• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Introduction to Management of Technology
 

Introduction to Management of Technology

on

  • 1,248 views

This is an Introduction to Management of Technology field of Science

This is an Introduction to Management of Technology field of Science

Statistics

Views

Total Views
1,248
Views on SlideShare
1,248
Embed Views
0

Actions

Likes
0
Downloads
49
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Introduction to Management of Technology Introduction to Management of Technology Presentation Transcript

    • Management of TechnologyIntroduction
      Tarek SalahKamel
      Tarek.kamel@nileu.edu.eg
    • Management of Technology
      Technological Innovation
      Innovation management
      S&T Policy
      competitiveness
      Technology forecasting
      Entrepreneurship
      Knowledge management
      Technology Strategy
      Communities of practice
      Technology transfer & Commercialization
      Technology lifecycle
      Scenario planning
    • MOT as a multidisciplinary field
    • MOT definitionsMicro-Scale vs macro scale Definition
      Micro-Scale Definition
      (The Firm Level)
      Macro-Scale Definition
      (National Level)
      MOT is a field of knowledge concerned with setting and implementation of policies to deal with technological development & utilization and the impact of technology on a society, organizations, individual & nature. It aims to stimulate innovation, create economic growth & to foster responsible use of technology for the benefit of humankind” (Khalil 1993)
      “MOT is an interdisciplinary field concerned with the planning, development & implementation of technological capabilities to shape and accomplish the operational & strategic objectives of an organization” (NRC report 1987)
      MOT contributes to the creation and sustainability of competitive enterprises
      MOT contributes to shaping the public policy
    • drivers of technological changes in the 21st century
      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?
    • Technology & SOCIETY
      Markets
      Society, Customers & Stakeholders
      Products
      Business
      Technology
      Science& Discovery
    • Technology DYNAMICS
      Product B
      Business
      Market PULL
      Product A
      Technology
      PUSH
      Technology dynamics
      Innovation
      Market PULL
      • Existing business
      • Instant value perspective
      • Lower perceived risk
      Technology PUSH
      • Unknown value
      • Business evolves
      • Takes time
      Science& Discovery
    • Technology power zone & market opportunites
      New Markets
      The Entrepreneurial Zone
      Emerging & Adjacent Markets
      The
      “CORE”
      Existing Markets
      New Technology Opportunities
      CompanyTechnology PowerZone
      Technology Extensions
    • The Technology Space
      InformationScience
      • No ‘inertia’
      • Modular
      • No ‘limits’ ?
      • Fast experimentation
      • Few principles and laws
      • Function of components/ processes
      • Systems complexity
      • Trends; not ‘laws’
      • Slow, ambiguous experimentation
      • Clear principles/laws
      • Predictive
      • Quantitative
      • Definitive experimentation
      Technology Space
      Life Science
      Physical Science
    • The Technology Space
      InformationScience
      ?
      Manufacturing & Process Eng.
      Physical Science
      Life Science
    • The technology space
      Information Science
      leading
      Technology Space Map™:Mapping your company’s technology strengths
      Position
      strong
      capable
      Choose One
      Manufacturing & Process Eng.
      Your Company’s
      Technology
      PowerZoneTM
      Physical Science
      Life Science
    • The technology space
      Information Science
      leading
      Where is your future competition?
      Position
      strong
      capable
      ?
      Choose One
      Manufacturing & Process Eng.
      Your Company’s
      Technology
      PowerZoneTM
      Physical Science
      ?
      Life Science
    • The technology space
      Information Science
      leading
      Where is your future opportunities?
      Position
      strong
      capable
      Choose One
      Manufacturing & Process Eng.
      Your Company’s
      Technology
      PowerZoneTM
      Physical Science
      Life Science
    • Horizons of ghrowth
      Horizon 3
      Create viable options
      Profit
      Horizon 2
      Build Emerging businesses
      Horizon 1
      Extend and defend core businesses
      Time (years)
    • Horizons of growth
      Horizon 3
      Horizon 3
      Horizon 3
      Horizon 2
      Horizon 2
      Horizon 2
      Horizon 1
      Horizon 1
      Horizon 1
      Horizon 1contains the businesses that generate profits today. These businesses may still have some growth potential but, eventually, they will flatten out or decline. They provide the skills and resources for growth.
      Horizon 2contains the promising new businesses that may or may not be generating profits in the short term. But they are expected to become significant profit generators over the medium term. They tend to be fast-paced entrepreneurial ventures: the business concept is taking root, revenue growth is accelerating, and investment is heavy.
      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.
    • Real Win worth analysis
    • Industry structural analysis –5 competitive forces
      The Importance of structural analysis of Industries is to relate companies to the industry or industries, in which they are competing!!
      • How to position a company within its industry?
      • How to create an effective strategic planning process?
    • Invention vs.Innovation
      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
    • Discovery-Invention -Innovation -market
      May never be developed into marketable products
      Invention
      Has no instantaneous
      commercial value.
      Scientific
      Discovery
      Adopting Invention
      Innovation
      Market
      Buying or ignoring the innovation.
    • Innovation chain equation
    • Process of technological innovation
      CONCEPT DEFINITION
      • Conceptual definition
      of product or service
      • Setting technical goals
      and priorities
      • Setting expected
      performance
      TECHNICAL ANALYSIS
      Resources required
      Resources available
      Time frame for
      development
      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
      Approval by
      top management
      • MARKET ANALYSIS
      • Defining the market
      • Analysis of current and
      future needs
      • Know the customers
      • Know the competitiors
      • Window of opportunity
      BUSINESS PLAN
      • SWOT
      • Economic Analysis
      • Capital
      • Strategic outlook
      TEST MKT
      • Strategy for market
      introduction
      • Marketing innovations
      • Timing
      • Measuring response
      FULL PRODUCTION AND
      COMMERCIALIZATION
      • Production
      • Tooling
      • Operation control
      • Supply organization
      • Logistics
      DEVELOPMENT
      • Prototype
      • Testing
      • Start up needs
      DISPOSAL
      • Environmental
      consciousness
    • New product development process
    • The Technology lifecycle – s curve
    • Technology lifecylce
    • Product lifecycle
    • Disruptive innovations
      Examples: PC’s
      others?
      Sustaining innovators
      Performance
      Performance that customers can utilize or absorb
      Disruptive innovators
      time
      From Innovator’s Solution
    • Disruptive innovations
      Sustaining Innovation targets demanding, high-end customers with better performance than what was previously available.
      Sustaining innovators
      Performance
      Performance that customers can utilize or absorb
      Disruptive innovators
      Disruptive innovations redefine the trajectory with products not as good but offer simplicity, convenience, or lower cost.
      time
      Examples: Xerox and Canon, Toyota and ‘Big 3’, Work stations and Supercomputers
      From Innovator’s Solution
    • Innovation types
    • Entrepreneurship
      • 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.
    • The Entrepreneur
      Self starter, defines goals as he or she goes alone.
      Does the important things by himself or herself.
      Not a good delegator, strong need to control.
      Charismatic leader, but hard to follow.
      Extremely strong drive and capacity for work.
      Reward oriented for money, visible rewards (cars, boats, clubs, etc.) community admiration for accomplishments, prerequisites.
      Excellent problem-solving abilities.
      Innovative thinker.
      Realistic, takes moderate and well calculated risks.
      Committed to the company.
    • The professional manager
      Career oriented with well defined goals.
      Accomplishes tasks through people.
      A good delegator and motivator.
      Good leader and people person.
      Competitive and politically astute.
      Reward oriented for cash, visible rewards, status, prerequisites.
      Experience, ability, and accomplishments are evident.
      Plays by the rules, not a risk taker.
      Committed to self, more than company.
    • Case Study – Osborne Computer 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?!
    • Case Study – Osborne Computer Company
      • 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.
    • Case Study – Osborne Computer CompanyLessons
      • 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.
    • Case Study – Osborne Computer CompanyLessons
      • 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.
    • Technology forecasting Methods
      Advanced
      Techniques
      Quantitative
      Trend Analysis
      Roadmapping
      Scanning
      Expert Judgment
      Qualitative
      Present Mid-range Long term
      Static
      Dynamic
    • Six Super trends in shaping the future
      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 Science
      Technology Space: Mapping technology strengths
      Bio- & Life Science
      Physical Science
      Mfg. and Process Eng.
      © 2008 Carlson Consulting Group
    • Name of Topic
    • Trend Coupling Matrix
      Technologies
      Trends
    • Develop in business unit
      Identify product to pull technology
      High Potential NTO’s, elaborate and expand
      Sustain and Grow- Internal & External resources
      Alliances, investments, corporate lab
      Not strategic- evaluate as separate opportunity
    • Competitiveness
      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)
    • Competitiveness
      IMD Scoreboard for 2007 for top 25 Countries
      • Among top 55 nations studied by IMD, only Jordan is included, as an Arab state, in the 37th placing, which is a considerable recorded improvement.
      • None of the Arab states appear in the top 25 IMD Competitiveness ranking in 2007.
      50
      Source: IMD Competitiveness Yearbook 2007
    • Competitiveness
      IMD Scoreboard for 2007 for top 25 Countries
      • Among top 55 nations studied by IMD, only Jordan is included, as an Arab state, in the 37th placing, which is a considerable recorded improvement.
      • None of the Arab states appear in the top 25 IMD Competitiveness ranking in 2007.
      51
      Source: IMD Competitiveness Yearbook 2007
    • Competitiveness
      Worldwide Map by GDP
      52
    • Competitiveness
      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
      Technology Development System
      Trade
      System
      Economic System
      Public Policy
      (Enables or mutes effective system integration of the three components)
      Three Leg System Integration of Economics, Technology and Trade
    • Competitiveness – Directions for public policy reform
      High
      Standard
      of Living
      The target result of the whole economic development process and is considered the central indicator of national competitiveness
      Trade
      Products and services that cannot be traded in open markets will not produce real economic growth
      Productivity
      The efficiency with which products and services are produced must be enhanced through boosting the quality and performance the workforce.
      Investment in Productive Facilities (Factories, R&D, Technology)
      Proper investment in R&D, education, researchers, factories and in further development of human resources
      The US Council Competitiveness Pyramid
    • Level 5 Leadership
    • The 7 Habits
    • Thanks
      Tarek SalahKamel
      Tarek.kamel@nileu.edu.eg