This presentation outlines Philosophy IB's offerings in the New Product Development space including governance and process design and outsourced project management.

1. PIB CAPABILITIES & THINKING

2. 2
Our Perspective on New Product Development.
Connecting Strategy, Innovation, NPD process and Portfolio Management
 Innovation Strategy
Defines the role and scope of NPD efforts in the
organization
 Portfolio Management
Executes strategy by prioritizing and approving NPD
projects
 Stage-Gate NPD Process
Mechanism for ideating, designing, developing and
commercializing new products
 Governance & Decision Rights
Determines key decision makers and their scope of
responsibility when approving NPD projects
 Project Management
Manages individual NPD projects to ensure that they are in
scope, are within budget, and meet key objectives
PIB’s
New Product
Development
System

3. 3
Project Portfolio
Management &
Governance
managing the Gates
New Product
Development
Process
improving the Stages
Project
Management
executing the Stages
PIB Offers Services Across the NPD System
With a deep understanding of the
innovation strategy, we visualize key
project information to help senior
leadership teams both monitor the
value the portfolio of NPD projects
and make key investment decisions.
Additionally, we work intimately with
leadership teams to design decision
making processes and ensure that
NPD teams present the appropriate
project information at governance
meetings.
We have significant experience in
helping companies understand the
cross-functional connecting rods
framing effective NPD processes.
We understand the NPD process and
map it for our clients to educate their
teams and improve performance.
Processes we have focused on in the
past include Ideation, Feasibility,
Development, Commercialization,
and Geographic Expansion.
Our project management services
are focused solely on projects which
support NPD to complement our
experience in the space.
In order to support the development
of our client’s NPD Project
Management function, we:
• Assess Internal Project
Management Functions
• Structure and Build Project
Management Organization
• Outsource Project Managers

4. 4
Project Portfolio Management & Governance Services
The Right Information
Leadership bodies need to be equipped with the right
information to make critical decisions.
• Balance Scorecards
We build scorecards to objectively assess the strategic and
financial value of projects within the NPD portfolio.
• Portfolio Visualizations
We visualize key project data to ensure that leadership teams can
easily understand and interact with project information. This
improves the quality and speed of decision making within our
client’s organization.
The Right Decisions
Leadership bodies need established processes to make
sure that decision rights are clearly articulated.
• Decision Process Design
We build internal processes to make decision making processes
as transparent as possible. This includes the criteria for making
decisions as well as who makes the decisions (e.g., RACI / RAPID
/ DAI decision matrices).
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To effectively manage the NPD project portfolio to achieve an organization’s strategic goals, we employ
methods and tools to ensure that sr. leadership teams have the right information to make the right
decisions.
Do Consumers Want it? • Purchase Intent (Top Box)
• Frequency
• Volume
• Degreeof Newness
• Target Consumer
• Consumer Need /Insight
• Consumer Benefits /RTBs
• Updates,asrequired • Updates,asrequired
Can We Make it? High-Level Estimate of Tech. Complexity
• Product
• Procurement
• Package
• Process /Manufacturing
• Regulatory / Legal
• Target Formula
• Target Package
• Target Cost
• SKUsImpacted
• Target Manufacturing Plant(s)
• TechnicalFeasibility Plans
• Updates,asrequired
Will Customers Drive it? • % ACV
• % Incremental toCategory (Estimate)
• Velocity Rank
• Preliminary Assessment of Trade Interest by Sales
Organization
• Alignment to Campbell’s SGOs
• Updates,asrequired
Can we Make Money? • IncrementalNPV (if available)
• Year 1and Ongoing Estimates
• Volume (MEQ)
• List Sales ($MM)
• IncrementalList Sales ($MM)
• IncrementalNet Sales ($MM)
• IncrementalGM ($MM)
• GM%
• EBIT ($MM)
• Incremental A,C, T($MM)
• % Incrementality
• Capital(Y/N/M)
• FinancialAssumptions
• Updates,asrequired• IncrementalNPV
• Year 1, 2, and Ongoing Estimates
• Volume (MEQ)
• List Sales ($MM)
IncrementalList Sales ($MM)
• IncrementalNet Sales ($MM)
• IncrementalGM($MM)
• GM %
EBIT ($MM)
• IncrementalA,C, T($MM)
• % Incrementality
• Capital$
• FinancialAssumptions
New Product
Excellence:
Gate Criteria
Is it Strategic? • Alignment to Brand, Business,and Corporate
Strategy
• Degreeof Competitive Diff erenti ati on
• Barriers toCompetitive Entry
• Likely Competitive Response
• Updates,asrequired
Resources Required
For Next Stage? • Updates,asrequired • Updates,asrequired• Market Research $
• Incremental A,C,T $
• Capital$
• PD& Packaging FTEs
• Supply Chain FTEs
• AdditionalFTEs
• Updates,asrequired
• FinalFormula
• Final Package
• FinalCost
• Updates,asrequired
• Updates,asrequired
From Find to Launch
What’s the
Learning Plan?
• Key Questions that Need to Be Answered By the
Next Gate
• Key Questions that Need to Be Answered By the
Next Gate
• Key Questions that Need to Be Answered By the
Next Gate
KeyQuestions
What are the Key Risks? Risk Assessment
• Risks,Likelihood, PotentialImpact, Miti gati on
Plan
Risk Assessment
• Risks,Likelihood, PotentialImpact, Miti gati on
Plan
Risk Assessment
• Risks,Likelihood, PotentialImpact, Miti gati on
Plan
© 2009 LLP© 2009 LLP
• Updates,asrequired
• Updates,asrequired
• Updates,asrequired
• Updates,asrequired
• Updates,asrequired
• Updates,asrequired
• Not Applicable
Risk Assessment
• Risks,Likelihood, PotentialImpact, Miti gati on
Plan
Project Overview • Project Name
• Project Description
• Project Lead
Project Sponsor
• BusinessUnit
• Brand(s)
• Project Type (Innovation, Renovati on)
• CSC Platform
• Target Launch Date
• # ofSKUsto be Developed, Launched, & Slotted
• Updates,asrequired • Updates,asrequired • Updates,asrequired
Organizational
Feasibility
• Updates,asrequired • Updates,asrequired• Description ofProject Complexity
• Description of Potential Impact on Other
Initiati ves
• Confidence in Achievement Milestone Timeline
• Updates,asrequired
Draft: Feb. 25, 2009
Version 7.0
Find Fill Early Development Late Development Commercialization Launch and
Post-Launch
Gate 1 Gate 2 Gate 3 Gate 4

5. 5
Mapping & Improving the Process
We have significant experience mapping and improving
the NPD process. Some of our work examples include:
• Business Development and Technology Search
processes mapped as separate workflows or embedded
within the NPD process
• Processes involving CMOs and CROs
• The NPD process mapped to as many as 9 levels of
detail including the SOP level
• NPD processes for Rx-to-OTC Switches and Medical
Devices, as well as drugs, cosmetics, consumer
electronics and foods
New Product Development Processes
Implementing the Process
The people who live the process day to day determine its
success. Therefore, we have employed methods to ensure
organization-wide engagement:
• Process Visualizations
We transform the swim lanes and boxes of traditional process
maps into user-friendly & fun process visuals for communication
and education. (see next page for examples)
• Web-Enablement of Key Processes
To support implementation, we use technology to ensure that
employees can access the information within the process maps
anytime, anywhere.
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Across the NPD process, we are interested in helping our clients map, better, and implement the process
within their organization. We believe that a well thought through process allows our client’s to devote
themselves entirely to creative, innovative work and limit questions such as “who does what now?”.

6. 6
NPD Process Map Visualization Client Examples
Some Product Development Process
Maps are driven by the R&D activities
necessary to launch a product or
service. These represent the more
typical approach to Process Mapping.
Others focus on the specific “consumer
touch points” throughout the process to
ensure that the consumer remains the
focal point of the Product Development
Process.

7. 7
NPD Project Management
Outsourced NPD Project Managers
Our expertly trained project managers will lead complex
projects or support your project managers to produce on-
time, in-budget, high-quality results. Examples of how our
project managers can support your organization include:
• Chartering projects
• Building and tracking project plans
• Reporting on project status
• Facilitating cross-functional project meetings
• Communicating with Project Sponsors
• Proactively addressing risks
• Managing scope creep and change requests
• Maintaining project documents
Assess & Build Internal NPD Project Management
Capability
We utilize our standard Project Management Maturity
Model to identify the current state of the PM capability,
pinpoint areas for improvement, and build the
organization’s capability. We help our clients build the PM
capability by:
• Identifying the vision of the PM organization
• Defining roles and responsibilities
• Designing a reporting structure to unify and
streamline the organization
• Developing customized PM methods and tools
• Defining core competencies and instituting them in
the organization through case-based, interactive
training
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8. Work Better.
25A Vreeland Road,#100., Florham Park, NJ 07932 | 1-973-443-9202 | www.philosophyib.com
Philosophy IB, LLP is a growing management consulting firm that marries analytical and
intuitive thinking to build creative, people-centered business solutions. Our multi-disciplinary
team, composed of left- and right-brained thinkers, MBAs, scientists, adult learning specialists,
and designers, enables us to build holistic, whole-brained solutions that our clients value.