This document provides an overview of SBI's scenario planning process for strategic decision making. It outlines the 6 main steps: 1) Identify the decision focus and elements. 2) Identify key external factors. 3) Identify external forces. 4) Select axes of uncertainty. 5) Select scenarios. 6) Analyze decision implications. Tables and examples are provided for each step. The goal is to develop 3 scenarios by combining different endpoints of axes of uncertainty to cover planning uncertainties and analyze their implications.
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 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
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 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
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 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.
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.
Research and development can be the most productive and successful part of a company. With a business value driven R&D process and good portfolio optimization tools one can even tenfold the R&D value, making it by far the most successful part of the company.
Presented by Dr. Tom Corr, CEO – Waterloo Research and Technology Park Accelerator Centre & Associate Vice President, Commercialization – University of Waterloo
Part of the Ontario Post Doctoral Fellowship Networking Event, October 6, 2008
TOPICS
Research Funding
Who Owns the Intellectual Property?
Commercialization Options
Dealing with VCs
Outcomes of Commercialization Efforts
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 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.
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.
Research and development can be the most productive and successful part of a company. With a business value driven R&D process and good portfolio optimization tools one can even tenfold the R&D value, making it by far the most successful part of the company.
Presented by Dr. Tom Corr, CEO – Waterloo Research and Technology Park Accelerator Centre & Associate Vice President, Commercialization – University of Waterloo
Part of the Ontario Post Doctoral Fellowship Networking Event, October 6, 2008
TOPICS
Research Funding
Who Owns the Intellectual Property?
Commercialization Options
Dealing with VCs
Outcomes of Commercialization Efforts
Chamberlain MPH503 Advocacy in Public Health Policy and LawCost-MaximaSheffield592
Chamberlain MPH503 Advocacy in Public Health Policy and LawCost-Effectiveness Analysis Template
Core Term
Health Promotion Program 1
Health Promotion Program 2
Description
Methods
Costs
Results
Discussion
Limitations and Recommendations
MPH503 M2 Cost-Effectiveness Analysis Table Template NOV17 v1
1
Country
Name
Country Analysis
This guide is a suggested approach for
proficiently meeting the final project rubric
requirements. Your country may require
additional depth in any particular area to
reach exemplary rubric scoring.
Presenter’s Name
Consider adding a
few photos to grab
the attention of the
audience!
Introduction: Country Name
From Module One Discussion
(Included in Checkpoint One)
Rationale
Share the reasoning you have for choosing this country and
provide examples to emphasize
Location and Geography (Author(s), Year)
Use The World Factbook and World Atlas to identify
geographic characteristics for this section.
• Regional Location
• Water access
• Bordering countries
• Natural Hazards or Climate
(National Geographic, 2015)
Remember: Always include an APA 6 ‘in-text’ resource
citation for each idea, fact or graphic. The format is:
(Author Last Name(s), Year Published).
Include a map(s) to illustrate
the location and terrain
https://www.cia.gov/the-world-factbook/
http://www.worldatlas.com/
Sociocultural Environment
From Module One Discussion
(Included in Checkpoint One)
Country Composition (Author(s), Year) Citation for each resource used
Use The World Factbook to identify elements of country composition.
• Literacy Rate
• Rate of Urbanization
• Heavily Populated Cities
• Major Religions
• Educational Data
• Age Structure
AGE STRUCTURE
0-14 15-24 25-54 55-64 65+
6.70%
8.10% 25.50%
42.90%
16.80%
Consider a chart
or graphic to
illustrate your
most important
data set
https://www.cia.gov/library/publications/the-world-factbook/
Sociocultural Environment
From Module Two Discussion (Included in Checkpoint One)
Values and Communication (Author(s), Year) Citation for each resource used
• Use The Hofstede’s Centre or The Seven Dimensions of Culture to identify elements of culture
relevant to the chosen foreign country compared to the United States
• Use The World Factbook to identify specific languages spoken in the country
• Use Commisceo Global Culture Guides to assess non-verbal communication
Business Etiquette (Author(s), Year) Citation for each resource used
Use Commisceo Global Culture Guides to identify Five rules of business etiquette. Consider
greetings, gift giving, punctuality, business attire, meeting details.
https://www.hofstede-insights.com/product/compare-countries/
http://www.mindtools.com/pages/article/seven-dimensions.htm
https://www.cia.gov/library/publications/the-world-factbook/
http://www.commisceo-global.co ...
MGMT 3000 - Winter 2021
Sections 3 & 4
Grading Rubric Case 1
Masterful/ Sophisticated
Competent/ Proficient
Novice/ Needs Improvement
Incomplete
Intro & Conclusion
· Focus
· Controlling Idea
· Purpose
Engaging, rich, unified, and clear thesis for specific assignment purpose; sets up the rest of the writing in a deep and original manner.
5 points
Common, sound understanding of the topic and assignment purpose; sets up the rest of the writing in a competent and standard manner.
4 points
Lack of thesis development, clarity, and purpose; limited understanding of issues; illogical or confusing rambling about topic and assignment goals.
3 points
Incomplete
0-2 points
Analysis and Implication of External Environment
Provides a thorough analysis of the external environment (i.e., PESTEL and Industry Structure – including potential complements), and develops strong implications from the analysis for understanding the situation.
18-20 points
Provides a reasonable analysis of the external environment (i.e., PESTEL and Industry Structure – including potential complements), and offers limited but appropriate implications from the analysis for understanding the situation.
16-17 points
Analysis of external environment is missing, or is incorrect about, key dimensions in the external environment (e.g., PESTEL and Industry Structure – including potential complements) or provides no or incorrect implications from the analysis for understanding the situation.
14-15 points
Very incomplete analysis
12-13 points
Analysis and Implication of Internal Capabilities
Provides a thorough analysis of the resources, capabilities and competencies of the company, and a thoughtful application of the VRIO framework to the company’s competitive advantage, and provides insightful implications from these analyses for understanding the situation.
18-20 points
Provides a reasonable analysis of the resources, capabilities and competencies of the company, and an adequate application of the VRIO framework to the company’s competitive advantage, and provides appropriate implications from these analyses for understanding the situation.
16-17 points
Provides an incorrect or is missing key elements of the analysis of the resources, capabilities and competencies of the company, or application of the VRIO framework to the company’s competitive advantage, and provides no or incorrect implications from these analyses for understanding the situation.
14-15 points
Very incomplete analysis
12-13 points
Analysis and Implication of Competitive Rivalry
Provides a thorough analysis of the competitive rivalry of the company and competitors and provides insightful implications from these analyses for understanding the situation.
18-20 points
Provides a reasonable analysis of the competitive rivalry of the company and competitors and provides appropriate implications from these analyses for understanding the situation.
16-17 points
Provides an incorr ...
Title of Assignment Comprehensive Health History P.docxVannaJoy20
Title of Assignment: Comprehensive Health History
Purpose of Assignment: The first part of a health assessment is the history. It is contains critical information about the client. It is important for the nurse to feel comfortable asking all types of questions and to be able to identify the pertinent information for that client. This assignment is a comprehensive health history which would normally be done for a new client to a practice or admission.
Course Competency(s): Identify the foundations of health assessment.
Instructions: Using the provided form to guide the interview, collect as much information as the client is willing to divulge. In a combination of bulleted and narrative formatting, document the information gathered. Try not to be too wordy but, at the same time, be comprehensive in your documentation. Remember this is subjective information and should only be what the client tells you. Avoid making judgments until you determine what the strengths and weaknesses are. Submit this as a word document
Grading Rubric:
See history form.
FIN 336 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a multinational performance report. The report will investigate the motivation behind expanding business
internationally, whether revenue-related, cost-related, or a combination of both. You will gain a better understanding of international business and the factors
that make multinational business complex (e.g., risk management, ethical and legal compliance). As you work though this project, you will explore how the
2007–2008 financial crisis affected multinational corporations (MNCs), with both additional opportunities and potential risks.
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two and Five. The final product will be submitted in Module Seven.
In order to successfully complete this project, you will choose a multinational company from the Final Project Company List document and access the following
financial reports:
Balance sheet
Income statement
Statement of cash flows
Current annual report
2007–2008 annual report
Statement of retained earnings
In order to access this information, follow the steps in the Mergent Online Instructions document to access the Mergent Online database. P lease ensure that you
select forms based on the company’s most recent tax submission. The annual report is also available on the U.S. Securities and Exchange Commission website.
In this assignment, you will demonstrate your mastery of the following course outcomes:
FIN-336-01: Analyze the impact of legal and ethical challenges on stakeholders for supporting an organization’s conduct and decision making in global
m.
1/9/2018 Print
https://content.ashford.edu/print/AUMGT450.12.2?sections=ch04,sec4.1,sec4.2,sec4.3,ch04summary&content=content&clientToken=5487ed43-e985-bc05-f644-e0b4130e540c&np=sec2.9 1/34
Chapter 4
External Environmental Analysis
Belinda Images / SuperStock
Learning Objectives
1/9/2018 Print
https://content.ashford.edu/print/AUMGT450.12.2?sections=ch04,sec4.1,sec4.2,sec4.3,ch04summary&content=content&clientToken=5487ed43-e985-bc05-f644-e0b4130e540c&np=sec2.9 2/34
By the time you have completed this chapter, you should be able to do the following:
Conduct an industry and competitive analysis and understand why it is important.
Conduct a market analysis and understand why it is important.
Scan the general environment for any changes or trends that might favor or adversely affect the
company.
An analysis of the external environment covers the industry or segment in which the company competes, its competitors, markets, and other
relevant environmental trends and changes. The purpose is to understand how the environment relevant to the company is changing and
might change in the future --in this sense, "relevant" means anything the company might affect or could be affected by. Without such an
understanding, doing strategic planning becomes much more dif�icult.
1/9/2018 Print
https://content.ashford.edu/print/AUMGT450.12.2?sections=ch04,sec4.1,sec4.2,sec4.3,ch04summary&content=content&clientToken=5487ed43-e985-bc05-f644-e0b4130e540c&np=sec2.9 3/34
Assembling a group of knowledgeable people can be very
helpful when performing an industry analysis.
Ryan McVay/Photodisc/Thinkstock
4.1 Industry and Competitive Analysis
An industry analysis is the study of a �irm's industry and the forces that might be causing it to change. It involves using a number of standard
but indispensable tools, including Porter's �ive-forces model, industry attractiveness (part of the GE Matrix), driving forces, critical-success
factor analysis, and strategic groups, all discussed in this chapter. Because the ways in which an industry changes can dramatically affect the
decisions a company makes, an industry analysis has become a key element in strategic planning.
The word industry in "industry analysis" can mean a segment of a larger
industry or the industry itself. If a company manufactures disk drives for
personal computers, for example, it could say that it competes in the disk-
drive industry for purposes of doing a strategic analysis, even though that is
really a segment of the computer industry. What we are really analyzing is the
arena in which the company competes.
One thing to keep in mind when conducting an industry analysis is to write
down what is true for the industry, not for the company under analysis.
Sometimes industry data are easy to obtain because they are regularly
published or because trade groups or consulting �irms keep tabs on industry
statistics. However, many industries are not tracked by any group, or they
consist largely ...
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. A E i W kb k f SBI’ S iAn Exercise Workbook for SBI’s Scenario
Planning Process
Prepared for:
Technology Management and Commercializationgy g
Training Workshop
Prepared by:
Dr. Chulho Park
Vice President
Strategic Business Insights
1
St ateg c us ess s g ts
August 2018
3. SBI’s Scenario Development Methodologyp gy
Step 1
Identify Decision
F
S 2
Focus
Step 2
Identify Key
External Factors
Step 3
Identify External
Forces
Step 4
Select Axes of
Uncertainty
Step 6
Analyze Decision
Implications
Step 5
3
Select Scenarios,
Write Force Table
4. SBI’s Scenario Process for Strategic Planningg g
Creating Scenarios Developing Strategy
Strategic Need
D i i F 1
Strategy Description
Decision Focus1
Key External Factors2
Strategy Selection
Strategy Alternatives
External Forces3 Sign Posts
(Roadmaps)
Axes of Uncertainty
Implications
(Opportunities)
Scenarios
4
External environment
Strategy/Action
1 Decision Focus = What you need to decide (in terms of actions you can take)
2 Key External Factors = What would you most like to know regarding the actual state of
the world in the 5-10 years before you make your decisions
3 Forces = The developments, events, and circumstances that determine the state of the
world in 5-10 years
5. Step 1: Identify Decision Focus and Elementsp y
Corporate strategic decisions with long-termp g g
consequences and major uncertainties become the
focal points for scenario development
Work with company management and /or scenario
team to specify key long-term decisions for which
scenarios are to be developedscenarios are to be developed
Identify key elements of these decisions
5
7. Case Example:
Step 1: Identify Decision Focusp y
Decision Focus
Identification of business opportunities for Taiwan economic
development related with green energy area for next 10 years
Decision Elements
Specific business needs and opportunities in the following key
focus areas:
– Renewable energy
A t ti– Automotive
– Smart grid
Action items to satisfy the identified business needs
7
8. Step 2: Identify Key External Factorsp y y
Specify the key factors (both external and internal) that
affect the outcome of the decisionsaffect the outcome of the decisions
Focus the key external factors, e.g.:
Market size growth and volatility– Market size, growth, and volatility
– Competing products and technological substitutes
– Economic conditions and price trendsp
– Capital availability and cost
– Human, material, and other resources
The more that is known about the status of these factors,
the better the quality of the decision will be.
8
9. Step 2: Table of Key External Factorsp y
Key External Factors
Please write down
Key External Factor - 1
Please write down
Key External Factor - 3
Please write down
Key External Factor - 2
Please write down
Key External Factor - 4
Please write down
Key External Factor - 6
Please write down
Key External Factor - 5
9
10. Case Example:
Step 2: Table of Key External Factorsp y
Key External Factors
Market Demand
(Renewable energy,
automotive, and SG)
Regulation
(Renewable energy,
automotive, and SG)
Industry Structure
(Renewable energy,
automotive, and SG)
Global Economy Science and TechnologyEnergy S/D and Price
10
11. Step 3: Identify External Forcesp y
Identify the external forces that determine the futurey
status of the key decision factors
– Micro forces: trends in the market and industry such as shifts
i t d t t i f titiin customer needs, restructuring of competition, new
technology
– Macro drivers: broad social, economic, political, andp
technological forces such as demographic trends, economic
growth and development, trade patterns, political shifts
The aim here is to build good “conceptual model” of The aim here is to build good conceptual model of
the relevant business environment
11
12. Step 3: Table of Key External Forcesp y
Key External Factors and Their Forces
External Factor-1
• Force-1
• Force-2
• Force-3
F 4
External Factor-3
• Force-1
• Force-2
• Force-3
F 4
External Factor-2
• Force-1
• Force-2
• Force-3
F 4• Force-4
• Force-5
• Force-4
• Force-5
• Force-4
• Force-5
External Factor-4
• Force-1
• Force-2
F 3
External Factor-6
• Force-1
• Force-2
F 3
External Factor-5
• Force-1
• Force-2
F 3• Force-3
• Force-4
• Force-5
• Force-3
• Force-4
• Force-5
• Force-3
• Force-4
• Force-5
12
13. Case Example:
Step 3: Table of Key External Forcesp y
Key External Factors and Their Forces
Market Demand
• Force-1
• Force-2
• Force-3
F 4
Regulation
• Force-1
• Force-2
• Force-3
F 4
Industry Structure
• Force-1
• Force-2
• Force-3
F 4• Force-4
• Force-5
• Force-4
• Force-5
• Force-4
• Force-5
Global Economy
• Force-1
• Force-2
F 3
Science and Technology
• Force-1
• Force-2
F 3
Energy S/D and Price
• Force-1
• Force-2
F 3• Force-3
• Force-4
• Force-5
• Force-3
• Force-4
• Force-5
• Force-3
• Force-4
• Force-5
13
14. Case Example:
Step 3: Table of Key External Forcesp y
Key External Factors and Their Forces
MarketDemand
• Natural resources availability- rare
earth, oil
Regulation
• Carbon Tax (tax for CO2 emission)
• Incentives or subsidies for green
Industry Structure
• EV and HEV charging systems
Health of Major Carmakers
• Government Incentive (subsidies,
regulatory requirements)
• Corporate Social Responsibility
• Consumer demand for sustainable
solutions
• Quota for renewable energy or
transportation
• Regulations for Existing Building
(for conservation)
G B ildi l ti
• Health of Major Carmakers
• Entrance of new players
• New car makers from BRIC
regions
N f t i d l
Consumer demand for sustainable
lifestyle
• Consumer wallet share for green
product
• Cost parity of green vs. traditional
• Green Building regulations
• Micro-generation market regulation
• Government control of utility prices
• Government mandate smart grid
standard
A ti i d t l ti
• New manufacturing model
• New Business Models for
Renewable Energy
• Role of public transportation
• Corporate fleet conversion
• Anti-incandescent regulations
14
15. Step 3: Identify External Forces
• Agree on high-impact forces
Determine High-Impact/High-Uncertainty Forces
p y
Agree on high impact forces
• From the high-impact forces, flag those with low uncertainty
External Forces Impact/Uncertainty
Framework
Customer Priorities
Sales
Channels Chip Manufacturers
Design/CAD Technology
Political
Leaders
Work Patterns
Education and
Learning
Populations Shifts
Framework
High Impact
Low
Uncertainty
Key External Factors and Forces Likely to Impact Current Strategy
Non-Environmental
regulations and
Geopolitics and
Economics
Voice of Customer
• 2005 Force 1
Internet
Crime and Security
Public Attitudes
Competitive Structure
Use of Media
Leaders
New Products
Technology
Electronic
Commerce
Privacy
Industrialization
Patterns
Value Chains
y
Impact
High Impact
High
Uncertainty
Standards
• 2005 Force 1
• 2005 Force 2
• Etc.
• New Forces
• 2005 Force 1
• 2005 Force 2
• Etc.
• New Forces
• 2005 Force 2
• Etc.
• New Forces
Energy and Industry Progress Technology Progress
Supply Capacity
Environment
Cost of Goods Sold
Social Priorities
p
Healthcare
Price
Health of OECD
Economies
Perceptions of Risk
Change Leader Attitudes
U t i t
Energy and
Environment
• 2005 Force 1
• 2005 Force 2
• Etc.
• New Forces
Industry Progress
• 2005 Force 1
• 2005 Force 2
• Etc.
• New Forces
Technology Progress
• 2005 Force 1
• 2005 Force 2
• Etc.
• New Force
15
Customer
Experiences
Capital
New Media Techniques
Corporate Demographics
Uncertainty
Ignore “Low Impact” Forces
16. Step 3: Evaluation of External Forces with Regard to
Impact and Uncertaintyp y
Low Med High
Uncertainty
g
L
o
• Force-1
• Force-2
• Force-3
Force 4
• Force-1
• Force-2
• Force-3
Force 4
• Force-1
• Force-2
• Force-3
Force 4
w
• Force-4
• Force-5
• Force-4
• Force-5
• Force-4
• Force-5
• Force-1
• Force-2
• Force-1
• Force-2
• Force-1
• Force-2
t
M
e
d
• Force-2
• Force-3
• Force-4
• Force-5
• Force-2
• Force-3
• Force-4
• Force-5
• Force-2
• Force-3
• Force-4
• Force-5
Impac
H
i
• Force-1
• Force-2
• Force-3
• Force 4
• Force-1
• Force-2
• Force-3
• Force 4
• Force-1
• Force-2
• Force-3
• Force 4
16
g
h
• Force-4
• Force-5
• Force-4
• Force-5
• Force-4
• Force-5
17. Step 4: Select Axes of Uncertainty and Describe their
End-Points
Axes are (1) based on the high impact/high( ) g p g
uncertainty external forces/drivers, and (2) encompass
the full range of uncertainty that is to be factored into
decision makingdecision-making
Examples of Axes of Uncertainty are:
D l ti l ti– Deregulation or re-regulation
– World moves toward protectionism or further free trade
High or low energy price– High or low energy price
– High or low product demand growth
17
18. Step 4: Select Axes of Uncertainty and Describe their
End-Points
The names of axes of uncertainty can be frequentlyy q y
matched with (or driven from) the clusters of key decision
factors in Step 2, such as demand, economy, technology,
competition regulation resource etccompetition, regulation, resource, etc.
Describe the opposite end-points of each Axes
f Describe how 5-10 high impact, high-uncertainty forces
would play out at each end of the axis.
18
19. Step 4: Axes of Uncertaintyp y
Axis of Uncertainty:
List of Related External Forces
• Force-5
• Force-6
• Force 7
• Force-1
• Force-2
• Force 3
Name of One End Point of the Axis: Name of the Other End Point of the Axis:
• Force-7
• Force-8
• Force-3
• Force-4
Brief Description of the End Point: Brief Description of the End Point:
19
20. Case Example:
Step 4: Axes of Uncertaintyp y
Axis of Uncertainty: Economy
List of Related External Forces
• Middle east stability
• Price of oil
C b t
• Regional GDP
• Forming of regional trading block
N k f BRIC i
Name of One End Point of the Axis: Name of the Other End Point of the Axis:
• Carbon tax
• Chinese economy stability
• New car makers from BRIC regions
• Region unemployment level
Brief Description of the End Point: Brief Description of the End Point:
Flourish Recession
• GDP decreases
• GDP increases
• Increase unemployment ratio
• Green product will lost opportunity because of
decreasing oil price
• Decreasing market demand
• Increase trading barriers to protect regional
GDP increases
• Middle east political stability will enhance the
need of green products
• Increasing in the consumption of oil will
enhance carbon tax
20
economy
21. Step 5: Select Scenariosp
Examine combinations of end points of the Axes of
U t i t f t ti l iUncertainty for potential scenarios
Select a set of scenarios (normally 3) for detailed
elaborationelaboration
– The aim should be to cover as much as possible of the “envelope of
planning uncertainty”p g y
Briefly and quickly describe each selected scenario in terms
of its macro drivers, micro (industry, market) forces and the
f h k d i i foutcomes for the key decision factors
21
22. Step 5: List of All Potential Scenariosp
Scenario# Axis 1: Axis 2: Axis 3: Eval
1
2
33
4
5
6
7
88
22
23. Case Example:
Step 5: List of All Potential Scenariosp
Scenario# Economy Demand for Green Products Technology Development Eval
1 Recession High Breakthrough
2 Recession High Incremental ☺
3 Recession Low Breakthrough ☺3 Recession Low Breakthrough ☺
4 Recession Low Incremental
5 Flourish High Breakthrough
6 Flourish High Incremental ☺
7 Flourish Low Breakthrough
8 Flourish Low Incremental8 Flourish Low Incremental
23
24. Step 5: Brief Description of the Selected Scenariosp p
Scenario No.
Scenario Name
Axis 1:
A i 2Axis 2:
Axis 3:
Brief Description
24
25. Case Example:
Step 5: Brief Description of the Selected Scenarios
Scenario No 6
p p
Scenario No. 6
Scenario Name Show me Green
Axis 1: Economy Flourish
Axis 2:Demand of Green High
Axis 3:Technology Incremental
Brief Description Regional GDP sustained to growth. Rapid greenp g g p g
demand growth and environmental awareness
rising demanding for green technology
increasing, but the green technology could notg g gy
break through the bottleneck.
25
26. Step 6: Write Force Table and Detailed Scenariosp
The Force Table lists all the high-impact, high-uncertainty
f i th l ft l f h t Th 3 i titlforces in the left column of a chart. The 3 scenario titles are
listed as the 3 column headers across the top of the chart.
Write brief descriptions of how each force will play out in Write brief descriptions of how each force will play out in
each scenario
You can decompose the Force Table work into several You can decompose the Force Table work into several
groups based on participants’ expertise. For example,
technology experts take charge of technical external forces,
and b siness e perts can fill p b siness and economicand business experts can fill up business and economic
related external forces.
After completing the Force Table use it to write the
26
After completing the Force Table use it to write the
Scenarios in a narrative style.
27. Step 6: Force Table and Detailed Scenariosp
Scenario --> Scenario A Scenario B Scenario C
External Forces
27
28. Case Example:
Step 6: Force Table and Detailed Scenariosp
Axis: Technology Development
Scenario --> Green Dream Wait for Dawn Show Me Green
Incremental Breakthrough Incremental
External Forces
Breakthrough in Battery The efficiency improved a little bit,
but the durability issue not resolved
Matured mass-production tech of
new material (such as LiFePO4)
Power density ≧ 170 AH/g; Cycle
time ≧ 5times of LiCoO2; Cost ≦
Currently, cost of an EV battery ~ 0.25
USD/mile (including one replacement
packs and electricty cost); Internal
combustion engine ~0 1USD/mile
1/1000 of LiCoO2 or LiMnO2
combustion engine 0.1USD/mile,
cost parity may take 10 years
Smart Building
Technology
Great difficulties on accommodating
smart technologies with existing
buildings
Increase green material usage;
Artifice intelligence product will save
energy and decrease co2 emission;
Promote automotive sensor facility
Lack of smart grid infrastructure;
Diffcult integrate information
management system (ex. lighting
control power management andy control, power management and
HVAC control)
Breakthrough in
Photovotaic
The efficiency is improved, but not
yet reach 30%, which makes the
return forever without governmental
subsidy
Power generation cost ≦ $0.1/
kWH; Module MFG cost ≦ $0.5/W;
Module efficiency: c-Si ≧ 25%, a-Si
≧ 18% CIS ≧ 25% OPV ≧15%
While the use of solar energy long-
standing, but in view of energy
conversion and preservation of
technical difficulties, since the use ofsubsidy ≧ 18%, CIS ≧ 25%, OPV ≧15% ,
solar energy is still not widely
available.
Breakthrough in Electric
Charging Technology
Cost saving & charging more
efficiency; Decrease the
dependence on oil consumption of
hi l I h b id hi l
For large scale EV charging, smart
GRID is necessary, which require
new technolgy / standarization /
28
vehicle; Increase hybrid vehicle
amount
infrastructure, 10 years is not
enough
29. Step 7: Analyze Decision Implicationsp y p
Analyze the scenarios to identify their implications for the
specified decision focus
Focus on:
– Opportunities and threats for each scenario and across all scenarios
– Critical issues emerging from the scenarios
Evaluate implications for strategy considerations and options
29
30. Step 7: Analyze Decision Implicationsp y p
Analysis of decision implication is often conductedy p
backward.
For example, a process for opportunity search, under
each scenario is the following: Identify business
opportunity/threat, technical needs to address those
identified opportunities and/or threats technologies toidentified opportunities and/or threats, technologies to
solve those technical needs
Analysis of decision implication starts from evaluatingy p g
impact of external forces, key decision factors, and then
decision elements and focus.
30
32. Case Example:
Step 7: SWOT Analysis under the Selected Scenariosp y
Scenario: SHOW ME GREEN
Strengths
• Highly-educated work force
• Manufacturing compentence
• Flexible Eco-system
Weaknesses
• Lack of confidence
• Financial
• Lack of core technologyFlexible Eco system
• Strong SMEs
• Good in semiconductor and optoelectronics
related manufacturing
• Good communication with China
• Lack of core technology
• Weakness of product design
• Lack of government support
Opportunities Threats
• Labor cost increasing and Labor striking
• Competition from China and south Korea
• Difficulties of entries to Euro, US, etc.. Markets,
e g IP and other protections like anti-trust
• Vertical integration by strategic alliances on EV
• Key technologies development (or licensing
programs), especially semiconductor or
optoelectronics related to improve green energy e.g. IP and other protections like anti-trust
• Political uncertainty
• Key materials limit
optoelectronics related, to improve green energy
conversion and storage efficiencies.
• Create own brand or co-brand on EV, especially in
China market
• Off-grid applications in BRIC, e.g. stand along /
portable lighting, low cost solar chargeable
32
p g g, g
batteries, small generators using green energy etc
33. Step 7: Need Analysis Based on SWOT Tablesp y
Scenario:
Business Needs (Opportunities & Threats) Required Actions to Satisfy the Needs
• Business Need • Required Actrion-1
• Required Actrion-2q
• Required Actrion-3
• Business Need • Required Actrion-1
• Required Actrion-2
• Required Actrion-3
• Business Need • Required Actrion-1
• Required Actrion-2
• Required Actrion-3
33
34. Case Example:
Step 7: Need Analysis Based on SWOT Tablesp y
Scenario: Green Dream
Business Needs (Opportunities & Threats) Required Actions to Satisfy the Needs
Smart grid sensors supplier
- Develop sensor design technology
- Develop manufacturing technologies (ICT and MEMS) for
sensors for example: micromachining
- Collaborate with sensor solution provider on software
design
- Participate in smart grid and other standard committee to
establish smart grid standard
- Sensor network design and integration
Smart grid solution provider/integrator
Se so e o des g a d eg a o
- Identify data to gather – application development
- Deployment of sensor network
- Participate in smart grid and other standard committee to
establish smart grid standard
- Collaborate with utility companies to understand need
Energy Management Service Provider (B2B, B2G)
- Energy monitoring device, including sensors
- Development of energy software simulation tools
- Develop energy use optimization techniques
Develop expertise in understanding regulations and
34
- Develop expertise in understanding regulations and
building codes
- Develop energy auditing capability
35. Alternative Forms
Step 7: Business Need Analysis (Alternative Form)p y ( )
Scenario: __________________________
Business Needs in ____________________________ Relative
Importance
11.
2.
3.
35
36. Alternative Forms
Step 7: Technical Need Identificationp
Scenario: __________________________
Business/Technology Area:
Business Needs Technical Needs
1.
Business/Technology Area: __________________________
1.
2.
3.
36
37. Alternative Forms
Step 7: Key Technology Identificationp y gy
Scenario: __________________________
Business/Technology Area:
Technical Needs Technologies (Potential Solutions)
1.
Business/Technology Area: __________________________
1.
2.
3.
37
38. Alternative Forms
Step 7: Alternative Format for Need Identificationp
Scenario: _________________________________
Description
___________________________________________________________________
___________________________________________
Need
___________________________________________________________________
___________________________________________
Skills/Technologies Required
___________________________________________________________________
___________________________________________
Additional Notes (required investment, related technologies, etc.)
___________________________________________________________________
38
___________________________________________________________________
_______________________________
39. Alternative Forms
Step 7: Strength/Weakness Identificationp g
Scenario: __________________________
Business/Technology Area:
Company’s Strength Company’s Weakness
1. 1.
Business/Technology Area: __________________________
1. 1.
2. 2.
3. 3.
39
40. Step 8: Strategy Developmentp gy p
Description of Strategy: __________________________________________________
________________________________________________________________________
Scenario Advantage Disadvantage
40
41. Step 9: Development of Signpostsp p g p
“Forces”
(Important forces and
Dynamics)
“Indicators”
(Element or condition of “forces”
To watch, taken from scenarios)
“Measures”
(Events, data, information that define
element or condition of “indicators”)
“Signposts”
(Significant threshold“measures” that
are judged to be clear indications)
41
42. Step 9: Development of Signpostsp p g p
“Forces” “indicators” “Measures” “Signposts”g p
42
43. R d ti f C d tiRecommendations for Conducting
the Workshop Process
43
44. Participant Selectionp
No more than 15 individuals in the workshop group, including
facilitator and recorder
Mix of technical, economic, and market expertise
Both insiders and outsiders to the organization
Known “out-of the box” thinkers
Decision makers if possible
44
45. Workshop Logisticsp g
The basic issues in establishing the right physical setting are
geographic locations, workshop room, and support staff services
Geographic location: Convenient, yet workshop participants can’t be
th i ffi
g g p , p , pp
near their offices
Workshop room(s): Large enough to accommodate 15 persons easily;
access to break-out session rooms available
Equipment: Overhead projector, two easels with flip charts
Support staff services: Access to telephones, copy machines, typing
services, etc .,
45
46. Workshop Rolesp
Successful scenario development workshops require that the
people perform four well-defined roles
– Facilitator — helps group focus energy on tasks
– Recorder — captures ideas and results of the discussion
– Group members — active participants in the workshop
– Manager or chairperson — sets the agenda and has the power to set
constraints
46
47. Facilitator Role
The facilitator is methodology guide, workshop manager, and
logistics officer. Key functions of the facilitator are:
– Set the group climate
– Define the tasks, process, deliverables, and time
– Encourage group participation; protect members of group
– Monitor the group’s performance
47
48. Recorder Role
The responsibility of the recorder is to serve as the group memory
by making a record of what is happening as it appears
Group memory serves to:
– Focus the group on a task
– Provide an instant record of a workshop’s content and process
– Provide a psychic release for participants who do not have to hold on
and defend their ideas
– Prevents repetition and wheel spinning
– Encourages participation because it respects individuals’ ideas
– Enables participants to check that their ideas have been recorded
properly
– Increases a group’s sense of accomplishment
48
49. Group Member Rolep
The group member is an active participant in the workshop and
devotes most of his or her energy to the main task of the workshop
To fulfill their roles, the group members must:
– Take responsibility for the success of the meeting
– Respect and listen to other individuals
– Ensure that their ideas are recorded properly
Try to keep an open mind– Try to keep an open mind
– Refrain from making premature negative comments
49
50. Manager or Chairperson Roleg p
The manager of chairperson assumes responsibility for the group’s
performance of its duties. Typically, key duties of the manager or
chairperson are to:
– Set the agenda
Set constraints for the workshop– Set constraints for the workshop
– Act as a full participant in the group
– Regain control of the workshop if its progress is unsatisfactory
– Be accountable to the larger organization for the quality of the
workshop output
– Act as a spokesperson or representative of the group to the larger– Act as a spokesperson or representative of the group to the larger
corporation
50
51. Process Deliverables
Background reading
Workshop briefing books Workshop briefing books
Focus research papers
Scenario descriptions Scenario descriptions
Record of workshop results
51
52. Briefing Materials Before the Workshopsg p
Objectives
– Develop common understanding among group members of basic– Develop common understanding among group members of basic
industry and technology issues
– Stimulate consideration of new ideas and concepts
Selection Criteria
– Readable
– Mixture of facts and assessments– Mixture of facts and assessments
– Different sources
– Address micro (industry) and macro (economic, political, social) issues
– Total amount should require less than 4 hours of reading
52
53. Focus Papersp
Objectives
– Improve understanding of key external forces for the group– Improve understanding of key external forces for the group
– Characterize the uncertainties of the focus
– Identify potential decision implications for the organization
Scope
– Three to six papers
– Each three pages long
– Prepared by scenario team members
– Briefly discussed in workshopsBriefly discussed in workshops
53
54. Final Reportp
Objectives
– Include record of scenario technology forecasting workshop results– Include record of scenario technology forecasting workshop results
– Serve as basis for communicating results of the case study
– Be input to future decision making efforts
Contents
– Introduction
– Focus of Scenario Technology Forecasting
– Key Decision Factors
– Micro and Macro Forces Influencing EnvironmentMicro and Macro Forces Influencing Environment
– Axes of Uncertainty
– Scenario Descriptions
54
– Scenario Implications
55. Key Success Factorsy
Workshop plan: detailed step-by-step plan of workshop; notes,
identification of roles for each step; detailed schedule
Good mix of technical, market, and economic expertise on project
team
Willi f b t thi k “ t f th b ” Willingness of group members to think “out-of-the-box”
Full participation by group members in workshop discussions and
in the research
Understanding of how the results will be used once the process is
completed
55
56. Workshop Planp
The Workshop Plan is a detailed description of timetable, activities,
and responsibilities in the workshop
The following is a section from an example workshop Plan
56
57. Workshop Plan for Scenario Development (Example)p p ( p )
Prepara-
tion
Preparation Activities and Comments
Three weeks
before
SD Team Send highlights of technology situation in SD to SBI team (current
investments, capabilities, interests, etc.)
Two weeks
before
SBI Team Collect and send briefing materials to seed team
W k h TWorkshop
#1
Team
Member Workshop Activities and Comments
Day 1
15 minutes
SBI
Facilitator
Personal introductions of everyone.
45 minutes SBI Review scenario-base technology process steps
Facilitator
gy p p
Review facilitation issues and techniques
Go over agenda for the next 3 days
Highlight workshop roles to be conducted by SBI and seed team members.
15 minutes SBI15 minutes SBI
Facilitator
Review with seed team the scope of the market/technology focus
15 m inutes SBI
Facilitator
Review Step #1 of scenario development process (developing the focus and
decision elements)
Highlight responsibilities for everyone
57
g g p y