All drugs approved after October 2005 now must communicate the “Additional Information” and “Strength” of the drug in braille. This applies to both scientific and invented brand names.
via: The Designer
We’ve taken an incremental approach to evolving our visual language because we love our current identity and it has been extremely successful for us (name and logo by WellBrand, website by TR):
However, we need to find a way to integrate a unique graphic element our presentation slides when we describe our process steps and interconnected actions. A number of options have been tested and most successful, so far, has been a modified hexagon:
We decided that integrating the hexagon into the logo would provide more credibility to its use throughout our presentation materials and allow us to “own” the graphic. It also reinforces to the teams that prepare client presentations the importance of using the hexagon consistently.
We’ve been working on options for a couple of weeks and here’s our current best idea.
This is intended as a subtle, evolution, enabling us to better visually communicate some of our our core values of innovation, analysis and strategy.
As our thinking evolves, we’ll continue testing until we can confirm we came up with another winner.
Our work with many category leaders has shown us how the power of portfolio optimization tools can create category leadership and maintain competitive advantage. Portfolio Optimization tools provide R&D managers a decision support tool that helps them address following challenges:
- Skilled personnel that are overloaded and working outside of their competencies
- A focus on short-term, incremental projects, and the lack of resources allocated to, long-term, breakthrough innovations
- The continuous need to reduce time to market and increase R&D project throughput
- Improve alignment between R&D and strategy, other business functions and KPIs / metrics
- Inability to accurately forecast R&D performance or benchmark against past performance
- Lack of objectivity in project selection decisions
Steve Jobs
Our POPS tool delivered a broad range of outputs based on the company’s KPIs and internal metrics. Key findings supported innovation managers in their need to fill their innovation funnel with fewer/better projects, and improve FTE utilization by the elimination of a major program that is not aligned with business strategy.
Boddie, John. “Has Apple Hit the Right Disruptive Notes?” Strategy and Innovation, Vol. 3, No. 4, July/August 2005
Henry Ford
Stevens, Gregory A. Burley, James; 3000 Raw Ideas = 1 Commercial Success!. Research-Technology Management; 40(3) pp. 16-27. 1997.
