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Technology
Part 1 (2 weeks ago)
The Value of Technological Strength;
Core Competence
The Technological Gap
Part 2 (today)
Strategic Management of Technology
1
Chapter 2
Part 2
2
2.6. Strategic Technology Plan
3
We repeat the 3 basic elements in technology:
1. Maturity of technology in the company
2. Its competitive impact in company products
3. Its competitive position compared outside
4
The Need for Strategic Technology Plan and Technology
Road Mapping
World Class products remain world class as long as the competition stays
behind, as long as the company product’s key technology stays ahead –
continuous development.
Company cannot develop all technologies: planning needed, Technology
Road Mapping needed.
5
Corporate Plan/Corporate Objectives
“Corporate Plan”
The Corporate Plan is the collective of Corporate Objectives
Examples of Corporate Objectives (besides “Profit Making”):
1) Mobile Phone Division in Consumer Electronics Company “Belong to top 3 players in mobile world
within 2 years”
2) Medical Systems Division in Electronic Equipment Company: “Become No. 1 in the World”
3) Top Storage Company (magnetic) “Wants to stay on top, even when optical storage will break through”
6
Corporate Strategy
The corporate strategy selects the path to reach the corporate objectives. To formulate this strategy one needs to
consider SWOT
opportunities (outside)
threats (outside) Michael Porter and Core Competence
capabilities (inside) together
In most cases several strategies are possible. They can be offensive or defensive
“Offensive” example (1,2)
Acquire/merge; specifically # 2
Develop internally (increase capacity); specifically # 1
Aggressive marketing (against cost price)
advertising policy
“Defensive” example (3)
Form JV in optical storage with leader in optical technology
Increase aggressively magnetic capacity
Reduce cost aggressively
7
Corporate objectives
corporate strategy, setting business objectives
business strategy to meet the business objectives
Challenge:
The Right technology
at the right Time
for the right Cost
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Definitions in strategic technology management
Technology Planning:
“identifying, selecting and investing in the technologies required for the
Company’s products”
9
he Strategic Technology Plan
This Plan contains the following elements:
Which technologies are needed
When are they needed
Which are core/non-core
Are the core technologies in house available at the right time
Are the non-core technologies outside available at the right time
Is the investment in the technologies justifiable re the business
These considerations include all steps in the product creation from R&D till
manufacturing.
The Strategic Technology Plan is owned by the CTO of the company. It must have been
co-created and fully supported by the Marketing and Sales department and approved by
the CEO.
A necessary tool to come to the Strategic Technology Plan is TRM , which means:
“Technology Road Mapping” (paragraph 2.7). TRM provides the necessary
Technology Options. 10
(Cont’d)
The strategic technology plan maps out first and for all: the need and
subsequent development of core technological competences to perform the
business
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D – Technology Planning
Variables:
Plastic: material (PMMA, polycarbonate, etc.)
process (embossing, printing, injection molding, etc.)
Reflective layer: material (Al, Au, Ag, etc.)
process (batch process, in-line process)
Protective layer: material (many polymers)
process (spinning, printing, etc.)
13
CD – Technology Road Mapping
(example of reflective layer)
Potential technologies:
evaporation of Al (batch process)
sputtering of Au (batch process)
wet silvering of Ag (line process)
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(example cont’d)
15
Updating Strategic Technology Plan
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2.7. Technology Road Mapping
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Roadmaps link resources to
objectives Layers connect:
Past Now Plans Future Vision Time (know-when)
Market / Customers / Competitors / ‘purpose’
Environment / Industry /
(know-why)
Business / Trends / Drivers / Threats /
Objectives / Milestones / Strategy
l
ul
tP
ke
Products / Services / Applications /
ar
Services / Capabilities / Performance /
‘delivery’
M
Features / Components / Families /
Processes / Systems / Platforms / (know-what)
Opportunities / Requirements / Risks
h
us
Technology / Competences / Knowledge
p
gy
Skills / Partnerships / Suppliers /
‘resources’
o
Facilities / Infrastructure / Organisation /
ol
Standards / Science / Finance / R&D Projects
hn
(know-how)
c
Te
18
Next slide is the famous Motorola roadmap,
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1982 1983 1984 1985 1986 1987 1988 1989 1990 1991
Tuning push button push button – synthesizers touch pad -- synthesizers voice activated
21
Bike Manufacturer:
Now +2y +5y Time + 10 y
Trends: leisure, health, disposable income Competition Legislation: VAT off bikes; cycle paths, etc.
Business Market
(Ext.)
Drivers
“Super-bike”
Ergonomic Moulded
Product
REMARK: this road map (before refinement) meant for the period
development/pilot-production. Refining the road map was done in
Development after start up of pilot production (repeated on a monthly
basis).
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Technology Road Mapping (TRM) in Singapore
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OTR – Operation &Technology
Roadmapping
Module 1 Module 2 Module 3 Module 4 Module 5
Market Product / Service Technology Charting
• Identify current operation • Customer requirements / • Product feature • Technology • Linking
performance wants concepts / service solutions technology
• Identify current level of • Market / business offerings • Grouping resources to
technology drivers • Grouping • Impact ranking future market
•Understand current • Prioritisation • Impact ranking opportunities
market position • Product strategy
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Cases for next week 7 September
D-ETM Lecture 2 26
Class Participation (20%)
- prof Hang 10%
- my part 10%
You are expected to analyze case study assignments and contribute to class
discussions.
Important: No marks are subtracted if you say something "wrong". This helps other
students clarify their misconceptions. However, if you do not say anything at all, it
does not help you. If you find something to say, no matter how silly, raise your hand.
Class participation helps you build self-confidence and improve your ability to
articulate your views.
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Introduction of 3 case studies
-Core Competence
-Incubators
-Partnership in Innovation
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Case Study on Core Competence
Exam question
November 2009
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Remarks on Core Competence
Lessons learned:
30
Recession, economic crisis
Also in R&D
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Question
Questions:
1. Is this true? Please explain your answer.
2. Can you find company examples of cost cutting in R&D departments in
2008/2009?
32
Case Study: Incubators
short introduction
33
From invention to company
inventions patents
Remark:
in companies most ideas lead to innovations with or without patents;
if patents are applied for, they are used for protection
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In academic world rewarding of staff was based only on numbers
(kilograms!) of publications; patents are seen as publications
end in itself
35
What is an incubator
(in an University environment)?
The “incubation” time from a high tech innovative idea till proof of
principle: 2-3 years; without an incubator it would be 5-7 years
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schematic
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
number of
ideas/initiatives
universities
polytechnics
public RIs
incubators
start-up companies successful
start-ups public comp.
knowledge
“wild ideas”
financing
ministry of education incubator-money seed capital – BAs -- VCs IPO
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Phase 1 : thousands of ideas
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arbitrary but useful definitions:
40
Questions
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Case Study: Partnership in Innovation
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Classical Innovation Model (1980s)
The process is linear; closed innovation model; practice in 2nd generation R&D
This sheet was in actual use in Philips Research end 80s (FC)
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Different roles in innovation
The sheet shows specifically the different roles when bringing an invention
to the market.
inventor (source)
entrepreneur (from idea till commercialization)
project manager (organization)
Sponsor (financing, coaching, protecting)
gate keeper (technology support, marketing support)
44
What are the problems for the Technostarter ? (here often called:
Technopreneur)
45
SMEs can be “partner in innovation”
Often SMEs are specialized in one of these areas, where on the contrary the
inventor lacks experience. Sometimes not just one but several SMEs could
form a partnership with the technostarter at the same time, each with his
own area of expertise.
46
Questions
What are the normal hurdles for the Technostarter to find a SME/LE
partner?
What are the normal hurdles for the SME/LE to find a Technostarter as
partner?
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