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Executive Summary
Table of Contents
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Executive Summary...........................................................................................1
1. Introduction....................................................................................................3
2. Brief analysis of the Sensing Smart Ltds Case............................................3
3. Recommendations / Suggestions..................................................................4
4. Drawing Conclusions.....................................................................................8
5. References...................................................................................................14
1. Introduction
The main objective of this study is to critically analyse the case of Sensing
Smart
Ltd
and
recommend
appropriate
solutions
using
Technology
Management tools and techniques. In other words, the purpose of this study
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their
paperback
on
Technology
Suggested
Tool/Approach
(based on)
1. Technology
Management
Tool/Approach
Brief Notes
Tool/Approach
Sub-sections
Tool/Approach sub-sections
Notes (or Actions)
Technology
Management in the
Sensing Smart Ltd
including the
1.1 Portfolio
methods
for Strategy &
Selection
organisations
portfolio, strategies,
R&D management
and acquisition
1.5 Technology
Sourcing &
Acquisition
1.6 R&D
Management
2. Innovation
Management
Innovation
Management
in the Sensing
Smart Ltd
3. Knowledge
Management
Knowledge
Management in the
management (including
competences, capabilities & skills
together with processes, systems
and applications) (Phaal et al, 2006;
Jain, 2014)
3.2 Learning &
Organisational
Development
3.3 Knowledge
flows &
Management
processes
3.4 Information
Technology &
Information Systems
4. New
product/service
and process
development (from
Technology
Management
perspective)
*This tool is
important for the
new smart
sensors of
Sensing Smart Ltd
Management of the
development of new
products, services &
Processes (i.e. new
smart sensors for
smart clothing
area)
4.1 New
Product/Service
Development
Process
4.2 Product/Service
Design & Creation
*this could be
applied to a smart
t-shirt
4.3 Manufacturing
5. Business
Strategy
Technology Strategy
Development
& Deployment in the
Sensing Smart Ltd
5.1 Portfolio
methods for
Technology Strategy
& Selection
5.3 Competitive
Sector and/or
Industry
Assessment
6. Management /
Business
General
Management in the
Sensing Smart Ltd
(including and
considering topics
such as leadership,
e-commerce,
sustainability and
globalisation)
6.1 Leadership
6.3 Sustainability
and Environmental
Management
6.4 International
business
7. Marketing and
Customers
*This tool is
important for the
promoting of the
organisations
new smart
sensors in the
smart clothing
area
Marketing (involving
customer, brand &
product
management)
6.5 Management
and
business models
7.1 Segmentation of
markets and
customers
7.2 Brand
Management
7.3 Product
Management
4. Drawing Conclusions
In fact, the tool catalogue presented above attempted to adapt practical
Technology Management tools, techniques and frameworks to support
strategy and planning in the Sensing Smart Ltd. Though, the literature argues
that over the years, the tools, techniques and frameworks listed above
required a continuous research and development process by involving both
practical and theory dimension (Shehabuddeen, 2001; Phaal et al, 2006).
Meticulously, two decades ago, Maslen & Lewis and their study on
Procedural Action Research emphasised on the need to design Strategic
Technology Management tools and techniques in a controlled and iterative
fashion which would be underpinned by appropriate theoretical frameworks.
After this, an attempt had started which involved a number of phases until
these proposed tools and techniques would become mature and stable.
These phases included: i) the exploratory phase in which early tests of
available Technology Management frameworks and tool concepts in practical
applications were carried out, ii) the development phase in which such
frameworks were refined in practical applications and iii) the testing phase in
which the frameworks and tools were ensured of being stable, mature and
useful in a variety of contexts without requiring any significant changes
(Maslen & lewis, 1994).
In either case, the suggested Technology Management tools, techniques and
frameworks seem to fit with the Sensing Smart Ltds current and desired state .
Taking into account the fact that Sensing Smart Ltd is a well-established
medium sized UK organisation which holds a large portfolio of products and
services for the foreseeable future as well as an organisation that covets to
enter new markets, the first suggested Technology Management tool can
assist the organisation to clarify even more its current position.
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with
the
health
market)
and
new
products/services
(i.e.
efficiently use enterprise models in order to improve its risk analysis and
business continuity strategy design (Clarke, 2009).
The final component of the catalogue concerns the Marketing as well as the
customers of Sensing Smart Ltd. Certainly, this tool is important to promote
the organisations new smart sensors in the smart clothing area as it explains
and advises the business how to segment its markets and customers, how to
manage its brand name as well as how to proceed with products from the
customers perspective and marketing.
Specifically, the segmentation of markets and customers sub-section advises
the business to segment its market(s) and target audience(s) according to
their customer's needs in order to ensure that their working technologies are
in line with what each customer requires. Another reason of why this is
proposed to Sensing Smart ltd is to ensure the customer's positive
correspondence for the product; hence increasing the revenue of the
business. The brand management guides Sensing Smart Ltd to manage its
brand name together with aspects of selling, advertising and promoting the
proposed products (e.g. the marketing strategy which will be used for the
product has to be distinctive in order to bring positive results to the firm)
(Afuah, 2014). Last but not least, the tool concentrates on product
management, too. It is advised that is preferable for the business to proceed
with products from the clients perspective as these are considered more
popular and marketable. In combination with such products, the business
must not fail to consider major product attributes (i.e. quality, application and
pricing) as well.
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5. References
Afuah, A. (2014), Business Model Innovation, Abingdon: Routledge.
Ahn, J. M. et al (2014), Open innovation: an approach for enhancing firm
performance, Open innovation research forum working paper, Cambridge,
UK: Institute for Manufacturing.
Amasaka, K. (2014), New JIT, New Management Technology Principle:
Surpassing JIT, Procedia Technology 16 (2014), 1135-1145.
Back, Y. et al (2014), Innovation in Emerging Markets: The Role of
Management - Consulting Firms, Journal of International Management 20
(2014) 390-405.
Bozkurt, O. et al (2014), The Relationship between Structural Characteristics
of Organization and Followed Business Strategy: An application in Denizli,
Procedia - Social and Behavioural Sciences 150 (2014) 222-229.
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at:
http://www.explorance.com/blog/2013/11/5-key-benefits-
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