4E4 models

文章目錄

• 4E4 models
• • L1
  • L2 Future Planning (Roadmapping)
  • • Strategic foresight
    • Industrial emergence
    • Scenario planning
    • Strategic roadmapping
  • L3
  • • Technology intelligence (TI) in Technology Management framework
    • TI in practice
    • • TI Framework
      • TI system
      • TI Process
    • Summary
  • L4: Selection
  • • Factors
    • Opportunity-feasibility matrix
    • Firm value max
    • Value Evaluation Method
    • • Payback period
      • Net present value
      • Decision tree analysis
    • Summary
  • L5: Acquistion
  • • Acquistion process
    • • Acquisition content
      • Accessment of the match
      • Acquisition options
  • L6: IP(protection)
  • L7: Exploitation (Business Model)
  • • Ways for idea to market?
    • Why innovations from new firms ?
    • How new and established work?
  • L8: Practical Challenges in implementation (NPI)
  • • project management
    • Project introduction process
    • • define project
      • Risk and experiments
      • performance engine
      • Management the process

L1

• firm model
  • input
  • Firm
    • people
    • processes
    • facilities
  • Output
• company influencing factors
  • firm
    • environment and economic trends
      • political and economic trends
    • consumer and consumer trends
      • general societal trends
    • current available technology
      • technology trends
    • industry setors competitors and suppliers
      • industry trends
  • S-Curve
    • Emerging
      • Early research
      • emerging in other industries
      • competitive impact unclear but promising
    • Pacing
      • potential “game changer”
      • not yet, or only just embodied in product
      • competitive impact likely to be high
    • Key
      • in use in product
      • basis of competitive differentiation
      • high competitive impact
    • Base
      • essential to the business
      • widespread
      • little competitive impact
    • other factors
      • Technology discontinuity
      • turbulence
  • Technology type
    • Sustaining technology
    • disruptive technology
  • Industry life-cycles
    • maturity
    • era of ferment
    • dominant design-standards
    • incremental innovation
  • Crossing the chasm (How people interact with the new technologies)
    • Innovators
    • Early Adopters
    • Early Majority
    • Late Majority
    • Laggards
  • Core Competency’s three criteria
    • potential access to a wide variety of market
    • a significant contribution to perceived customer benefits of the end product
    • Difficult to imitate by competitors
    • https://www.slideshare.net/DrrahulShrivastava/dr-rahul-core-competencies-phi
  • Core competences
    • Competence
    • Competitive advantage
    • organizational performance
  • Rules of evolution
    • Variation
    • selection
    • retention
    • Nelson and Winter, 1982: An Evolutionary Theory of Economic Change
  • Dynamic capabilities
    • Sense
      • identify opportunties
        • Technology development
        • technological possibilities
    • Seize
      • design and refine business model
      • commit resources
        • defend intellectual property
        • anticipate competitor reactions
          • Strategy
    • Transform
      • realign structure and culture
        • Invest in additional capabilities
        • align existing capabilities
    • https://www.sciencedirect.com/science/article/pii/S0024 630117302868#fig1
  • 5 technology management dynamic capabilities
    • identification
    • selection
    • acquisition
    • exploitation
    • protection
    • Gregory (1995), C?etindamar 2009 and 2016 (book)
  • Technology management framework
    • Technological perspective
    • operations
    • innovation
    • strategy
    • commercial perspective
    • organisation
    • Environment

L2 Future Planning (Roadmapping)

Strategic foresight

• strategy and business performance
  • we need strategic product roadmap

Industrial emergence

• sciencce to industry trajectory

Scenario planning

• Definition
  • Porter
    • internally consistent view
      • future
        • what might be
  • Ringland
    • relates to
      • tools
      • technologies
    • managing uncertainties
• Scenario Planning Example
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Strategic roadmapping

• Complex Strategic Roadmapping
• Easy Strategic Roadmapping
• Roadmap’s implications
  • Visual strategy
    • Understanding and communication
    • Business/ Strategic issue
• Process funnel
  • Implications
    • Strategy
    • New product development
  • role
    • common language for innovation and strategy
• Model Summary
  • overview
  • Macro view
    • STEEPI
  • domain view
    • Porter’s Five Forces
  • Company view
    • SWOT
  • ? Linking grids
    • Not sure
  • What future can be?
    • Scenario planning
  • ? Portfolio
    • Not Sure
  • How much is the company/technology?
    • Valuation/Balanced scorecard
• Factors for the roadmapping
  • Long term thinking
    • foresight
  • Patience and perserance
    • transformation takes time
  • Cash reserves
    • resilience
  • CEO culture and remuneration
    • what behaviours are rewarded?
  • Politics and power
    • resistance to change
  • Redeployment of competences and capabilities
    • new applications
  • Diversification for risk management
    • Hedging?對沖
  • Business models and structures for disruption
    • new ventures
  • creative destruction
    • knowing when to exit and enter

L3

Technology intelligence (TI) in Technology Management framework

• ISAEP model

TI in practice

TI Framework

• TI
  • Capture and delivery of information about technology to help the organisation in developing an awareness of threats and opportunities.”
  • Core partners
    • Intelligence Team
    • Decision Makers
  • Information sources
    • market
      • Who want ?
      • what they needs?
      • where they use?
    • competitors
      • what can they do?
      • who can they be?
      • when they deliver?
    • Technology
      • what a threat?
      • what a opportunity?
      • which product/ process/ technology?
• strategy planning and TI?
• TI overview
• Information source
• Information selection strategy

TI system

• Def

  • Technology intelligence systems are the collection of elements that allow the company to collect the information about new technologies and to deliver it to the decision makers.

TI Process

• core components

  • identify
  • iterate
    • search
    • filter
    • analysis
    • document
    • dissminate
    • coordiante
  • Decide

• Technology readiness level

Summary

• models

  • Intelligence process

  • Intelligence collection system

  • 4 ways for searching information

    • mine
    • trawl
    • target
    • Scan

• information

  • market
  • competitors
  • Technologies

• TI system

  • people
  • processes
  • infrastructures

• sources of info

  • Company level
    • inside
    • Outside
  • people or paper
    • people
    • Paper

L4: Selection

Factors

• Overview

  • innovation

  • advantage

  • market

  • patent

  • development stage

  • required investment

  • profit margin

• System

Opportunity-feasibility matrix

Firm value max

• investment decision
  • hurdle rate
  • return
• financial decision
  • optimal mix
  • right kind
• dividend decision
  • how much cash
  • how you choose?

Value Evaluation Method

Payback period

• The length of time it takes for an initial investment to be repaid out of the net cash inflows from a project.

Net present value

• first chicago method

Decision tree analysis

Summary

• Theory
  • value
    • Project
  • strategic intent
    • organization direction
  • Balance
    • Portfolio
• Practices
  • not only math
  • hard
    • accessment and judgement
  • really hard
    • decision and action

L5: Acquistion

• Acquistion process
  • definition
  • match
    • internal drivers
    • technology and partner’s characteristics
  • Setup

Acquistion process

Acquisition content

• scope

• why

• How are

• side models

  • open innovation
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Accessment of the match

Acquisition options

L6: IP(protection)

• IP type
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• Patent concepts
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• IP strategy
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• Open innovation process model
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• Inbound or outbound IP?
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• License ?
  • in
    • pro
      • save time
    • con
      • Dependence
  • out
    • pro
      • gain market
    • con
      • future competitions
• shared knowledge base
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• patent databases
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• IP supporting the ISAEP
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L7: Exploitation (Business Model)

• Definition
  • Systematicconversionoftechnologiesinto marketable products, or realisation of value through sale
    • Route linked to business strategy
    • Fusion with other technologies
    • Maintain knowledge within organisation

Ways for idea to market?

• invention and innovation

  • innovation is commerized invention

• business model choice

  • sell
  • license
  • partner
  • Everything

• business model canvas

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• funding sources

  • components
    • grants
    • debt
    • equity
    • Sales
  • system
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• business plan

  • market
  • Product/service
  • manageent team
  • business operations
  • Financial projections
  • marketing strategy
  • resources
  • exit opportunties

Why innovations from new firms ?

• rules for established

  • sustain som (share of market)

  • increase som

  • enter or create new market

• cost of growth

  • new product existing markets
    • Low
  • existing products in new markets
    • Medium
  • new product in new markets
    • high

• established business issues

  • manufacturing plants
  • keeping ahead of competition
  • technology platforms
  • speed of decision making

How new and established work?

• large and small company compare dimensions
  • processes
  • systems
  • activities
  • people
  • management style
  • communication and documentation
  • market information
  • competitors and IPR
• interactions
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L8: Practical Challenges in implementation (NPI)

• NPI
  • New product introduction
  • compoents
    • conception
    • investgation
    • development
    • launch
    • support
• Innovation funnel
  • components
    • ideas (fuzzy front end)
      • Risk
      • experiment
    • selection and prioritization
      • Decision
    • implementation (development)
      • discipline
      • quality
  • whole

project management

• Components

  • uncertainties

  • learning

  • ramifications

• Waterfall

• Agile

  • Scrum

Project introduction process

define project

• clear aim
• understand tradeoff
  • Quality/spec
  • project cost
  • time

Risk and experiments

• Product innovation case study
  • components
    • defined packages
    • actuarials
    • finance
    • it
    • Product position
    • promotion

performance engine

Management the process

• stage gates
  • structred development process
    • components
      • idea
      • Preliminary investigation
      • business case preparation
      • development
      • testing and validation
      • full production and launch
      • post project review
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• quality control
  • risk
    • Over-confidence
  • sol
    • peer reviews

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