A deep dive into this conference agenda shows its position within a much larger scope of innovation knowledge. The larger scope is within the capability of the attendee to independently pursue.

1. Innovation Knowledgebase
From semantic analysis of the
Management Roundtable
13th R&D-Product Development Innovation Summit
Conference agenda

2. Scenario
The Management Roundtable conducts an annual conference on practical adoption of
innovation in R&D and Product Development.
The 2015 conference includes content that addresses what executives should know about
and expect, and how innovation should be a part of, and reason for, the ways that R&D and
Product Development are organized and operated.
“This Summit will provide participants with a comprehensive look at the Innovation Body of
Knowledge for product strategy, marketing, R&D, development, and commercialization
functions.”
Thus, conference attendees should become more knowledgeable about how to adopt the
methods and solutions of innovation practices that have performed well.
strategy marketing R&d development commercialization
Parties responsible for Innovation

3. Knowledge Scope
The agenda for this conference intends to allow persons to work through the scope of the
content from several points of view.
However, as with many conferences, the variety of issues and perspectives, plus time
limitations, can make it difficult to grasp and integrate new ideas with older ones of
continuing value, or ideas in one perspective with those in another – beyond a personal
perspective.
We wanted to isolate the agenda’s specific ideas that have importance and validity across
years; across perspectives; and, across differing stakeholders in attendance, especially with
non-attendees equally in need of the information.
We re-framed the agenda scope, to make the organization of the content more generally
comparable to knowledge about the same subject matter from other times and places.

4. The Summit’s agenda (original)*
Directors and leaders of market,
technology, product, and IP creation
activities will gain a better
understanding of the leadership
techniques that work, along with the
tools and technologies available
today that give the best chance to
systematically embed innovation in
company culture and projects.
The Summit focuses on:
• Innovation strategies and business models that
are known to produce results
• Actions that CEOs and CXOs can do to foster
an innovative environment and culture
• Tools that companies are using to enhance
their innovation capability
• The costs, benefits, and implementation time to
achieve productive results of approximately 60
new tools for innovation that have become
available in recent years
• Changes that you can make in management
communications to improve innovation
• Best practices in intellectual property (IP)
management and IP valuation
• How to balance internal organic innovation as
well as external open and outsourced
innovation
• Measures and metrics to drive business results
from innovation
• Recognizing and rewarding innovation
The Summit features 8 Modules over the
three days:
1. Best Practice Innovation Processes
2. Corporate-Level & Tactical-Level
Innovation Drivers
3. Innovation Enablers & Tools: 5 Groups &
50 Items
4. Three Key Innovation Tools & Techniques
5. Semantic Technologies & Knowledge-
Enabled Innovation
6. Best Practice IP Valuation, Management,
& Communication
7. Open & Outsourced Innovation
Frameworks
8. Innovation Metrics, Rewards, & Reading
Target Knowledge Transfer Scope of Subject Solution Planning
Starting with the Summit’s original
agenda (as shown here), we noted
how it organized the intended
reasons for and approach to its
content, regardless of any specific
items of content that would be
available.
* The unaltered Summit agenda text shown here
and elsewhere in this notebook is copyrighted by
The Management Roundtable and is available at
their website as public promotion of their event.

5. The Summit’s agenda (summarized)
Knowledge Transfer Scope of Subject Solution Planning
Acknowledging the above usage of the conference event, we then analyzed the agenda
to isolate the key issues that it said it would represent, regardless of any specific items of
content that would be available.
Then we regrouped the individual issues semantically, associating them with the main
reason(s) why they are important to an innovation effort. (See next.)
Learn how to create
the opportunity to
incorporate innovation
Recognize the success factors
that to date have proved
to be the most important
“Take away” (take to work)
key instruments to apply to
your site-specific innovation practice

6. Explaining the Innovation Effort
We organized our look into the general “knowledge” scope of the agenda in terms of how
it covers the opportunity and means for innovation.
Our analysis also re-cast the specific information in the agenda as details about
accountability of the innovation effort – primarily its adoption plans, constraints, methods
and performance.
That three-part framing expects us to systematically group conference items into coverage
of the relationship of strategy to opportunity, strategy to means, strategy to accountability;
then marketing to accountability, marketing to means, etc.
strategy marketing R&d development commercialization
Opportunity   etc.
Means  
Accountability  etc.

7. Analysis: the Summit’s knowledge transfer
Directors and leaders of market,
technology, product, and IP creation
activities will gain a better
understanding of the leadership
techniques that work, along with the
tools and technologies available
today that give the best chance to
systematically embed innovation in
company culture and projects.
Directors and leaders of market,
technology, product, and IP
creation activities will gain a better
understanding of the leadership
techniques that work, along with the
tools and technologies available
today that give the best chance to
systematically embed innovation in
company culture and projects.
market
company culture
product
IP creation
leadership techniques
projects
technologies
tools
Innovation
isdefined
by
Innovationis
performed
through
ORIGINAL ANALYSIS REGROUPED

8. Result: Opportunity View (Options/Constraints)
Innovation is defined by
Innovationis
performed
through
market culture product IP
Leadership
(techniques)
Projects
Technologies
Tools

9. Analysis: the Summit’s solution planning
The Summit features 8 Modules over the
three days:
1. Best Practice Innovation Processes
2. Corporate-Level & Tactical-Level
Innovation Drivers
3. Innovation Enablers & Tools: 5 Groups &
50 Items
4. Three Key Innovation Tools & Techniques
5. Semantic Technologies & Knowledge-
Enabled Innovation
6. Best Practice IP Valuation, Management,
& Communication
7. Open & Outsourced Innovation
Frameworks
8. Innovation Metrics, Rewards, & Reading
The Summit features 8 Modules over the
three days:
1. Best Practice Innovation Processes
2. Corporate-Level & Tactical-Level
Innovation Drivers
3. Innovation Enablers & Tools: 5 Groups
& 50 Items
4. Three Key Innovation Tools &
Techniques
5. Semantic Technologies & Knowledge-
Enabled Innovation
6. Best Practice IP Valuation,
Management, & Communication
7. Open & Outsourced Innovation
Frameworks
8. Innovation Metrics, Rewards, &
Reading
The Summit features 8 Modules over the
three days:
1. Drivers
1. Corporate-Level & Tactical-
Level
2. Enablers
1. Knowledge-Enabled Innovation
3. Frameworks
1. Open & Outsourced Innovation
4. Practices
1. IP Valuation
5. Management
1. IP
6. Rewards
7. Processes
8. Techniques
9. Tools
1. Semantic Technologies
10. Communication
11. Metrics
12. Reading
ORIGINAL ANALYSIS REGROUPED
Innovation
isGuidedper
Innovation
isdonewith

10. Drivers Enablers Frameworks Practices Management Rewards
Processes Knowledge-
Enabled
Open &
Outsourced
IP
Techniques Corporate-Level
& Tactical-Level
Tools Semantic
Technologies
Communication
Metrics IP Valuation
Reading
Result: Means View (Organization’s Adaptation)
Innovation is Guided per
Innovationisdonewith

11. Analysis: the summit’s scope
The Summit focuses on:
• Innovation strategies and business models
that are known to produce results
• Actions that CEOs and CXOs can do to foster
an innovative environment and culture
• Tools that companies are using to enhance
their innovation capability
• The costs, benefits, and implementation time to
achieve productive results of approximately 60
new tools for innovation that have become
available in recent years
• Changes that you can make in management
communications to improve innovation
• Best practices in intellectual property (IP)
management and IP valuation
• How to balance internal organic innovation as
well as external open and outsourced
innovation
• Measures and metrics to drive business
results from innovation
• Recognizing and rewarding innovation
The Summit focuses on:
• Innovation strategies and business models that
are known to produce results
• Actions that CEOs and CXOs can do to foster
an innovative environment and culture
• Tools that companies are using to enhance
their innovation capability
• The costs, benefits, and implementation time to
achieve productive results of approximately 60
new tools for innovation that have become
available in recent years
• Changes that you can make in management
communications to improve innovation
• Best practices in intellectual property (IP)
management and IP valuation
• How to balance internal organic innovation as
well as external open and outsourced
innovation
• Measures and metrics to drive business results
from innovation
• Recognizing and rewarding innovation
The Summit focuses on:
• environment / culture
• business models
• strategies
• capability
• management
• (IP) management
• practices (sourcing)
• Internal organic
• external open & outsourced
• business results (targets)
• IP valuation
• Reward
• CEOs and CXOs
• communications
• actions
• tools
• measures and metrics
• recogni(tion)
• implementation
• changes
• balance
• productiv(ity)
• time
• costs,
• benefits
Innovation
occurswithin
Innovation
isdonewith
Innovation
succeedsat
ORIGINAL ANALYSIS REGROUPED

12. Result: Accountability View (Methodology)
Innovation occurs within
Innovationisdonewith
Environment
/ Culture
Business
models
Strategies Capability Management Practices Business
results
(targets)
CxOs (role)
Communications
Actions IP Sourcing: Internal
organic;
external open
and outsourced
Tools
Measures /
metrics
IP valuation
Recognition reward

13. Result: Accountability View (Performance)
Innovation succeeds at
implementation changes balance productivity
CxOs (role)
Communications
Actions
Tools
Measures /
metrics
• time
• costs,
• benefits
Recognition
Innovationisdonewith

14. Summation
The semantic analysis of the included issues exposed several ways to “index” the ideas contained within the
agenda’s content for its purpose of giving “a comprehensive look at the Innovation Body of Knowledge.”
The corresponding frameworks all cross-reference the activity of conducting innovation against the ways that
the conduct is promoted or constrained by circumstances or by decisions of responsible parties.
The result of the cross-referencing is that specific contexts and requirements are exposed that objectively
characterize what innovation involves, and therefore how parties can directly affect the potentials for
innovation efforts to start and continue with traction and intentional direction.
All of the contexts exist simultaneously, but at any given time, any given innovation manager will necessarily
attend to some of them more than to others.
Meanwhile, the coverage specified by the frameworks keeps all of the contexts explicitly related for reference,
making their organization of ideas in contexts more comparable across all locations and times.
In that way, the content collection becomes a part of a credible knowledge-base for the scope of the subject,
usable by any interested party at any time.
The knowledge-base can continue to systematically collect issues and evidence including and beyond the
conference event or even without it.

15. ©2015 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com