Techmanagement - Introduction - WiWi Module SoSe2018.pptx ...€¦ · • Differentiate products by using cost-effective technological product and process solutions • Identifying

Institut für

betriebswirtschaftliches

Management im Fachbereich

Chemie und Pharmazie

Technology Management

Marius Chofor Asaba

Marius Chofor Asaba I

Schedule

Thursday, 5th July

10:30 – 12:30: Lecture – Introduction to Technology Management and Foresight

12:30 – 13:30: Lunch Break

13:30 – 16:00: Guest Lecture – Henkel (15 mins Coffee break included)

Friday, 6th July

10:30 – 12:00: Group work

12:00 – 13:00: Lunch Break

13:00 – 14:30: Presentation and discussion of results

Monday, 9th July

10:30 – 12:00: Lecture – Forecasting and Patent Analysis

12:00 – 13:00: Lunch Break

13:00 – 14:00: Group work

14:00 – 14:15: Coffee Break

14:15 – 15:45: Presentation and discussion of results


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Literature

• Bringing Technology and Innovation into the Boardroom: Strategy, Innovation

and competences for business value; European Institute for Technology and

Innovation Management; ISBN 0-333-99459-0


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Content


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1 Introduction

2 Characteristics

3 Strategic Management of Technology

4 Technology Foresight


Expected Knowledge Stack


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What differences and Similarities between Technology and Innovation Management?

How is Technology Innovation defined?

What Levels of Technology Management exist?

What are the Characteristics of Technology Management?


Introduction: Technology vs Innovation


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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

knowledge to fulfil explicit

socio-economic goals

• Techniques: human skills and

knowledge

Technology is improved

continuously through the

flow of incremental

innovations


Introduction: Innovation Management (definition)


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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


Introduction: Technology Management (Types)


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Information and Communication

(IT)

Biotechnology

Nanotechnology


Introduction: Technology Management


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Shaping and accomplishing the strategic and operational objectives of an organization

Maintain market position and business performance


Introduction: Technology Management


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• 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

How does Tech Management lead to

Successful Market Competition?


Introduction: Technology Management (Steps)


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a.

Observation,

identification

and

assessment of

competing

technologies

b.

Selection of

most relevant

technologies

maintain

sustainability

c.

Access the

knowledge

base required

d.

Management

of project

management

related fields

e.

Implementati

on and

improvement

of

technologies

in the firm‘s

portfolio

f.

Picking out the

outdated

technologies


Introduction: Technology Management (Clichés)


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The MAIN FOCUS of Technology management is „TECHNICAL CHANGE“

Shift from an OLD to a 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


Introduction: Technology Management (Socio/Orga

aspects)


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Innovation is cultivated – concrete, ongoing, everyday interactions

e.g. Steve Jobs had Wozniak (Mac), Bell had Thomas Watson (telephone)

Social aspects

An unmanaged idea = a useless idea

Transform innovation into action through organization

Organizational aspects


Introduction: Innovation and Tech Management(example)


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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

Google’s 9 Principles of

Innovation


Introduction: Innovation and Tech Management(example)


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Innovation come

from anywhere

Google’s 9 Principles of

Innovation

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

Social Aspects Organizational Aspects


Content


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1 Introduction

2 Characteristics




Characteristics: Levels


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National Level Enterprise Level


National Level

National Level: Definition


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Who: Nation + business firms

Where: International Markets

Why: Have sustainable technological competitiveness + maintain strong position

Time frame: Long-term basis


National Level

National Level: Areas of focus


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• 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 )

• Sustainable technologies; 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 technology absorption and

diffusion

• Performance measurement of new

technology

• Technology and environment management

(Green accounting, Environment Protection

Act, 1986 etc)

• Technology, health & societal

management


Enterprise Level

Enterprise Level: Definition


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Who: Firm

Where: Product Markets

Why: Gain and maintain strong position in its core technologies relevant to support

the firm‘s competitive strategies


Enterprise Level

Enterprise Level: Overview


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Value-

Driven

Technology

Choices

Technology

Strategy

Organization

and

Management

How?

Purpose?

What?


Enterprise Level

Enterprise Level: Areas of focus


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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 viz through

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)

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)


Enterprise Level

Enterprise Level: Key Tasks


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Technology Planning: like deciding technology strategy, selecting appropriate

technologies etc.

Innovation Management

R&D Management

Strategic Management of Technology


Content


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1 Introduction

2 Characteristics




Strategic Management of Technology: Definition


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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 effects on all levels and

functions in the organization.


Strategic Management of Technology: Importance


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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



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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?

Strategic Management of Technology: Issues



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Strategic Management of Technology: 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


Strategic Management of Technology: System


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Technology

creation

Technology

monitoring

Technology

assessment

Technology

transfer

Technology

acceptance

Technology

Utilisation

Technology

maturity

Technology

decline




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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




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Technology

Monitoring

Monitoring technology trends & changes before implementing new

technology

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)




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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




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Technology

transfer

Transfer of tech from external source to own R&D; as well as internal

R&D to production

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




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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




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Technology

utilization

Showcasing the use of the tech

This phase leads to tech growth as reflected by increase in sales

Showcasing the use of the tech

This phase leads to tech growth as 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




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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




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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


Perf

orm

ance

Time

Strategic Management of Technology: Technology Life

Cycle


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Emerging

Growth

Maturity

Decline


Methods


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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)


Content


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1 Introduction

2 Characteristics




Brain Teaser

Strategic Management of Technology: Tech Maturity

(brain teaser)


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Nanotech WatchEconomic

models

Computers Internet Nuclear fusion

Telephone Blockchains Virtual reality

Quantum

computers

Motor vehicle

Bicycle

Immature Not yet fully mature Mature


Brain Teaser

Strategic Management of Technology: Tech Maturity

(brain teaser)


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09.07.2018

Nanotech WatchEconomic

models

Economic

models

Computers Nuclear fusion

Telephone Blockchains Virtual reality

Quantum

computers

Quantum

computers

Motor vehicle

Bicycle

Immature Not yet fully mature Mature

Internet

Documents

Techmanagement - Introduction - WiWi Module SoSe2018.pptx ...€¦ · • Differentiate products by using cost-effective technological product and process solutions • Identifying