Institut für betriebswirtschaftliches Management im Fachbereich Chemie und Pharmazie Marius Chofor Asaba
Schedule Thursday, 5th July 10:30 12:30: Lecture Introductionto andforesight 12:30 13:30: Lunch Break 13:30 16:00: Guest Lecture Henkel (15 minscoffee break included) Friday, 6th July 10:30 12:00: Group work 12:00 13:00: Lunch Break 13:00 14:30: Presentationanddiscussionofresults Monday, 9th July 10:30 12:00: Lecture ForecastingandPatent Analysis 12:00 13:00: Lunch Break 13:00 14:00: Group work 14:00 14:15: Coffee Break 14:15 15:45: Presentationanddiscussionofresults 1
Literature BringingTechnology and Innovation intotheboardroom: Strategy, Innovation and competences for business value; European Institute for Technology and Innovation Management; ISBN 0-333-99459-0 2
Content 1 Introduction 2 Characteristics 3 Strategic Management of Technology 4 Technology Foresight 3
Expected Knowledge Stack What differences and Similarities between Technology and Innovation Management? How is Technology Innovation defined? What Levels of exist? What are the Characteristics of? 4
Introduction: Technology vs Innovation Innovation Making of something new (idea, method, product) Bridges the gap between ideal and real implementation of a product to serve human needs Technology Combination of technological know-how with scientific knowledgetofulfil explicit socio-economic goals Techniques: human skills and knowledge Technology is improved continuously through the flow of incremental innovations 5
Introduction: Innovation Management (definition) Promotion of innovation-> new ideas Selection of relevant innovations + managing innovative opportunities Management of resources and knowledge base for innovation projects Managing the social and organizational implications of innovation 6
Introduction: (Types) Information and Communication (IT) Biotechnology Nanotechnology 7
Introduction: Shaping and accomplishing the strategic and operational objectives of an organization Maintain market position and business performance 8
Introduction: How does Tech Management lead to Successful Market Competition? Technological opportunities and threats is converted into Sales and Profit Exploit existing technology by effective translation of Strategy into operational performance Differentiate products by using cost-effective technological product and process solutions Identifying + evaluating alternative/emerging technologies wrt. company policy and strategy Reducing risks linked to new/unfamiliar technologies Harnessing technology that supports improvement in process, information etc. Decreasing time to market of new products through efficient identification and exploitation Protection and exploitation of intellectual property 9
Introduction: (Steps) a. b. c. d. e. f. Observation, identification and assessment of competing technologies Selection of most relevant technologies maintain sustainability Access the knowledge base required Management of project management related fields Implementati on and improvement of technologies in the firm s portfolio Picking out the outdated technologies 10
Introduction: (Clichés) The MAIN FOCUS of Technology management is TECHNICAL CHANGE Shiftfroman OLD toa NEW technology Misconcenption: Innovation being related to the management of technologies Reality: Firm related Innovations have Technological, Organizational and Social aspects to be considered as important 11
Introduction: (Socio/Orga aspects) Social aspects Innovation is cultivated concrete, ongoing, everyday interactions e.g. Steve Jobs had Wozniak (Mac), Bell had Thomas Watson (telephone) Organizational aspects An unmanaged idea = a useless idea Transform innovation into action through organization 12
Introduction: Innovation and Tech Management(example) Google s 9 Principles of Innovation Innovation come from anywhere Focus on the user Aim to be ten times better Bet on technical insights Ship and iterate Give employees 20 percent time Default to open processes Fail well Have a mission that matters 13
Introduction: Innovation and Tech Management(example) Google s 9 Principles of Innovation Aim to be ten times better Focus on the user Innovation come from anywhere Bet on technical insights Fail well Have a mission that matters Give employees 20 percent time Ship and iterate Social Aspects Default to open processes Organizational Aspects 14
Content 1 Introduction 2 Characteristics 3 Strategic Management of Technology 4 Technology Foresight 15
Characteristics: Levels National Level Enterprise Level 16
National Level: Definition National Level Who: Nation + business firms Why: Have sustainable technological competitiveness + maintain strong position Where: International Markets Time frame: Long-term basis 17
National Level: Areas of focus National Level Developing appropriate technology strategy for the nation (e.g. internalization vs externalization strategy of the nation) Technology forecasting (i.e. forecasting the technological changes) Justification / appropriateness of new technology(including justification for technology adoption ) Sustainabletechnologies; development of renewable energy technologies Sustainable economic growth Planning national technology portfolio Knowledge management (i.e. creation, deployment and protection of national technological knowledge base) Managing external technology acquisitions via guidelines for foreign technology collaborations Managing technologyabsorptionand diffusion Performance measurement of new technology Technology and environment management (Green accounting, Environment Protection Act, 1986 etc) Technology, health& societal management 18
Enterprise Level: Definition Enterprise Level Who: Firm Why: Gain and maintain strong position in its core technologies relevant to support the firm s competitive strategies Where: Product Markets 19
Enterprise Level: Overview Enterprise Purpose? Level What? Value- Driven How? Technology Strategy Organization and Management Technology Choices 20
Enterprise Level: Areas of focus Developing technology strategy (e.g. leader versus follower strategy) Technology forecasting (i.e. forecasting the technological changes) Managing enterprise s technology portfolio Technovation (technology innovation) Knowledge management (e.g. creation, deployment, transfer and protection of firm specific technological knowledge vizthrough patent etc) Implementation of new technology (including its integration with the existing structure, systems and workforce) Integration of product and process technology (for delivering the objects) Enterprise Level Technology transfer (including problems & management issues), Technology absorption (including problems & management issues) Managing technology change (including organizational issues viz productivity and quality of work life) Integration of engineering (R&D) and management (of new project) leading to successful implementation / commercialization Managing technology at the boundary / border of the firm and Technology diffusion (from firm to suppliers and customers) Technology and environmental sustainability (e.g. environmental impact assessment, environmental audit, discharge of environmental responsibility, green marketing etc) 21
Enterprise Level: Key Tasks Enterprise Level Technology Planning: like deciding technology strategy, selecting appropriate technologies etc. R&D Management Innovation Management Strategic Management of Technology 22
Content 1 Introduction 2 Characteristics 3 Strategic Management of Technology 4 Technology Foresight 23
Strategic Management of Technology: Definition Strategic Management of Technology (SMoT) means that the product, service or process technologies of an organization / enterprise are managed from a long range perspective Long range perspective: these technologies have wide-ranging effectson all levels and functions in the organization. 24
Strategic Management of Technology: Importance Ensures goals are set Primary issues are outlined Time and resources are pivoted Internal environment if set towards achieving the objectives Consequences and results are concurred upon Organization remains flexible towards any external changes 25
Strategic Management of Technology: Issues What technologies should a firm select? Which technological change to promote against competition? How to access the necessary lacking knowledge? How to reinforce the innovative capability? According to which criteria are technologies selected? 26
Strategic Management oftechnology: Fields of Management Selection of technologies and core competencies Organization with the interaction between innovation and organizational change Law with issues of protection innovation Project management + operations management with process innovations 27
Strategic Management of Technology: System Technology decline Technology creation Technology monitoring Technology maturity Technology assessment Technology Utilisation Technology acceptance Technology transfer 28
Strategic Management of Technology: System Technology creation Creation and generation of new techs Activities: Creativity and Invention Innovation Senior management commitment to tech creation and generation Developing requisite & supportive corporate culture for the promotion of tech creation and generation 29
Strategic Management of Technology: System Technology Monitoring Monitoring technology trends & changes before implementing new technology Activities: Installing & developing info systems for monitoring trends and changes Competitive analysis of existing and prospective techs Customer and supplier interfaces analysis People links (via internal staff, research bodies, etc) 30
Strategic Management of Technology: System Technology Assessment Assessment of Strategy Activities: Understanding the directions of markets in terms of tech Integration of tech and business planning Customer interfaces to assess the commercial feasibility of prospective Assessing contributions of tech projects to business strategy techs 31
Strategic Management of Technology: System Technology transfer Transfer of tech from external source to own R&D; as well as internal R&D to production Activities: Entering strategic alliances to develop/ acquire potential techs Using product design teams for reaping benefits of planned tech change Reducing functional barriers to tech transfer Utilizing people links for successful tech transfer 32
Strategic Management of Technology: System Technology acceptance Acceptance of technology as a beneficial change Activities: Supportive organizational design and structures Supportive corporate culture Senior management commitment Assessment of impacts of tech change on organization, enhancing benefits, reducing adverse effects, smoothening change barriers 33
Strategic Management of Technology: System Technology utilization Showcasing the use of the tech This phase leads to tech growthas reflected by increase in sales Activities: Effective project management for seeking max utilization Process technologies to support and facilitate max utilization Supportive marketing strategies, efforts and utilizing feedback 34
Strategic Management of Technology: System Technology Maturity Analysis of Maturity of existing tech and its related products/services Activities: Efficiency vs. effectiveness contributed by current techs in attaining Market stability in terms of volumes/sales Rise of substitutes in the marketplace Diminished returns on investment/decline of market share Loss of competitiveness in the market place 35
Strategic Management of Technology: System Technology Decline Technology and its related products/services/processes/applications show sharp decline in usage/sales/applications Technology and associated products/services become ordinary commodity -> degradation + becomes obsolete Walkthrough: Push towards cycle restart: Movement to new technological opportunities Improvement of existing tech Creation of new tech 36
Strategic Management oftechnology: Technology Life Cycle Performance Maturity Decline Growth Emerging Time 37
Methods Technology Foresight Technology Forecasting Technology Strategy Technology Road-mapping (Mapping technologies to business and market needs) Technology Project Portfolio (Set of projects under development) Technology Portfolio (Set of technologies in use) 38
Content 1 Introduction 2 Characteristics 3 Strategic Management of Technology 4 Technology Foresight 39
Strategic Management of Technology: Tech Maturity (brain teaser) Brain Teaser Immature Not yet fully mature Mature Nanotech Watch Economic models Quantum computers Computers Internet Nuclear fusion Bicycle Telephone Blockchains Virtual reality Motor vehicle 40
Strategic Management of Technology: Tech Maturity (brain teaser) Brain Teaser Immature Not yet fully mature Mature Nanotech Watch Economic models Quantum computers Computers Internet Nuclear fusion Bicycle Telephone Blockchains Virtual reality Motor vehicle 41