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<ul><li><p>Strategic Technology ManagementWeeks 10-13</p></li><li><p>Overview Lectures 1-4 Technology and Innovation ManagementBusiness Strategy Overview: Theory, holistic approaches to planningTechnology auditTechnology management frameworksIntroduction to assignment 1</p><p>Lectures 5-9 Identification of innovations and emerging technologiesSelection of technologies and innovations to be pursuedAcquisition of technologiesExploitation of technologies and innovations internalAssignment 1 group report due teaching week 9Introduction to assignment 2</p><p>Lectures 10-13 Assignment 1 viva week 10 Protection of technologies and innovations Exploitation of technologies and innovations external, B2B Marketing etcStrategic Technology Management planning, strategy and policyStrategic Technology Management Tools and TechniquesTechnology Road Mapping an environmental case study, Scenario Planning, Technology Intelligence Assignment 2 due teaching week 15</p></li><li><p>TM Tools and Applications</p><p>Activities\ToolsPatent analysisPortfolio analysisRoad mappingS-CurveStage gateValue analysisAcquisition****Exploitation**Identification**Learning**Protection**Selection**</p></li><li><p>What influences a firms ability to innovate?Absorptive capacity is the ability of a firm to identify, assimilate and exploit knowledge from the external environmentCohen and Levinthal (1989)Network involvement. The impact of networks varies by industrial sector (Freel, 2003); Different geographies of networks are important for different types of innovationLocal networks influence process innovationNational networks have a positive impact on service innovationInternational networks are important for product innovation(Abrei, 2008)</p></li><li><p>What influences a firms ability to continue innovating?</p><p>Learning</p></li><li><p> 2009 John Wiley &amp; Sons </p></li><li><p> 2009 John Wiley &amp; Sons </p></li><li><p> 2009 John Wiley &amp; Sons </p></li><li><p> 2009 John Wiley &amp; Sons </p></li><li><p> 2009 John Wiley &amp; Sons </p></li><li><p>Learning and exploitationOur failure to learn can influence our ability to exploitConsider the case of Nano Materials and Production technologies (NMP) in Europe</p></li><li><p>Investment is ok Source: Oxford research AS and Austria Institute for SMEs: Ex-post evaluation of NMP (FP 6), 2010</p></li><li><p>But we fail to exploitSource: Oxford research AS and Austria Institute for SMEs:Ex-post evaluation of NMP (FP 6), 2010</p></li><li><p>Why do you think Europe fails to exploit its IP?Clue think about theoretical models what is required for successful innovation?</p></li><li><p>Why?Hurdles that hamper the introduction of NMP in the EU are widespread:- limited know-how in the companies (SMEs) and understanding in the public- low technology transfer between academia and industry- legal framework (bureaucracy, no specific support on national/regional level)- IPR issues (patent costs etc.)- low private equity financing (VC etc.)- high risk research- high development costs- complex funding programmes- limited skilled labour with a multidisciplinary scientific background etc.</p></li><li><p>Types of ExploitationBusiness to Customer (B2C)Business to Business (B2B)Business to other ( public body, charity, Not for profit etc)</p><p>Regarding Nano Materials and Production technologies (NMP), which type of exploitation is relevant?</p></li><li><p>B2B Marketing via online networks Linked IN - Network - Forum - Transfer Networks- Twitter</p></li><li><p>ExerciseExplore the networks mentioned. How do they differ?Pick an online B2B websiteJoin the websiteSearch for technology-related groupsJoin a relevant discussion group / forum</p></li><li><p>Exploitation continuedHow do people find your technologies?Technology Intelligence</p></li><li><p> 2009 John Wiley &amp; Sons *</p></li><li><p>Exploitation continuedHow do you ensure you keep abreast of what customers want / need?</p></li><li><p>Lead users (Von Hippel)See the active use of lead users at 3M;list=PLD4C0E9AEDF085119</p></li><li><p>BrokeringThe activities of a third party bringing together the inventor with the exploiterExample = Innovation Relay Centre (IRC) overview of IRC network in supplementary readingExample = Enterprise EuropeSee:</p><p>Other private brokers exist</p></li><li><p>Recommended readingCase 6 _Lipitor: The Worlds Best-selling Drug (2008), Pages 400-404, Afua (2009)</p><p>How did the regulatory environment and the companys lack of access to marketing channels impact its decision to externally exploit its new drug?</p></li><li><p>What happens when we have a buyer for our technology?The Due Diligence process</p></li><li><p>Due Diligence process (buying and selling technologies)Needs to involve the following:Agree a provisional price and termsAgree a DD periodDefine the technology and associated assets/resources, including third party dependenciesReview employment terms and conditions Review outstanding litigation / ownershipReview major contracts and orders Review IT systems and other technology Review environmental issues Review commercial management including customer service, research and development, and marketing (e.g., life and sales projections) Revise or amend the priceFinalise terms</p></li><li><p>Scenario planningScenarios are internally consistent descriptions of alternative possible futures, based upon different assumptions and interpretations of the driving forces of change. Ringland, G., (2006), Scenario Planning, second edition, John Wiley &amp; Sons, Chichester.</p></li><li><p>Scenario planning the processForecasting techniques are used to identify critical indicatorsReasons for behaviour of indicators are examined (regression)Future events which impact on indicators are identifiedBest , worst and most likely scenarios are plannedImpact of each is assessed on the business</p></li><li><p>Forecasting3 main types of forecastingDirect forecastingCorrelative forecastingStructural forecasting</p></li><li><p>Direct forecastingInvolves expert opinion (e.g. Delphi survey, nominal group approaches)Nature-time series analysisTrend extrapolationGrowth curvesLife Cycle substitution</p></li><li><p>Correlative forecastingScenariosLead-lag indicatorsCross impact studiesTechnical progress studiesFunctions analogies</p></li><li><p>Structural forecastingCausal modelsRegression analysisRelevance treesMission flow diagramsMorphology simulation modelsDeterministic stochastic gaming</p></li><li><p>Scenario planningMarketers expressing the future: Scenario planning for marketing action by Pattinson, Hugh M.; Sood, Suresh C.. Futures, May 2010, Vol. 42 Issue: Number 4 p417-426, Strategic Planning of Future Products with Product Scenarios, by Grienitz, V., ; Blume, V., International Journal of Innovation and Technology Management, September 2010, Vol. 7 Issue: Number 3 p237-246, 10p Renewable energy technology portfolio planning with scenario analysis: A case study for Taiwan by Chen, Tser-Yieth; Yu, Oliver S.; Hsu, George Jyh-yih; Hsu, Fang-Ming; Sung, Wei-Nown. Energy Policy, August 2009 </p></li><li><p>Exploitation and Standardization</p></li><li><p>Tushman-Rosenkopf Technology Life Cycle ModelUncertainty, complexity and stage of evolution dictate the degree to which a firm can influence an industry standardTechnological discontinuity (disruptive innovation) leads to an era of ferment (uncertainty) leads to a dominant design leads to an era of incremental changeThis model suggest that technological progress depends on factors other than those internal to the technology. </p></li><li><p>Exercise - Consider the case of electric carsRead the supplementary materials on electric carsWhat are the non-technological factors affecting the slow uptake of electric cars?</p></li><li><p> 2009 John Wiley &amp; Sons </p></li><li><p>Exercise - Standards bodiesConsider how the exploitation of new smart materials e.g., for smart clothing, might be affected by current standards. </p></li></ul>


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