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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Marius Chofor Asaba I
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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Marius Chofor Asaba I
Content
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1 Introduction
2 Characteristics
3 Strategic Management of Technology
4 Technology Foresight
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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?
Marius Chofor Asaba I
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
Marius Chofor Asaba I
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
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Introduction: Technology Management (Types)
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Information and Communication
(IT)
Biotechnology
Nanotechnology
Marius Chofor Asaba I
Introduction: Technology Management
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Shaping and accomplishing the strategic and operational objectives of an organization
Maintain market position and business performance
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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?
Marius Chofor Asaba I
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
Marius Chofor Asaba I
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
Marius Chofor Asaba I
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
Marius Chofor Asaba I
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
Marius Chofor Asaba I
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
Marius Chofor Asaba I
Content
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1 Introduction
2 Characteristics
3 Strategic Management of Technology
4 Technology Foresight
Marius Chofor Asaba I
Characteristics: Levels
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National Level Enterprise Level
Marius Chofor Asaba I
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
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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
Marius Chofor Asaba I
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
Marius Chofor Asaba I
Enterprise Level
Enterprise Level: Overview
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Value-
Driven
Technology
Choices
Technology
Strategy
Organization
and
Management
How?
Purpose?
What?
Marius Chofor Asaba I
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)
Marius Chofor Asaba I
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
Marius Chofor Asaba I
Content
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1 Introduction
2 Characteristics
3 Strategic Management of Technology
4 Technology Foresight
Marius Chofor Asaba I
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.
Marius Chofor Asaba I
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
Marius Chofor Asaba I
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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
Marius Chofor Asaba I
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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
Marius Chofor Asaba I
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
Marius Chofor Asaba I
Strategic Management of Technology: System
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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
Marius Chofor Asaba I
Strategic Management of Technology: System
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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)
Marius Chofor Asaba I
Strategic Management of Technology: System
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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
Marius Chofor Asaba I
Strategic Management of Technology: System
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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
Marius Chofor Asaba I
Strategic Management of Technology: System
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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
Marius Chofor Asaba I
Strategic Management of Technology: System
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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
Marius Chofor Asaba I
Strategic Management of Technology: System
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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
Marius Chofor Asaba I
Strategic Management of Technology: System
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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
Marius Chofor Asaba I
Perf
orm
ance
Time
Strategic Management of Technology: Technology Life
Cycle
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Emerging
Growth
Maturity
Decline
Marius Chofor Asaba I
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)
Marius Chofor Asaba I
Content
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1 Introduction
2 Characteristics
3 Strategic Management of Technology
4 Technology Foresight
Marius Chofor Asaba I
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
Marius Chofor Asaba I
Brain Teaser
Strategic Management of Technology: Tech Maturity
(brain teaser)
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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