This document discusses technology scouting at Deutsche Telekom Laboratories. It begins with an introduction describing the motivation and research questions around technology scouting. It then defines technology scouting, outlining its elements of technology intelligence and sourcing. The document describes the goals, process, scout network and incentives used for technology scouting at Deutsche Telekom. It concludes that the three crucial elements for successful technology scouting are clear goal definition, an appropriate incentive system, and ensuring a feedback loop to information sources.
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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
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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.
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About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
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National Innovation Systems is the network of institutions in the public and private sectors whose activities and interactions initiate, import, modify and diffuse new technologies.
An overview of how fundamental and use-inspired research and innovation are related. A presentation I made at the American Control Conference workshop on this topic.
Big Bang Disruptions throw many enterprises out of business. Enterprises need to have a strategy to face these disruptive innovations. In this presentation we will go over some such disruptive innovations happened in the past to understand what it is and how some companies have faced these disruptions successfully. We sill also have a look at some of the potential disruptive technologies that are in the making.
This presentation was first delivered at the Monthly Meeting of ISACA, Chennai Chapter.
Building a Business Case for Innovation: Project Considerations for Cloud, Mo...Fred Isbell
Breakout Session from the 2015 TSIA Technology Service World event in Las Vegas attended by 1,500+ service & support professionals. Provided insight into:
1.) The next wave of innovative technology and business solutions
2.) Key insights from industry influencers and experts to assist in building a business case
3.) Case studies from SAP projects & customers showcasing the results, business impact, and best practices to managing next-generation projects and solutions
R&D Projects and Emerging Technology Due Diligence using NASA/DoD Technology ...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
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Technology Scouting
1. Technology Scouting.
A case study on the Deutsche Telekom
Laboratories.
René Rohrbeck
Deutsche Telekom Laboratories
ISPIM-Asia Conference
9th – 12th January 2007
3. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 2
Research
gap
Motivation
No sufficient research on…
…success factors and
…organization of technology scouting and
…interaction with other function of the organization
Introduction.
Motivation and research question.
Research
Questions
Increased competition
Increased technological complexity
Shorter innovation cycles
Fast changing customer needs
Management needs to
makedecisions fast in
order to stayahead of
competitors
What are the aims of Technology Scouting?
What are important success factors of Technology Scouting?
How should Technology Scouting be interweaved within the company?
What organizational forms have proven to be effective?
4. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 3
Definition and elements of Technology Scouting.
Scientific classification of technology intelligence aspect.
Company
level
Regional/national
andsupranational
level
Usingdatafromthe
pasttoanticipate the
future
Usinggathered
informationfor
decisionmaking
Processand
actors
Organization
Future Analysis
TechnologyIntelligence
Foresight
Forecasting
Source: Own figure
5. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 4
Definition and elements of Technology Scouting.
Scientific classification of technology sourcing aspect.
Source: Own figure
Technology
Management
InnovationManagement
Product
specificationand
development
Prototype
validationandtesting
Marketlaunch
External
Technology
Sourcing
Storage,internal
generationand
usageof
technological
knowledge
Technologyselling
or
licensing
Fuzzy-front-end
ofinnovation
6. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 5
Technology
Management
Definition and elements of Technology Scouting.
Combination of the two aspects.
Technology
Intelligence
Technology
Scouting
Building and using a network of
experts for competitive advantage
Identification, assessment and
usage of information on
technological developments
Acquisition, development,
storage, usage and selling of
technological knowledge
Scouts facilitate the sourcing of
technology
Scouts identify and assess new
technologies
Provisioning of Technology
Intelligence to facilitate the
Technology Management
7. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 6
Definitionofthe
TechnologyScout
The Technology Scout is either an employee of the company or a
consultant.
He might be partor full-time assigned to the scouting task.
The desired characteristics of a Technology Scout are similar to the
characteristics associated with the Technological Gatekeeper. These
characteristics include:
lateralthinker,
knowledgeable inscience and technology,
respected inside the company,
cross-disciplinary orientated and
imaginative.
Sources:Wolff (1992), Allen (1971), Wilkin (1974), Taylor (1975), Myers(1983), Nochur (1992),
Definition and elements of Technology Scouting.
Definition of Technology Scouting.
8. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 7 7
Generic Process of Technology Scouting.
The 6 steps of Technology Scouting can be divided into
Technology Intelligence and Technology Souring.
TechnologyIntelligence
Technology
Sourcing
Source:Own figure following Reger (2001)and Ashton/ Stacey (1995)
Usageof
information
Definitionofaims
andsearchareas
Selectionof
information
sourcesand
methods to
employ
Filtering,
analyzing,
interpretingof
data
Evaluating
anddecision
making
Collection
ofdata
1 2 3 4 5 6
10. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 9 9
Goalsofthe
TechnologyRadar
Earlyidentification of emerging technologies, technological
trends and disrupting technologies
Raisingtheattention for the threats and opportunities of
technological development
Stimulationofinnovation by combining the technology
reports with assessment of business potential and by
bringing people together
Facilitationofthesourcingofexternaltechnologies by
reaching through the network of technology scouts to their
sources of information
Goal of Technology Scouting at DTAG.
Technology Scouting activities at Deutsche Telekom Laboratories
are driven by 4 goals.
11. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 10 10
Process of Technology Scouting at DTAG.
The technological findings from the scouting network are used for
strategic and operative innovation management..
Source: Deutsche Telekom Laboratories(2006),The Technology - RadarEdition III/2006
Innovation
Strategy
CTOsandCMOs
R&D and
ProductManagers
Selection AssessmentIdentification
?
?
?
?
!
!
!
!
!
!
!
!
!
!
!
?
?
?
?
International
Scout Network
uses sources in
university & industry
Dissemination
13. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 12 12
Scout typology at DTAG.
The DTAG has a balanced portfolio of internal and external as
well as full-time and part-time scouts.
Internal
External
Full-time Part-time
T-Systems
Detecon USA
Deutsche
Telekom
Laboratories
The size of the bubbles represents roughly the number of technological findings from the different scouts
Source: Own figure with data from interview
Ben Gurion
University
ASIA
Compete
Shanghai
University
14. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 13 13
Scout incentive system at DTAG.
Monetary and non-monetary incentives are used for the actors in
the scouting network.
Source: Own figure with data from interview
Actorin scouting network Usedincentives
Internal scouts
Recognition
Monetary reward in bonus scheme
External scouts
Payment per relevant technology identification
Business Development opportunity
Academicsources
Recognition
Chance for joint research projects
Industry sources
Business Development
Sales
Collaboration opportunity
16. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 15
For
practitioners
Conclusion.
The 3 crucial elements to success of Technology Scouting are
goal definition, incentive system and backward-loop.
Further
research
3 elements crucial to success of technology scouting
goaldefinition
Tailored incentivesystem
Definition of backwardloop to sources
Identify ways to measure valuecontribution of technology scouting
Warningfunctionabout emerging threats and opportunities
Impulsefunction to start innovation activity
Validation of divisionoflabour
Externalscouts for scanning (undirected)
Internalscouts for monitoring (directed)
18. Rohrbeck_(2007)_TechnologyScouting_Presentation.ppt 17
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