SBI provided training to Samsung Advanced Institute of Technology (SAIT) to standardize its technology roadmapping processes and formats. SAIT developed over 40 technology roadmaps per year using different processes, with little collaboration between R&D programs. The training taught SBI's proven roadmapping framework to SAIT executives and managers. This would allow SAIT to better align its R&D programs with business needs and improve communication and efficiency.
Technology commercialization strategy for a multidisciplinary R&D institutions such as GRO and CRO under new research and business development (R&BD) paradigm
SDSU Mgt747 FA13 summary - Technology Commercialization Ricardo dos Santos
Summary of SDSU's MBA class, MGT 747: Seminar in Technology Commercialization
Overview of major frameworks covered in class including disruptive innovation, customer development, business model generation and strategic choice canvas
The lecture covers topics such as:
* Which is best - licensing or start-up?
* Who owns my invention?
* How do I work with my Tech Transfer Office?
More information: http://www.marsdd.com/Events/Event-Calendar/Ent101/2007/introcommercializing-20071107.html
Speaker: Tom Corr, Associate VP Commercialization, University of Waterloo Office of Research
Technology commercialization strategy for a multidisciplinary R&D institutions such as GRO and CRO under new research and business development (R&BD) paradigm
SDSU Mgt747 FA13 summary - Technology Commercialization Ricardo dos Santos
Summary of SDSU's MBA class, MGT 747: Seminar in Technology Commercialization
Overview of major frameworks covered in class including disruptive innovation, customer development, business model generation and strategic choice canvas
The lecture covers topics such as:
* Which is best - licensing or start-up?
* Who owns my invention?
* How do I work with my Tech Transfer Office?
More information: http://www.marsdd.com/Events/Event-Calendar/Ent101/2007/introcommercializing-20071107.html
Speaker: Tom Corr, Associate VP Commercialization, University of Waterloo Office of Research
The Innovation Commercialization Process:A Case StudyCheryl Tulkoff
When people think of innovation, they frequently think of the “big idea” or product while overlooking the fact that innovation is really a process.
They think of innovation solely in the creative sense rather than considering the importance or even existence of an innovation methodology.
Countless examples exist of good inventions that never succeeded in the marketplace or failed to live up to expectations while lesser ones thrived.
Many of these failures could have been eliminated through use of an innovation commercialization process.
This presentation describes the process and demonstrates its application through a case study.
Within universities and research institutions there are no shortage of good ideas; but not all of those ideas make commercial sense. In this lecture, we explore what makes a technology worthwhile commercializing. We also touch on some of the lessons we can take from the university setting and apply to any start-up technology.
Speaker: Raphael Ronen, Commercialization Manager, The Innovations Group (TIG)
Part of the CIBC Presents Entrepreneurship 101 MaRS event series.
Read more on this event and catch the session video here: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/intro-tech-companies-10222008.html
Resources from Business Victoria's workshop giving early stage innovators information on the steps you need to take to turn your new product into a commercial reality.
Technology Commercialization and TransferJhon Lantaca
The presentation defines how transfer and commercialization of technology works. Innovation chain is also briefly described and relates to technology commercialization and transfer. The interested parties were defined but there are no legislation stated in the presentation as it only focuses on description, process, barriers, advantages and strategy.
In this article, we examined strategic issues in technology and innovation as they impact environmental scanning, strategy formulation, and strategy implementation. It also examines issues in creating new businesses by properly managing new technology and innovative concepts. It hopes to illuminate issues for Nigerian businesses as to be competitive in today‘s modern world.
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
The Innovation Commercialization Process:A Case StudyCheryl Tulkoff
When people think of innovation, they frequently think of the “big idea” or product while overlooking the fact that innovation is really a process.
They think of innovation solely in the creative sense rather than considering the importance or even existence of an innovation methodology.
Countless examples exist of good inventions that never succeeded in the marketplace or failed to live up to expectations while lesser ones thrived.
Many of these failures could have been eliminated through use of an innovation commercialization process.
This presentation describes the process and demonstrates its application through a case study.
Within universities and research institutions there are no shortage of good ideas; but not all of those ideas make commercial sense. In this lecture, we explore what makes a technology worthwhile commercializing. We also touch on some of the lessons we can take from the university setting and apply to any start-up technology.
Speaker: Raphael Ronen, Commercialization Manager, The Innovations Group (TIG)
Part of the CIBC Presents Entrepreneurship 101 MaRS event series.
Read more on this event and catch the session video here: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/intro-tech-companies-10222008.html
Resources from Business Victoria's workshop giving early stage innovators information on the steps you need to take to turn your new product into a commercial reality.
Technology Commercialization and TransferJhon Lantaca
The presentation defines how transfer and commercialization of technology works. Innovation chain is also briefly described and relates to technology commercialization and transfer. The interested parties were defined but there are no legislation stated in the presentation as it only focuses on description, process, barriers, advantages and strategy.
In this article, we examined strategic issues in technology and innovation as they impact environmental scanning, strategy formulation, and strategy implementation. It also examines issues in creating new businesses by properly managing new technology and innovative concepts. It hopes to illuminate issues for Nigerian businesses as to be competitive in today‘s modern world.
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
Sin duda, es un instrumento indispensable para enfrentar contingencias meteorológicas, de riesgo sanitario, sismos, incendios, temperaturas extremas
y otras medidas necesarias para proteger a nuestras familias.
Twilio is the perfect platform to funnel advocacy calls through. It can support tens of thousands of simultaneous calls. However, your target can not.
You can get people engaged about a hot button issue. You can get them angry. You can get them to call their legislator. But they will call right now. Not when the line is free or when the office is open. You'll have thousands of calls that can not get through.
So where do you put all these extra calls?
This session will take you through the challenges of too many people calling, and give you tips and techniques that will benefit you, your callers and your mission. We'll cover Twilio features like voicemail, transcription, failover numbers and call interrupting. We'll see scripts to review your past call logs. We'll end with fun recipes for the leftover calls.
Cátedra sobre emprendimiento y discapacidad.José María
La inclusión sociolaboral de las personas con discapacidad es el objetivo de esta Cátedra que se propone como meta importante potenciar el empleo de calidad y el autoempleo.
Kommunikation und PR in Brasilien: Mehr als Rio, Samba und SeleçãoMSL Germany
MSL Germany Whitepaper | Juni 2013
Anstehende Mega-Events wie die Fußball-WM und Olympia rücken Brasilien zunehmend in den Fokus deutscher Unternehmen und Medien. Mit der gestiegenen Bedeutung des Landes verstärken deutsche Unternehmen auch ihr PR-Engagement in Brasilien. Welche Voraussetzungen diese für ihre Kommunikation vorfinden, beschreibt das von MSL Germany herausgegebene Whitepaper, in dem Experten wie Wirtschaftswoche-Korrespondent Alexander Busch und Paulo Andreoli, CEO der brasilianischen Kommunikationsberatung Andreoli MSL, zu Wort kommen.
En este informe se expone una reseña histórica de los bancos en Honduras cual ha sido su evolución desde sus inicios, así mismo se detalla las fechas de fundación de los bancos en Honduras y sus siglas, cuales son las normativas de la comisión nacional de banca y seguros para el funcionamiento de los bancos.
See how the Netherlands went from environmental degradation to comprehensive environmental recovery by implementation of a long-term 'Green Plan' that is currently managing the causes of climate change.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Estimating your Process Projects presented at FSOkx BPM ForumProlifics
Estimating always presents challenges. This is especially true when estimating the intangibles of process improvement efforts. This presentation will focus on how to reduce the guesswork associated with the estimation process by considering the following questions: What is it that you are estimating? How big is the thing you are estimating? What baselines are you using for your estimates? Should you be estimating top down, bottom up or somewhere in between? How do your estimates tie to your project plan? Do your estimates reflect ROI and business value?
Women in Innovation - My Innovation: describing what I am applying forKTN
The award is for innovators looking to scale up and grow their innovative company or to carry out an innovative project. In this workshop, we will discuss how to:
- Scope the project that you are looking to get funded
- Present your value proposition
- Describe it in the context of your ambitions to grow and scale your business
- Articulate the benefits you will gain from the non-financial support available
Workflow technology: Managing roles and staff resources better to meet your s...Associations Network
Kim Ansell, Consultant Professional Associations of K2 Consulting 7 Roger Greenhalgh, Strategic ICT and Organisational Leadership Advocate of Jisc present on: Understanding what you want technology to do now and in the future for your association; Ensuring that your project is business driven; How to structure your team from board level to operations; Does size matter or influence what you need to do?
A deep dive into this conference agenda shows its position within a much larger scope of innovation knowledge. The larger scope is within the capability of the attendee to independently pursue.
Career Development Programmes for Digital Business Analysts (for Individuals)NUS-ISS
Specially designed for the Digital Change Agents of tomorrow, this session is for individuals (PMEs) who wish to know more about the Industry Transformation Programme landscape. We provide an overview of NUS-ISS career development schemes and pathways, and will also deep dive into the specific programme modules in detail. Be guided through frequently asked questions related to the programmes and get your questions answered at our Q&A session.
This Certification Program is developed in line with the quest to achieve standardized competency levels of the business analyst profession. The business analyst is also sometimes called a business process analyst, requirements engineer and business/IT systems analyst.
This Certification Program is designed for individuals having responsibilities in the following areas: Identification of Problem Areas/Business Opportunity, Enterprise Analysis, Requirements Planning & Management, Requirements Elicitation, Requirements Analysis & Documentation, Requirements Communication and Assessment & Validation of Solution Options.
The knowledge areas contained in the curriculum is a combination of the knowledge areas in the Business Analysis Body of Knowledge (BABOK) of the International Institute of Business Analysis (IIBA) and knowledge areas in the Certified Quality Process Analyst (CQPA) of the American Society for Quality (ASQ).
Presented by:
Bank of America
QuantumConnect
We will examine the three pillars of successfully running learning as a business: standardization, technology, and resourcing.
For Learning to be a legitimate business, it must possess the infrastructure fundamentals that enables all other business units to thrive.
Successful business requires: your ability to produce a consistent and reliable product, the technology that provides you the visibility to lead and results you can measure, and your ability to effectively optimize your resources (internal and outsourced).
To effectively learn a business, you must:
Understand the secrets to successfully aligning your resources, including outsourcing
Understand the workflow technology required to run your organization as a business
Understand the challenges and techniques used to standardize development across an enterprise.
These are possibly the largest barriers to success and are most certainly the most notable areas that are subject to failure.
47م
مبادرة
#تواصل_تطوير
المحاضرة السابعة والأربعون من المبادرة مع
المهندس / محمد العربي
خبير واستشاري إدارة مشروعات وهندسة النظم
بعنوان
استخدام مفاهيم الرشاقة «AGILE CONCEPTS »
للتحول الاستراتيجي للمنظمات في العصر الرقمي
التاسعة مساء توقيت مكة المكرمةالإثنين24أغسطس2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kcO2rqjwtGtJDycPpmoewbrvd9grYJgMd
علما ان هناك بث مباشر للمحاضرة على وقناة يوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة تيليجرام
الرابط
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
How world-class product teams are winning in the AI era by CEO and Founder, P...
MOT Hands-on Training Workshops
1. 1
SBI’s Hands-on Training Workshops
Based on a New R&BD Framework
Prepared by:
Dr. Chulho Park
Vice President
cpark@sbi-i.com
Strategic Business Insights
January 2015
3. 3
Value Creation through Technology Innovation—
Research and Business Development
Identify the right
research (or
product) needs
“Value Discovery”
Develop the
technology (or
product) right
“Value Development”
“Value Creation”
Customer Value
(Satisfaction)
Company Value
(Profit, Growth)
Deliver to the right
customer with the
right ways
“Value Delivery”
Creation and delivery of new customer
value in the marketplace
with a sustainable business model
for the enterprise producing it
4. 4
Innovation and Opportunity Discovery Will Be the
Critical Components in a New R&BD Paradigm
Infrastructure: Organization, Resource, Processes
Analysis of External Drivers and Dynamics
Commercialization
Management
IP Asset
Management
Technology (R&D)
Management
Company
Business
Vision
and
Strategy
Innovative Opportunity Discovery
Low Cost Innovation
New
Businesses
and/or
Products
5. 5
SBI’s R&BD Framework
Knowledge of External Drivers and Dynamics
Infrastructure: Organization, Resources, Processes
Technology Planning
R&D Project Management
Business
Vision and
Strategy
• Benchmarking
• Scenarios
• Market Research
• Competitive
Analysis
Technology
Portfolio
Planning
Project
Portfolio
Selection
Budgeting
and Resource
Allocation
Project
Initiation
Project
Execution
Project
Management
• Management Diagnostic
• Structure and Teaming
• HR Management
• IT & Knowledge Management
• Cycle-Time Management
• External Network Management
Ideation
Technology
Acquisition
Strategy
Project
Closeout
• SWOT Analysis
• Technology Intelligence
Knowledge of External Drivers and Dynamics
Infrastructure: Organization, Resources, Processes
• Benchmarking
• Scenarios
• Market Research
• Competitive
Analysis
• Management Diagnostic
• Structure and Teaming
• Profit Sharing Model
• Business Plan and Model
• Venture Financing
• External Expert Management
• SWOT Analysis
• Technology Intelligence
Intellectual Property Management
Value Creation and Management
Technology
Valuation
IP
Portfolio
Planning
Budgeting
& Resource
Allocation
Technology
Licensing
Venture
Creation
Sell, M&A,
JV, Alliance
Ideation
Technology
Commercialzn
Strategy
Internal
Use
Return on
Investment
Technology
and Intellectual
Property
Creating IP Assets Turning IP Assets into Value
Technology Management Commercialization ManagementIP Management
7. 7
SBI’s Training Approach
To create and foster innovative R&BD culture and open innovation,
SBI has developed proven, practical framework and methodologies,
and standardized the processes and I/O formats, and transfer those
processes to its clients through training workshops.
SBI hosts a customized training course (typically one day to two
weeks) at its world headquarters in Menlo Park, California, or a
client’s site for approximately 15 - 40 executives and managers at a
time. The curriculum, based on SBI’s proven approaches, includes
the key elements of SBI’s R&BD Framework.
SBI course facilitators, experienced in technology management and
commercialization, use a combination of lectures, case studies, and
breakout groups during the course.
To address a client’s specific needs, SBI develops and conducts
customized executive training courses based on its R&BD
framework. Trainees will learn through participating hands-on real
case exercises.
8. 8
Customized Training Workshops and Seminars Based
on a New R&BD Paradigm
Infrastructure: Organization, Resource, Processes
Analysis of External Drivers and Dynamics
Commercialization
Management
IP Asset
Management
Technology (R&D)
Management
Company
Business
Vision
and
Strategy
Innovative Opportunity Discovery
Low Cost Innovation
New
Businesses
and/or
Products
TI Seminar
TM Seminar TC Seminar
Biz ODP WorkshopR&D ODP Workshop
Scenario Workshop
TM&C Seminar
TRM Workshop SRM Workshop
KM Seminar
Scan Seminar
9. 9
Major Themes for Training Workshops — 1
Development of Technology Roadmaps
Steps of Technology Roadmapping Process
Hands-on Real Case Exercise
Technology
Roadmapping
Process
External Analysis and Scenario Development
Steps of Scenario Planning Process
Hands-on Real Case Exercise
Scenario
Planning
Process
R&D Management
Integrated Strategic Planning Process
Benchmark and Case Studies
Technology
Management
Tools and Processes
10. 10
Major Themes for Training Workshops — 2
Development of Strategic Roadmaps
Steps of Strategic Roadmapping Process
Hands-on Real Case Exercise
Strategic Opportunity
Roadmapping
Process
Identifying and Validating Innovative Ideas
Steps of Opportunity Discovery Process
Hands-on Real Case Exercise
Opportunity
Discovery
Process
Commercialization Management
Commercialization Strategies
Benchmark and Case Studies
Technology
Commercialization
Tools and Processes
11. 11
Major Themes for Training Workshops — 3
Identifying Opportunities Based on Scan Process
Scan and Opportunity Discovery Processes
Hands-on Real Case Exercise
Scan
Workshop
Creating & Fostering Innovative Culture
Overview of Innovation Management
Benchmark, Case Studies, and Exercise
Innovation
Management
Workshop
Technology and Business Intelligence
Overview of Intelligence Processes
Benchmark and Case Studies
Technology
Intelligence
Tools and Processes
12. 12
Typical Structure of a Training Workshop
For Each Step of the SBI’s Process (Lecture)
Overview of Innovation Management
Case Example of the Step
Exercise
For Each of the Training Workshops
Overview of the SBI’s Workshop & Process
Benchmark and Case Studies
Lecture
Hands-on Case Exercise of Each Step
Conduct Exercise (by Group)
Present the Results
Note:
1) A training workshop typically takes 1 to 3 days to complete.
2) Typical size of training workshop is 15 to 30 people (3 – 5 groups).
13. 13
Benefits of a Training Program
Participants learn to apply best-practice tools and processes. Sharing
common tools and processes within a company or companies will:
Expedite communication and collaboration among researchers and
technicians of multiple R&D teams and divisions within corporate R&D
organizations
Expedite communication and collaboration among its multiple functions
from planning, to new business development, to R&D
Improve efficiency, and reduce costs by institutionalizing and
standardizing methodologies, processes and input-output formats for
technology management and commercialization
Assist in focusing big, multidisciplinary research and business
development ideas
Focus on strategically important, innovative, and high-impact business
and/or research opportunities, and turn them into commercial successes
Create and foster innovative R&BD culture through hands-on real case
exercise with collaborative teamwork and innovative approach.
15. 15
Opportunity Discovery Process
Opportunity
Profile
Trends, SWOT
Idea
Resurrection
New
Challenge
Refinement
Concept
Refinement
New
Challenge
Opportunity
Discovery
EngineInternal and
External
Sources
R&BD
R&BD
“Failure” Mode
Customer
Value
Creation
Customer
Value
Creation
Validation
Validation
Concept
Opportunity
Discovery
Workshop
Opportunity
Value
Proposition
Opportunity
Roadmap
Opportunity
Workbook
Opportunity
Workbook
Opportunity
Discovery
Workshop
Opportunity
Value
Proposition
Opportunity
Profile
Opportunity
Roadmap
16. 16
Analysis of Driving Forces and Trends Will Help
Identify Needs for Innovation
Competitive Business
Environments
Social/Environmental
Changes
Disruptive Science
& Technologies
External Driving Forces
Business
Opportunities
Product/Service
Opportunities
R&D
Opportunities
Outcome of Opportunity Discovery Workshop
Business & Technology
• Strategy
• Capability
• Resource
Internal
Opportunity Discovery
• Decision-Focus
• Goals
• Scope
Internal
Brainstorming Workshop
Technology-Driven
Opportunities
Customer-Driven
Opportunities
Optional
Input
Product/Service
Needs
Customer
Needs
Technology
Needs
Research & Development
Needs
17. 17
Opportunity Value Proposition
A simple “NABC” approach can be used for profiling, communication,
validation, and promotion of an opportunity
Important
Needs
Unique
Approach
Customer
Benefits
Dynamic
Competition
Next Steps,
Action Plan
Customer needs, market
and product needs, or
technical needs
Compelling and unique
technical and/or business
approach
Competitive advantages
and disadvantages to
technology/market leaders
Current status and issues,
and next step or action plan
Customer benefits and
company/R&D benefits
Source: SRI, SBI
18. 18
Description
Brief description of an opportunity
Strategic objectives and goals
Time and resource constraints
Key Items Addressed in an Opportunity Profile
Needs
Customer (new or unmet) needs
Product or service needs
Technology needs or push/drivers
Competition
Competitors with strengths/weaknesses
Compelling competitive advantages
Technology gaps, sustainability
Next Steps
The current status (IP, R&BD stage)
Next step to do
Resource requirement, or commitment
Approach
The current leaders’ approaches
Compelling technical/business approach
Modus operandi
Benefits
Customer benefits
Company benefits
Synergy, side effects/benefits
1
65
3 4
2
19. 19
Step 1: Prepare a workbook for Opportunity Discovery workshop
Step 7: Refine the selected opportunities and specify next steps
Step 2: Discuss industry trends and issues, and the company’s
business/R&D strategy and capabilities
Step 3: Identify new business and/or research opportunities
Step 4: Segregate the opportunities into clusters
Step 5: Develop evaluation criteria and assess their relative
importance
Step 6: Evaluate and select the best refined opportunities using
the selection criteria
SBI’s ODP Process
20. 20
Day-1 Agenda
Identifying and Incubating Innovation Opportunities in a New R&BD
Paradigm
Overview of SBI’s Opportunity Discovery Process (ODP)
Case Studies of ODP Process
(Step-1) Discussion of a Hands-on Case Exercise
(Step-2) External Analysis: Meta Trends, Emerging Trends, and Key
Uncertainties
Exercise: External Analysis
(Step-3) Overview of Ideation Methodologies
Exercise: Identifying Opportunities
Sample
21. 21
Day-2 Agenda
(Step-4) Organizing and Refining Opportunities
Exercise: Organizing and Refining Opportunities
(Steps-5 & 6) Evaluation of Opportunities
Exercise: Evaluation of Opportunities
(Step 7) Development of Opportunity Profiles
Exercise: Development of Opportunity Profiles
Exercise: Present & Evaluate the Opportunity Profiles
Sample
22. 22
Day-3 Agenda (Optional)
Communicating & Selling Opportunities (Opportunity Pitch)
Exercise: Development of an Opportunity Pitch
Exercise: Present & Evaluate the Opportunity Pitches
Development of Strategic Opportunity Roadmaps
(Exercise: Need a separate training workshop for roadmapping)
Wrap-up of the Training Workshop Including Q&A
Sample
24. 24
Technology Strategy Profile Based on
Opportunity Profile
To develop an opportunity-driven strategic technology roadmap, a
technology (strategy) profile will be developed based on the
opportunity profile as the first of the TRM process
Description
Need
Approach
Benefit
Competition
Next steps
Technology Options
Best Technology
Acquisition Strategy
Milestones
Product/Service
Roadmaps
Key Success Factors
Opportunity Profile Technology Profile
25. 25
TechnologyStrategyProfile
Opportunity Roadmap (for Innovation Leader)
Technology Requirements
Products/ Services &
Key Success Factors
Products/ Services 1
A B C
Products/ Services 2Products/Services 1
A B C
Key Success Factors
1. .…….
2. ……..
3. ….
Necessary Techs
1. .…..
2. .…..
3. .….
Opportunity Roadmap
Products/
Services
Key Success
Factors
Technology
Now By 2010 By 2013
A B C
A B C
1 2 3 4 ?
Market Signpost
Tech Signpost
Yes
This way
No
Yes
This way
No
26. 26
Opportunity Roadmap (for Fast Follower)
Technology Requirements
Products/ Services &
Key Success Factors
Products/ Services 1
A B C
Products/ Services 2Products/Services 1
A B C
Key Success Factors
1. .…….
2. ……..
3. ….
Necessary Techs
1. .…..
2. .…..
3. .….
Industry Level Roadmap
Products/
Services
Key Success
Factors
Technology
Now By 2010 By 2013
A B C
A B C
1 2 3 4 ?
Company Path (in Blue)
Products/
Services
Key Success
Factors
Technology
Now BY 2010 By 2013
A B C
A B C
1 2 3 4 ?
Market Signpost
Tech Signpost
Yes
This way
No
Yes
This way
No
27. 27
Strategic Technology Roadmapping Process
Step 2: Develop technology acquisition strategy
Step 7: Develop strategic implications and next steps
Step 1: Identify technology options and select the best option for
the opportunity
Step 3: Determine milestones for each of the core technologies
Step 4: Determine target products and/or services to develop
Step 5: Identify key success factors for the products and/or
services
Step 6: Develop strategic product-technology roadmaps
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Day-1 Agenda
Overview of Technology Roadmapping Processes
Overview of SBI’s Strategic Technology Roadmapping Process
Case Studies of Strategic TRM Process
(Step-0) Discussion of a Hands-on Case Exercise (Or from ODP
Training Workshop)
(Step-1) Exercise: Identify Business Needs and Technology Options
to Satisfy the Identified Needs
(Step-2) Exercise: Develop Technology Acquisition Strategies
(Step-3) Exercise: Determine Milestones for Core Technologies
Sample
29. 29
Day-2 Agenda
Exercise: Present & Evaluate the Results of Steps 1, 2, and 3
(Step-4) Exercise: Identify and Determine Products / Services to
Develop
(Step-5) Exercise: Identify Key Success Factors for the Products /
Services
(Step-6 & 7) Exercise: Develop Strategic Roadmaps and
Implications
Exercise: Present & Evaluate the Strategic Roadmaps and
Implications
(Optional Exercise) Update the opportunity profile and its strategic
roadmaps and present the results
Wrap-up of the Training Workshop Including Q&A
Sample
31. 31
Why Asian R&D Institutes Need New R&BD
Processes and Systems?
Standardize technology management processes and formats
Generate innovative research or application development ideas
Encourage multidisciplinary research and business development
Expedite new product development (reduce time to market)
Improve R&D efficiency and effectiveness
Improve linkage of R&D to business development
Improve communication among R&D organizations, planning, and
business units
Align corporate vision/business strategy to technology strategy
and technology portfolio
Establish new R&D mission and vision and realign R&D programs
and projects to the new R&D vision
Create and incubate technology venture start-ups
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Case: Technology Roadmapping Process for
Samsung Advanced Institute of Technology
Samsung Advanced Institute of Technology (SAIT) developed more
than 40 technology roadmaps a year. Each of those roadmaps was
developed by key R&D staff of each of its R&D programs using
different processes and formats. Although they had communication
with their R&D sponsors, Samsung’s business units, there were
little collaboration and coordination among its R&D staff in different
R&D programs at SAIT.
SAIT’s CTO office wanted to standardize its technology planning
and roadmapping process and format. SAIT also wanted to train its
CTO staff to become masters of new SAIT’s technology
roadmapping process, so they could assist its R&D staff to develop
their technology roadmaps. Ultimate goal of SAIT was to establish
its own technology roadmap program in SAIT like the 6-Sigma
Program.
33. 33
Case: Opportunity Discovery Process for LG
Chem
LG Chem wanted to identify new research topics for its display R&D
program in display material areas, especially advanced materials
for LCD and PDP applications. LG Chem was not sure what would
be the next-generation flat panel displays. In LG Group, LG Display
involves in LCD panel and CRT businesses, and LG Electronics
involves PDP panel business as well as consumer electronic
devices such as TV, PC, Notebook PC, and cellular phones.
LG Chem wanted new research topics of advanced display
materials that should be aligned to both LG Display and LGE flat
panel display R&D strategies. To do this, LG Chem R&D decided to
work together with both LG Display’s R&D and LGE’s R&D teams.
They needed a common language and process to identify research
topics and to share and communicate those ideas each other.
34. 34
Case: Technology Commercialization
Management and Processes for ETRI and ITRI
Electronics and Telecommunications Research Institute (ETRI) of Korea
wanted to establish a mechanism to commercialize its technologies:
Assess the current status of ETRI’s technology commercialization management
Develop a technology commercialization process
Design an organization for technology commercialization
Develop a business model including fund raising and profit sharing
Train key staff a new technology commercialization management process.
Industrial Technology Research Institute (ITRI) of Taiwan asked to improve its
infrastructure and processes for technology commercialization management:
Review ITRI’s existing system for IP business, including IP management,
licensing, spin-offs, and JVs, and benchmark with other institutes internationally
Conduct a commercialization management diagnostic, identify key issues to
improve, and to conduct a benchmark study
Develop an improved IP business system, including changes to ITRI’s
organization, processes, performance metrics, and incentive programs.
35. 35
SBI’s Experience of R&BD Process/System
Transfer to Asian R&D Institutes
Technology Management Diagnostic
Technology Management
Scenario Planning
Opportunity Discovery Process
Integrated Technology Planning
Technology Roadmapping
Technology Commercialization Process
Technology Intelligence System
Scan Process
New Product Concept Development
Innovation Management and Value Creation
36. 36
SBI’s Typical Process of Technology
Management System Implementation
Step–1: Understand a client’s needs, objectives, resources, and issues
Step-2: Conduct a technology management diagnostic to assess the
current status and capabilities, to identify key issues, and to make
recommendations to resolve the identified key issues
Step-3: Conduct a benchmark study to identify the gaps of the key issues
to technology leaders and to develop a plan to resolve the
identified key issues
Step-4: Customize a technology management process/system and develop
a draft manual based on the client’s goals and resources, the
technology management diagnostic, and the benchmark study
Step-5: Conduct a pilot project as the first step of implementation of the
new process/system
Step-6: Revise the manual as needed based on the pilot project results
Step-7: Train the client’s key staff using the manual and the pilot project
example