Innovation management

1. Presented by :
Swechchha Paudyal
Rajesh KC
Alok Upadhayay
SOURCES OF IDEAS FOR TECHNOLOGY AND
INNOVATION MANAGEMENT

2. TECHNOLOGY
• Specific type of machine, equipment or plant.
• application of scientific knowledge for practical purpose.
• knowledge devoted to creating , processing and extracting of
materials.
• human knowledge which involves tools, material & systems.
INNOVATION
• Includes both new technology and new ways of doing things.
• Successful exploitation of new ideas
• Exploit change as an opportunity for a different business or
service
• Competitive advantage achieve through acts of innovation

3. INTRODUCTION TO TIM
• Offers understanding of the nature of innovation
relationship between strategic leaders and innovation
• provides executives with the understanding of how
technology works in the innovation process and enables
them to make sound business decisions
• specific role is to develop the technical entrepreneurs and
professional managers of technological innovation who
will lead companies to the international forefront.

4. THREE MAIN FUNCTION OF TIM
• Planning
• Organizing
• Controlling

5. TRIPLE HELIX CONCEPT
• Developed by Henry Etzkowitz e Loet Leydesdorff
• Three sector of knowledge is university, industry &
government
• Based in the perspective of university as a leader of the
relationship with industry and government to generate new
knowledge , innovation & economic development.
• Interaction between the three helix as a way of identify
and deal question related with change.

6. The Triple Helix (TH) concept comprises three basic
elements:
(1)a more prominent role for the university in innovation, on a par
with industry and government in a knowledge–based society
(2)a movement toward collaborative relationships among the three
major institutional spheres, in which innovation policy is
increasingly an outcome of interaction rather than a
prescription from government
(3) in addition to fulfilling their traditional functions, each
institutional sphere also “takes the role of the other”
performing new roles as well as their traditional function.
Institutions taking non-traditional roles are viewed as a major
potential source of innovation in innovation.

7. THREE DIMENSION OF HELIX CONCEPT

8. GOVERNMENT IN TH MODEL
• Statists’ configuration
- Driving academia and industry e.g.: Russia, China, Some
Latin American and Eastern European countries
• Laissez-faire configuration
- Limited government intervention in the economy, e.g. US,
some Western Europe countries
• Balanced configuration
- Universities and other knowledge institutions act in
partnership with industry and government

9. PRODUCTIVITY AND TH CONCEPT
• Central role of investments in new knowledge in economic
growth.
• Employment opportunities and international
competitiveness.
• New methods and standard
• Creativity and knowledge based capabilities and skills are
needed.
• Technology components and knowledge in economic
growth models
• Science and technology

10. PRODUCTIVITY PARADOX
1. Swedish paradox
- R&D
- Patents
- Human capital
- Education
- Creativity and culture
2. European Paradox
3. Japanese Paradox
- Management principles and practices
- Entrepreneurship
- Leadership and emergence of technology

11. OVERLAP AMONG THREE SUBSYSTEM

12. NECESSITY OF TIM
• Rapid pace of technological changes
• Rapid speed of technological development which
shortened product life cycles
• Need to minimize time for product development
• Maximize competitiveness
• Changing management tools caused by rapid
technology changes.
• Policies and strategy developed for firms,
industries and national economies.

13. CROSS-FUNCTIONAL TIM MODEL
• Technology and Innovation management implies
 Planning and organizing
 Leading and directing
 Organizing, coordinating and controlling all
technology activities
• Provide continuous success
• Technology transfer, R&D and operations
• Operations competitiveness of the firm closely related to
its innovative capabilities.
• Government’s special roles in creating policies and funding
research and development
• Educational and entrepreneurial activities

14. GENERAL CROSS-FUNCTIONAL MODEL

15. TECHNOLOGY MANAGEMENT MODEL

16. GOVERNMENT PERFORMANCE IN TI
MANAGEMENT
Planning
- Investments in technological and innovative
activities
Organizing
- Infrastructure, public administration and
cooperation support
Controlling
- National economy
- R&D
- Technology transfer
- Entrepreneurship outcomes

17. MEASURING GOVERNMENT
PERFORMANCE
• Economy (inputs) and efficiency (costs)
• Institutional arrangements, policy making
• Technological-competence
• R&D
• Demand-creating
• Strategic performance management