S&T POLICY

KNOWLEDGE MANAGEMENT

COMMUNITIES OF PRACTICE

TECHNOLOGY LIFECYCLE
 Micro-Scale Definition Macro-Scale Definition
(The Firm Level) (National Level)

MOT is a field of knowledge concerned

“MOT is an interdisciplinary field
with setting and implementation of policies
concerned with the planning,
to deal with technological development &
development & implementation
utilization and the impact of technology on
of technological capabilities to
a society, organizations, individual &
shape and accomplish the
nature. It aims to stimulate innovation,
operational & strategic
create economic growth & to foster
objectives of an organization”
responsible use of technology for the
(NRC report 1987)
benefit of humankind” (Khalil 1993)
How to …
 Integrate technology into strategy of the enterprise?
 Get into and out of technologies faster?
 Evaluate technologies more accurately?
 Transfer technology from one org. to another?
 Reduce new product development time?
 Manage large and complex projects?
 Manage internal use of technology?
 Leverage effectiveness of technical professionals?
SOCIETY, CUSTOMERS &
STAKEHOLDERS
Markets

Products
BUSINESS

TECHNOLOGY
 Product B
BUSINESS
Product A

TECHNOLOGY DYNAMICS
Innovation

Technology PUSH Market PULL

 Unknown value  Existing business

 Business evolves  Instant value

perspective
 Takes time
 Lower perceived risk
 New
Markets The
Entrepreneurial
Zone
Emerging &
Adjacent
Markets

Existing
The
Markets “CORE”

Company New
Technology Technology
Technology Extensions
PowerZone Opportunities
 • No ‘inertia’
• Modular
• No ‘limits’ ?
• Fast experimentation
• Few principles and laws

• Function of components/
• Clear principles/laws processes
• Predictive
• Quantitative
Technology Space • Systems complexity
• Trends; not ‘laws’
• Definitive • Slow, ambiguous
experimentation experimentation
?
 leading
Technology Space Map™:
Mapping your company’s Position strong
technology strengths
capable

Choose One

Your Company’s
Technology
PowerZoneTM
 leading
Where is your future Position strong
competition?
capable

Choose One

Your Company’s
Technology
? PowerZoneTM
 leading
Where is your future Position strong
opportunities?
capable

Choose One

Your Company’s
Technology
PowerZoneTM
 Horizon 3
Create viable options
Profit

Horizon 2
Build Emerging businesses

Horizon 1
Extend and defend core businesses

Time (years)
 Horizon 3 Horizon 3
Horizon 2 Horizon 2
Horizon 1 Horizon 1
Horizon 1 contains the Horizon 2 contains the
businesses that promising new businesses
generate profits today. that may or may not be
These businesses may generating profits in the
still have some growth short term. But they are
potential but, expected to become
eventually, they will significant profit generators
flatten out or decline. over the medium term.
They provide the skills They tend to be fast-paced
and resources for entrepreneurial ventures:
growth. the business concept is
taking root, revenue growth
is accelerating, and
investment is heavy.
Horizon 3
Horizon 2
Horizon 1
Horizon 3 is the domain
of embryonic businesses-
options for pursuing
future opportunities,
some of which will prove
successful and contribute
significant profits in the
long term. They are more
than ideas: they are real
activities and
investment.
The Importance of Threat of
structural analysis of New
Entrants
Industries is to relate
companies to the industry
or industries, in which
they are competing!!
Rivalry
Bargaining Bargaining
Among
Power of Power of
Existing
Suppliers Buyers
Competitors

• How to position a company within

its industry?
Threat of
• How to create an effective Substitutes
strategic planning process?
Invention is either a concept of a creation of a novel technology. It
could be a product, a process or a previously unknown system.

Innovation is the creation of a product, service, or process that is new

to an organization. It’s the introduction into the marketplace, either by
utilization or by commercialization of a new product, service or process
 Invention

Scientific
Innovation
Discovery

Market

.

IDEA GENERATION
•Recognizion of need
•Alternative ways to
meet the need
•Analysis of alternative
solutions
•Selection of best
solution and criteria
for selection
•Proposal for
implementation
CONCEPT DEFINITION
•Conceptual definition
TECHNICAL ANALYSIS
of product or service
Resources required
•Setting technical goals
Resources available
and priorities
Time frame for
•Setting expected
development
performance
Approval by
top management
•MARKET ANALYSIS
•Defining the market
BUSINESS PLAN
•Analysis of current and
•SWOT
future needs
•Economic Analysis
•Know the customers
•Capital
•Know the competitiors
•Strategic outlook
•Window of opportunity

FULL PRODUCTION AND TEST MKT

COMMERCIALIZATION •Strategy for market DEVELOPMENT
•Production introduction •Prototype
DISPOSAL
•Tooling •Marketing innovations •Testing
•Environmental
•Operation control •Timing •Start up needs
consciousness
•Supply organization •Measuring response
•Logistics
 Examples: PC’s
others?
Performance

time From Innovator’s Solution

 Sustaining Innovation targets demanding,
high-end customers with better performance
than what was previously available.
Performance

Disruptive innovations redefine

the trajectory with products not
as good but offer simplicity,
convenience, or lower cost.

Examples: Xerox and time

Canon, Toyota and ‘Big
3’, Work stations and From Innovator’s Solution
Supercomputers
Revolutionary (Disruptive, Radical) Evolutionary (Incremental)
Innovation Innovation
Incremental product/process
Major product/process breakthrough
improvement.
Maintain competitive position within
Create or exchange an industry
an industry
Typically, originate outside of the Typically, originate within the firms
firms in an industry in an industry
Relatively rare Relatively common
Generated by and create
Improve operations of established
opportunities for small
firms
entrepreneurial firms to enter an
industry.
 Technological Progress is frequently sparked by
entrepreneurs and entrepreneurial spirit.

 Vision, courage, initiative, commitment, persistence,

independent thinking, drive, and ambition to succeed.

 Most entrepreneurs have appreciation for a particular

technology branch, good motivational skills, and
commanding personality.
1. Self starter, defines goals as he or she goes alone.
2. Does the important things by himself or herself.
3. Not a good delegator, strong need to control.
4. Charismatic leader, but hard to follow.
5. Extremely strong drive and capacity for work.
6. Reward oriented for money, visible rewards (cars, boats, clubs,
etc.) community admiration for accomplishments, prerequisites.
7. Excellent problem-solving abilities.
8. Innovative thinker.
9. Realistic, takes moderate and well calculated risks.
10. Committed to the company.
1. Career oriented with well defined goals.
2. Accomplishes tasks through people.
3. A good delegator and motivator.
4. Good leader and people person.
5. Competitive and politically astute.
6. Reward oriented for cash, visible rewards, status, prerequisites.
7. Experience, ability, and accomplishments are evident.
8. Plays by the rules, not a risk taker.
9. Committed to self, more than company.
 Company Bankruptcy after 6 months!!
 The personal computer (PC) market began in the middle 1970’s.
 Adam Osborne decided to package all the PC components together as a
portable computer (July, 1981).
 In two months the company had its first $1,000,000 in sales.
 By the second year the net revenues reached $100,000,000.
 Consumer were interested in a larger, more standard 80-characters display
 What do you think happened?!
 Osborne lagged in his R&D efforts to introduce the large screen model
 Osborne delayed the generation of needed capital through public offering
for 6 months
 Kaypro, a competitor, took advantage of the weak points and introduced
the larger screen model in the perfect time for market demands.
 Osborne announced he will introduce the bigger screen one while still has
orders for the 1st model (large inventory) – A serious mistake.
 Kaypro offered 5 million shares to the public in 1983 realizing $9 millions
from the sale of part of their equity.
 Entering a market with a new innovation gives a company an early
advantage in sales (Leader)
 New product concept creates new markets or alters old markets
 If a company competes with innovation, it should plan to continue
competing with innovation
 All products have a finite life span. Timely product innovation should be part
of every management’s technology strategy
 The timing of announcements is very important
 Capital formation and cash flow are very important for a growing business
 Successful new ventures must be able to cope with the rapid growth and
with increasing competition.
 Entering a market with a new innovation gives a company an early
advantage in sales (Leader)
 New product concept creates new markets or alters old markets
 If a company competes with innovation, it should plan to continue
competing with innovation
 All products have a finite life span. Timely product innovation should be part
of every management’s technology strategy
 The timing of announcements is very important
 Capital formation and cash flow are very important for a growing business
 Successful new ventures must be able to cope with the rapid growth and
with increasing competition.
Quantitative Advanced
Techniques

Trend Analysis

Roadmapping

Scanning

Expert Judgment
Qualitative
Present Mid-range Long term

Static Dynamic
 Technology Progress
Economic Growth
Improved Healthcare
Increasing Mobility
Environmental Decline
Increasing De-Culturization

“We humans do not have to accept our fate passively. We can act to create a
different future for ourselves- to avert specific problems or create new
benefits that are not now on the horizon. Scenarios help us to understand
our options for the future.”
 Technologies in your term topic’s PowerZone™
Technology Capability Key Players Stage Products

© 2008 Carlson Consulting Group

 Information
Technology Science
Space: Mapping
technology
strengths

Bio- & Life Science

Physical
Mfg. and Process Eng.
Science

© 2008 Carlson Consulting Group

 Name of
Topic

Trend Type Time Strength Opportunity/ Possible How to get

range Threat Actions more insight
today
 Trend Coupling Matrix
Technologies
Score ++ 1 2 3 4 5 6

Strength

Net

Tension
+
+- or 0
-
--

1
2
Trends

3
4
5
6
Strength
(sum abs. values)
Net (algebraic sum)

Tension
(Strength minus abs.
val. Net)
 Develop in
business unit

Identify product
to pull
technology

High Potential
NTO’s,
elaborate and
expand

Sustain and Grow-

Internal & External
resources

Not strategic- evaluate as Alliances,

separate opportunity investments,
corporate lab
COMPETITIVENESS
“The Degree to which a nation can, under free and fair market conditions,
produce goods and services that will meet the test of international markets,
while simultaneously maintaining or expanding the real income of its
citizens”
(US Council Definition)
 IMD Scoreboard for 2007 for top 25 Countries
USA
100 Singapore
China-Hong Kong
90 Luxemburg
Denmark
Switzerland
80
Iceland
Netherlands
70 Sweden
 Among top 55 nations studied by IMD, only Canada
60 Austria
Jordan
None ofis the
included, as anappear
Arab states Arab state,
in theintop
the 37th Australia
50 placing,
25 IMD which is a considerable
Competitiveness rankingrecorded
in 2007. Norway
Ireland
40 improvement. China Mainland
Germany
30 Finland
Taiwan
20 New Zealand
Israel
10 Estonia
Malaysia
Japan
0 Belgium
1 Chili

Source: IMD Competitiveness Yearbook 2007

 IMD Scoreboard for 2007 for top 25 Countries
USA
100 Singapore
China-Hong Kong
90 Luxemburg
Denmark
Switzerland
80
Iceland
Netherlands
70 Sweden
 Among top 55 nations studied by IMD, only Canada
60 Austria
Jordan
None ofis the
included, as anappear
Arab states Arab state,
in theintop
the 37th Australia
50 placing,
25 IMD which is a considerable
Competitiveness rankingrecorded
in 2007. Norway
Ireland
40 improvement. China Mainland
Germany
30 Finland
Taiwan
20 New Zealand
Israel
10 Estonia
Malaysia
Japan
0 Belgium
1 Chili

Source: IMD Competitiveness Yearbook 2007

Worldwide Map by GDP
National competitiveness requires the establishment of a sound economic system,
strong technological capabilities and the ability to trade with other nations

Competitive
Enterprises

Sustainable Economic
Growth

Economic Technology Trade

System Development System
System

Public Policy
(Enables or mutes effective system integration of the three components)

Three Leg System Integration of Economics, Technology and Trade

 The target result of the whole economic development
process
Highand is considered the central indicator of
Standard
national competitiveness
of Living

Products and services that cannot be traded in open

Trade will not produce real economic growth
markets

The efficiency with which products and services

are produced must be enhanced through
Productivity
boosting the quality and performance the
workforce.

Proper investment in R&D, education,

Investment in Productive Facilities
researchers, factories and in further
(Factories, R&D, Technology)
development of human resources

The US Council Competitiveness Pyramid