Scott Paper is managing a portfolio of new product launches. Its overall business strategy is to extend an existing international consumer products company into new international regions and markets. Scott wants to grow incrementally and become more efficient with its Research and Development spending. The R&D efficiency focus is both internal within Scott Paper and external through Open Innovation sources. Scott Paper could develop and commercialise products that would mirror their competitors’ existing products. Alternatively, the company could introduce product-line extensions to their existing products. The development of a completely new product line is not feasible. Intense competition in the industry would result in the loss of market share during the extensive time required for new product development. One Scott senior executive notes that, “We could not invent for 5 years and still bring out new products.” Scott’s Chief Technology Officer takes a “core-satellite” approach to the company’s portfolio. This approach targets higher-volume products where the market is better defined for new products and there is a higher probability of successfully launching these products. The aim is to launch these new products, build relationships with partners to enhance the commercial success, and then follow-up with new products for entirely new markets. Once these products are established, Scott would then focus on products that require more innovation, particularly for selected international markets such as Japan where consumers expect more innovation. Scott’s dynamic development process is built around monthly reviews with core stakeholders and quarterly reviews with all its international partner teams. Scott’s customers also contribute ideas about new products through an active Open Innovation Program that Scott initiated within the past year. In addition, the CEO periodically contributes ideas into the pipeline based on his observations of market conditions and his…