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Brenda Reichelderfer is a senior vice president and managing director at TriVista, an operations consulting firm focused on middle-market companies.
She has more than 30 years of experience in general
management, engineering and operations. In addition to her
extensive P&L background, Reichelderfer gained operational
expertise as plant manager, vice president of operations,
director of engineering and chief technology officer.
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Typically, a vitality metric is used to measure the amount of sales generated by product releases within
a set period as a percentage of total sales. The trouble with
this, and many other business outcome-related metrics, is
that feedback is very latent. Development cycles can take
months to years before you get even the first feedback point.
A Corporate Executive Board study illuminates this point
by separating the great organic growth firms from the rest
of the pack and determining whether those firms tended to
focus on a different set of metrics.
The results were clear—To get more from your R&D in-
vestments, the leadership team needs to look at the health
of your portfolio of projects and ask:
• Do we have a balance of core and growth?
• Do we have a healthy balance across product lines?
• Are we treating great projects differently than
• Do we have a product development roadmap to weed
out projects that will waste our resources?
BRENDA REICHELDERFER // Senior Vice President and Managing Director, TriVista
A QUALIFIED OPINION
HOW CAN INNOVATION IN NEW PRODUCT
DEVELOPMENT BE MEASURED BY PRIVATE