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  1. 1. TRANSFERENCIA DE TECNOLOGIA Transferencia de tecnología en el ámbito empresarial. Selko F. Páramo / Eder Cándido Z.
  2. 2. <ul><li>The “Risk Cause” is classified as “Expected” or “Unexpected” in the TCM </li></ul><ul><li>Both “Expected” and “Unexpected” “Risk Cause” results in variance </li></ul><ul><li>Variance is the measure of dispersion, the volatility around the mean value. </li></ul><ul><li>This variance or volatility is the measure of Risk </li></ul><ul><li>Since this variance happens all the time, Risk in TCM is a certainty that must be continuously measured, monitored and controlled. </li></ul>¿Qué es la Tecnología?
  3. 3. <ul><li>Es un proceso que consiste de identificar, categorizar y caracterizar las necesidades y demandas tecnológicas de los productores de un sector determinado y se formulan soluciones. </li></ul><ul><li>No sólo es la compra de equipos a adquisición de nuevas tecnologías. Recursos Humanos. </li></ul><ul><li>Resultados = Mayor competitividad y eficiencia en los procesos. </li></ul><ul><li>Satisfacción del cliente. Good will. </li></ul><ul><li>Decisiones… Gerencia y área de producción. </li></ul><ul><li>Transferencia de conocimiento sistemático para la elaboración de un producto, la aplicación de un proceso o la prestación de un servicio. </li></ul>Transferencia de Tecnología
  4. 4. <ul><li>En esta transferencia se distinguen 2 elementos clave </li></ul><ul><ul><li>Proveedor: quien provee la tecnología y realiza ia investigación y desarrollo previo. </li></ul></ul><ul><ul><li>Receptor: quien recibe la tecnología. </li></ul></ul><ul><li>Estos 2 actores pueden ser estados, organizaciones, empresas, universidades, etc. </li></ul><ul><li>La transferencia puede ser vendida, donada, alquilada, intercambiada, etc. </li></ul><ul><li>Se puede transfereir tecnología blanda (know how), tecnología dura o ambas. </li></ul>La transferencia de tecnología es sinónimo de mayor productividad.
  5. 5. <ul><li>To monitor and control variance or risk, the variable factors, that are likely to influence future behavior or results, are first segregated </li></ul><ul><li>This segregation and data pruning is done to narrow the number of variables to a few relevant predictors based on which the risk response model is formulated on the basis of variance observed and the risk cause identified. </li></ul><ul><li>Such variance based prediction models may be based on a simple linear equation or a complex neural network. </li></ul><ul><li>This model is validated or even revised, periodically based on its Time Cycle Module, which could be one week for projects and once a day or hour for price movements. </li></ul><ul><li>Predictive analytics used for managing risk in TCM is used in the field of marketing, CRM, IT security, engineering, meteorology, and traffic planning. </li></ul>Identifying relevant predictors is the key
  6. 6. Risk manager must have vertical knowledge <ul><li>Predictive analytics can be complex based on statistical modeling or only checklist driven, both based on user experience </li></ul><ul><li>In either case the predictive analyst must have both user experience and insider knowledge of the vertical </li></ul><ul><li>In both cases the model uses the same core principles of breaking complex variables into simple linear equations, and measuring the mean deviation, investigating the risk cause and planning the risk response </li></ul><ul><li>For example in insurance a customer’s, gender, age, occupation, education, hobbies, and driving record are the relevant predictors that would correctly predict the risk and the value at risk VaR in any insurance policy </li></ul>
  7. 7. Risk Manager must have authority <ul><li>Risk manager must have seniority, experience and authority, and need not be a statistical expert </li></ul><ul><li>Risk management systems must be both dynamic and adaptive and not static. Both models and predictors must be validated regularly. </li></ul><ul><li>Risk management must be treated as a routine activity, not as a one time check, with process interaction on a daily basis. </li></ul><ul><li>Risk management, variance and predictive analysis were used even before the IT age and discovery of statistical tools by using the first principles, experience and human judgment. </li></ul><ul><li>The case study of the product launch of the soft drink company demonstrates how to risk manage based on first principles. </li></ul>
  8. 8. Risk management in TCM Case Study includes <ul><li>Laying down the framework Ba31 </li></ul><ul><li>Identifying boundary conditions & inputs required for analysis Ba 32 </li></ul><ul><li>Defining the time period of evaluation & repeatability checks Ba 33 </li></ul><ul><li>Specifying the qualitative aspects and terms of reference of acceptable variance Ba 34 </li></ul><ul><li>Identifying the relevant predictors Ba 35 </li></ul><ul><li>Investigating the Risk cause Ba 36 </li></ul><ul><li>Measuring Risk and determining the Value at Risk Ba 37 </li></ul><ul><li>Formulating the Risk Response Ba 38 </li></ul><ul><li>Risk margin and transferring of Risk Ba 39 </li></ul><ul><li>Mitigating Threat by sacrificing Opportunity Ba 40 </li></ul>
  9. 9. Laying down the framework ( Case Study ) <ul><li>Case : : Risk Measurement for the product launch of an </li></ul><ul><li>aerated soft drink </li></ul><ul><li>Project Name : Zephyr </li></ul><ul><li>Vertical : FMCG </li></ul><ul><li>Domain : Marketing & Advertisement </li></ul><ul><li>Deliverable : Brand launch of a new soft drink </li></ul><ul><li>Vehicle : Promotional campaign for the launch </li></ul><ul><li>Association : Taste association with Brand name </li></ul><ul><li>Taste : Tangy, “zyzy” taste at the tip of the tongue </li></ul><ul><li>Campaign : A promotional campaign to match the unforgettable </li></ul><ul><li>zyzy” taste to create the Zephyr USP </li></ul>
  10. 10. Other Terms of reference <ul><li>Product Quality : A fizzy drink blended with a salt that is mildly </li></ul><ul><li>pungent and tickles (irritates) the skin at the </li></ul><ul><li>tongue tip for a few minutes. A matching </li></ul><ul><li>promotional campaign that creates the feel </li></ul><ul><li>Project Cost : Launch cost USD 45 million </li></ul><ul><li>Project Time : To kill point in 20 weeks </li></ul><ul><li>Risk : Insignificant market response </li></ul>
  11. 11. Complex operational Risk with high Risk impact <ul><li>Insignificant market response is a Risk threatening both the scope and the quality constraint of the Project. If the market response is insignificant, both the product and the project would have failed. It is the highest category of Risk in its domain equivalent to a market crash, a grid collapse or a total loss accident claim. </li></ul><ul><li>Insignificant market response is an apparently non-quantify-able risk. It has no direct relation to the variables or the inputs to the project. In the next issue Ba32 in the coming week we will see how this risk is demystified and measured, and how the Risk causes are investigated . </li></ul>
  12. 12. The sequel <ul><li>This slide show is a sequel to our earlier presentation </li></ul><ul><li>Living Dangerously : </li></ul><ul><li>Managing Risks in Business Ba01 </li></ul><ul><li>It is part of the Business Risk management Series Ba 01…… </li></ul><ul><li>Others in the pipeline are </li></ul><ul><li>Series on Financial risks : Fa01…Series </li></ul><ul><li>Series on Technology risks: Ta01…Series </li></ul><ul><li>Series on Career risks: Ca01…Series </li></ul>
  13. 13. Reference Works <ul><li>The Project Management Time Cycle – Vol. I TIME CYCLE MODULE: From concept to feasibility ISBN 1440493332 available at Amazon Economy to Ecology Our goal is to help promote clean, safe and better practices in economy and ecology worldwide. Balanced, efficient and a little more sustainable. Kindle Blog Ecothrust ASIN: B0029ZAUAY For any queries mail to [email_address] </li></ul>