Products & Services (Div/Inst)

Rick Marboe, VP-Elect, P&A marboer2@asme.org

Session Objectives
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
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Session Outline
Review available ASME products & services ASMEs, K&C and Institutes Sectors Strategic Priorities Stage Gate Management Process Case Studies Help create potential solutions scenario ASMEs Product Portfolio Development Approach => Your Unit Use

Session Schedule
Time (5 mins) (20 mins) (5 mins) (5 mins) (25 mins) (30 mins) (20 mins) (10 mins)
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Activity Session introduction Overview of available products and services Questions & discussion Review of Strategic Priorities Selection via Stage Gate Management Process & Case Studies Process Application Exercise Group reports & discussion Wrap up

What is a Product/Service?
Something offered to a customer Has a perceived value Doesnt necessarily have to be sold for money

Product Development Model

Customers e.g. Members and prospective members

Delivery

Customer needs Typically a Product volunteer-staff Development partnership ASME Products & Services

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

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
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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)
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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
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Career Resources & Job Search

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Career Center (articles and tips) Resources for Entrepreneurs Job Board Salary Survey Professional Practice Curriculum Joint Society Memberships E-Mentoring (currently being re-vamped)

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
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Awards & Recognition

Society awards Dedicated Service Award Unit awards Lecture Award Fellow

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Membership
Included in Membership:
ME Magazine ASME News ASME e-Library Networking: Join Technical Divisions/Institutes/Local Sections/Affinity Groups Email Alias (yourname@asme.org)

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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

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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)

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Specifically for Early Career Engineers

ME Today newsletter Early Career Technical Seminars Early Career Forums ECLIPSE Internship

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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)

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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?

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ASME Strategic Objectives http://strategy.asme.org

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

Global Impact

ASMEs Strategic Focus

Energy Workforce Development

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Strategy Integration Roadmap Example

New Products that Align to ASMEs Strategic Objectives New Product Idea Generation

WORKFORCE DEVELOPMENT
Better Access To P&S Communication Effectiveness
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Knowledge Based Business Approach for New Product Development

ENERGY Attract Students & EC Engineers

GLOBAL IMPACT

Balance Volunteer Workload

Revenue Generation

Knowledge and Community Sector Strategic Objectives

1. 2. 3. 4. Attract and retain students and early career engineers Balance the volunteer workload Reduce K & Cs operating subsidy Improve communication effectiveness: with members, with units 5. Make it easier for members to access ASME products and services.

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Institutes Sector Board Strategic Objectives

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).
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A Knowledge Based Business Development Process

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
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Stage Gate Process

A Stage-Gate Process is a roadmap for moving a newproduct 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
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Selection Filter
Ideas

Filter 1-Alignment to ASME vision, mission and core values and external trends Filter 2-Alignment to ASMEs technical communities or institutes interests and expertise Filter 3-Prioritization of ideas

Selection

Launch

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Management Process Overview:

Emerging Technologies Example
Phase 1 Strategic Assessment
Gate 1

ET selection
Phase 2 Community Analysis
Gate 2

(draft completed)

Phase 3
Gate 3

Prioritization

Product portfolio development & enhancement

(work in progress)
Phase 5 Delivery Phase 6 Assessment

Phase 4 Planning & Development

Enhance product portfolio

Gate 4

Exit

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Phase 1: Strategic Assessment

Gate 1
Idea Generator Individual ASME Member ASME Committee ASME Staff Other 1.0 Idea for New ET area Provide Proposal form and instructions to Idea Generator K&C ET Staff 2.0 Complete Proposal and return to K&C ET Staff Idea Generator 3.0 Obtain preliminary input from ETC and ASME GR K&C ET Staff Preliminary Proposal & volunteer input Decision Process Gate 1 Preliminary Proposal Yes 2

No

Decision Process Gate 1

Themes for Decision Criteria: - Relevance to ME - Alignment with ASMEs strategic initiatives - Upward funding trends in ET area Decision Maker(s): Chair, Strategic Planning Committee Chair, Emerging Technology Committee K&C ET Staff Supported By Portfolio Management

4.0 Communicate to Idea Generator decision not to pursue effort Chair SPC

Proposal*
CONTENT - Scope - Rationale
Activity Number

Legend

Activity

IMPACT - Funding trends - Audience CONTRIBUTORS & COMPETION - Current Players - Potential Collaboration

Terminate

Responsible Party

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*Please see proposal template for

compete list of questions

Phase 2: Community Analysis

5.0 Compile current activities and collaboration opportunities across ASME Portfolio Management 2

Gate 2
7.0 Identify Division and other internal constituent interest, and gaps in internal expertise IC, SPC, K&C ET Staff 8.0 Investigate potential external partners (organizations, individuals, etc) Idea Generator 9.0 Evaluate potential partners interest in collaborating with ASME K&C ET Staff / Idea Generator No Decision Process Gate 2 Yes 3

6.0 Compile current activities and stakeholders within technical communities IC, SPC

10.0

Decision Process Gate 2

Themes for Decision Criteria: - ASME volunteer support/interest - Expertise to participate Decision Maker(s) Chair, SPC Chair, IC Director, K&C ET Staff Supported By Members, SPC Portfolio Management Communicate to Idea Generator decision not to pursue effort

Chair SPC

Terminate

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Phase 3: Prioritization Phase

Gate 3
11.0 Complete Market and Competitor Analysis MR & DA 12.0 Prioritize all new ET ideas using ET assessment dashboard SPC, K&C ET Staff, Portfolio Management 13.0 Identify fit with current ET portfolio K&C ET Staff, Portfolio Management Decision Process Gate 3 New ET idea(s) to pursue immediately 14.0 Engage volunteers and staff who will be working on ET area IC, K&C ET staff New ideas not to pursue immediately 15.0 Communicate decision not to pursue idea at current time Chair SPC 3 4

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, SPC Director, Technical Programming & Development Supported By K&C ET Staff Portfolio Management

Ideas to re-visit in the future

ET Assessment Dashboard
Rejected ideas

Terminate

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Collaboration & Portfolio Development

Product/Service Roadmap

CRTD
Areas for research committees to develop

Govt Rel
News + white papers

SPC ETC IC
Balanced mix of revenue and mission products
Possible disciplines for standards development Enhance portfolio Acronyms of products in existing disciplines SPC: Strategic Planning Committee (K&C Technical Communities) ETC: Emerging Technology Committee (K&C-TC)

BoND EESAB

Tech Div

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) Govt Rel: Government Relations

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Case Study: Product Portfolio Development : Nano Engineering & Health Care
ASME Journal : Nanotechnology in Engineering and Medicine 1st Global Congress : NanoEngineering for Medicine and Biology
To-do list : How can we? - Continue to build community - Continue to build our relationships with multidisciplinary organizations, experts

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Case Study: Journal on Nanotechnology in Engineering and Medicine

Community and Stakeholder Engagement Idea Generation

Strategic Assessment and Analysis

Product Roll-out Decision Making Planning, Development and Implementation

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Case Study: Global Congress on NanoEngineering for Medicine and Biology

Data Collection

Strategic Assessment and Validation

Community and Stakeholder Idea Generation

Planning, Development and Implementation

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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 ASMEs 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
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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 products 36

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 ASMEs technical unit(s) interest and expertise

Filter 3 - Prioritization of ideas

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Building Community Checklist

Have you included all stakeholders?
Division Executive Comm, Technical Committees, etc.
_______________________________________________

Cross-Sector ASME units

_______________________________________________

Students
_______________________________________________

Retired Members
_______________________________________________

________________________
_______________________________________________

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Building Multidisciplinary Relationships Checklist

Recommend the non-ASME expert to a :
Division Technical Committee? Division Executive Committee? Standards and Certification Committee? ________________________________ ________________________________

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Quick New Product Launch Checklist

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?

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Product Portfolio Roadmap

Research Community
Practicing Engineers & Early Career Engineers
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Recap of the Processes

Tools to help your unit more effectively and efficiently make decisions about creating a portfolio of unit products and services

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Unit Product Portfolio Development How do You Start? 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
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Stage Gate Approach

Phase 1: Strategic Assessment
Phase 2: Community Analysis

Phase 3: Prioritization Phase

The stage gate is the continue or terminate decision made at the end of each phase.
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 Divide into 2 or 3 groups

Knowledge into Practice

(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. 45

Resources
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)

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Contact Information
Russ Skocypec, Chair, K&C Board on Technical Knowledge Dissemination (BTKD) rdskocy@sandia.gov Raj Manchanda, Director, Emerging Technologies Manchandar@asme.org Michael Ireland, Managing Director, Knowledge & Community Sector Irelandm@asme.org

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During this session, you should have:

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 ASMEs 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.
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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.
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Products & Services (Divisions/Institutes)

For questions or comments Rick Marboe marboer2@asme.org

Presentation available at events.asme.org/LTC12/ home.cfm

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