the New Product Development practices of Nokia, let us now assess their strengths, weaknesses, opportunities and threats.
Shoplogix has created the position of vice-president of Product Development and Customer Support for Karen McKibbin. Her responsibilities include product development and post-sales customer support. According to Scott Birmingham, Manager of Product Marketing, “This new position filled by Karen brings value to our customers by creating a single point of responsibility for spearheading and managing product development and post-sales technical support.”
Karen has over 20 years of information technology experience in both the public and private sectors. Prior to joining Shoplogix as Vice President of Product Development and Customer Support, she was responsible for leading the integration of technology services and the provision of support and service management for a number of provincial ministries. Most recently, as project director, Karen led the consolidation of the messaging environment for over 12,000 provincial ministry clients and the establishment of the technology infrastructure for the newly formed Ontario ministries of Health Promotion and Children and Youth Services.
ABOUT SHOPLOGIX
Shoplogix develops integrated web-based software solutions that optimize plant floor operations. Shoplogix solutions improve productivity, efficiency, and total operational performance by allowing companies to make real-time decisions that impact profitability while actively engaging employees in the process.
Shoplogix Inc. is a privately held company headquartered in Oakville, Ontario, with offices across North America. The company serves a growing base of Global 2000 companies to set new standards for production performance and efficiency in industrial environments.
PLANTNODE
Plantnode is a hybrid web-based software application designed on an open platform to integrate with existing production equipment, analyze real-time performance, and evaluate machine productivity. Plantnode’s built-in intelligence goes beyond raw data collection to provide a fully integrated production and performance management application; differentiated by the ability to compare real-time data against planned estimates. Plantnode is proven to increase Overall Equipment Effectiveness (OEE) and enables machine level visibility on a 24x7 basis with automatic escalations and interactive processes to drive higher levels of operational efficiency, quality, and performance.
PLANTNODE NETWORK
Plantnode Network is an enterprise web-based software application that consolidates and analyzes operational data for all Plantnode enabled equipment providing a complete and accurate view of production performance. Plantnode Network’s distributed design provides true enterprise scalability to evaluate real-time performance on a plant-wide, multi-site, or global basis.
d and adapted to the unique needs of each company. Actually, Nokia always follow this process with little revisions. As part of new product development of Nokia, the latest reported development for the company is the new software platform, called the Open EMS Suite which will let network equipment providers, independent software vendors and system integrators develop network management solutions more cost efficiently, leading to faster market entry (Nokia shows innovation leadership with new Open EMS Suite platform’, 2009). This innovation aims to boost cooperation across the industry, freeing up resources for innovative new solutions by lowering overall R&D costs and cutting down the 'systems integration tax’. The second innovation is with respect to their mobile products, per se, which is specifically innovations for 3G WCDMA, multimedia and enterprise, as they have launched several mobile phones with 3G capability, optimized for visual sharing and to enhance user experience with respect to camera phones.
According to Jonash (2000), to achieve breakthroughs in product innovation, executives must address three critical elements: (1) the integration of technology and strategy, particularly as they relate to a strategic view of the market; (2) a comprehensive view of the innovation process; and (3) a culture of innovation. And this has been the principle of Nokia for the recent decades that they have been operating. However, stimulating innovation on the scale necessary to sustain long-term growth demands that Nokia managers do more than beef up the research and development (R&D) budget. A next-generation model of innovation is marked by two uncommon features--a wide-open beginning in which product concepts are varied and plentiful, and a broad ending to the process whereby an array of products and services are rolled out to customers to capture maximum value (Shelton & Davila, 2005). In the middle of the process is speed and flexibility to replace poky methods of getting new products to market. This is one aspect which Nokia should focus on, as their innovative activities these past few years have experienced a slowdown, considering that the telecommunications industry is one where innovations are fiercely continuing to arise.
Because of the enormous energy expended in a successful launch or rollout, many businesspeople believe that they are effective managers of this end of the innovation process. The problem is that nobody bothers to sew up--let alone dream up--all the possible ancillary markets or applications, particularly those that are beyond the scope of a company's current distribution channels or manufacturing operations. At this end of the innovation process, underexploited opportunities often abound. There is, from observation and from the numerous Nokia news abound, that the company has taken a complacent approach to innovations lately. With the focus on high-end products, especially in the marketing aspect, the firm has taken for granted that their mid-range products contribute the largest portion to their overall sales. With regards to the New Product Development practices of Nokia, let us now assess their strengths, weaknesses, opportunities and threats.