Types of technology transfer & acquisition; Modes of technology transfer; Importance, barriers & steps in internal technology transfer; Importance, barriers & steps in external technology transfer; Management of technology acquisition by a nation;
Basics of technology absorption; Management of technology absorption by an organization and a nation; Types & characteristics of technology diffusion, Global trends of technology diffusion & management
Technology strategy at national level; Technology strategy at organizational level; Generation / development of technology; S curve of technology evolution; Technology progression
Basics of technology absorption; Management of technology absorption by an organization and a nation; Types & characteristics of technology diffusion, Global trends of technology diffusion & management
Technology strategy at national level; Technology strategy at organizational level; Generation / development of technology; S curve of technology evolution; Technology progression
It includes concepts of Technology Management along with key concepts associated with Technology Management like technology forecasting, technology strategy, technology acquisition, technology audit, technology diffusion, technovation etc.
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.
Topics that will be emphasized in this class include
Technology Strategy
Development of Technological capability
Innovation management
Technology management and business competitiveness interface
Technology adoption
E-business and Virtual Corporation
http://phpexecutor.com
Technology commercialization strategy for a multidisciplinary R&D institutions such as GRO and CRO under new research and business development (R&BD) paradigm
It includes concepts of Technology Management along with key concepts associated with Technology Management like technology forecasting, technology strategy, technology acquisition, technology audit, technology diffusion, technovation etc.
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.
Topics that will be emphasized in this class include
Technology Strategy
Development of Technological capability
Innovation management
Technology management and business competitiveness interface
Technology adoption
E-business and Virtual Corporation
http://phpexecutor.com
Technology commercialization strategy for a multidisciplinary R&D institutions such as GRO and CRO under new research and business development (R&BD) paradigm
Interventions required to meet business objectives - from Forecasting Methods,
Forecast Accuracy / Error Reduction,
Integrate – Sales Forecast / Production to undertaking a CPFR
transfer of technology strategies and working plans and the impairments to TOT have briefly elaborated
UIA Malaysia
Syed absar kazmi
Engrabsarkazmi@gmai.com
The laws of nature ultimately limit technological improvement in any field. For
example, the number of transistors that can be placed on a silicon chip is
limited by the crystal structure of silicon. Most industries are however far from
these limits, and they are much more likely to come up against practical
technological limits. For instance the efficiency of today's car engines can
greatly be improved, when the operating temperatures can be increased.
Current alloys however cannot withstand these temperatures, but there are
materials such as ceramics that can operate at these temperatures. The
problem, however, is that ceramics are not practical to use because of
characteristics like their strength. Ongoing research is taking place in this
field.
This presentation explains importance and genesis of quality assessment framework used by NAAC for assessing quality of education in higher education institutions
Scientific discovery, Steps in scientific discovery process, Difference between science & technology, Impact of technology on national and organizational progress
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
Management of creativity; Stimulating individual creativity ... Lateral thinking , Checklists, Morphological analysis;; Stimulating group creativity ... Brainstorming, Slipwriting;; Edward De Bono's Six Thinking Hats...
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
Reasons for failure of innovation; Economics of innovation; Importance of innovation management; Innovations strategies for a nation and an organization; Traits of innovative organizations; Types of innovative organizations; Management of innovation
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
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
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.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
2. What is Technology Transfer ?
• Technology Transfer is the process by which
technology is disseminated.
• It involves communication of relevant knowledge by
the Transferor to the Recipient.
• It is in the form of technology transfer
transaction which way or may not be a legally
binding contract.
3. What is Technology Acquisition ?
Twoterms technology transfer and technology are
normally used interchangeably.
The verb “Acquire” means
• To come into possesion of; get as one’s own
• To gain for oneself through one’s actions or
efforts
Technology Acquisition is the process of acquiring a
new technology, new product, process or service ;
by efforts of an individual or an enterprise or any
other macro entity. This process can be conducted
either internally or externally to the enterprise.
4. Types of Technology Transfer
• Scientific Knowledge Transfer, Direct Technology
Transfer, Spin-off Technology Transfer
• Informal Technology Transfer & Formal
Technology Transfer
• Internal Technology Transfer & External
Technology Transfer
5. Internal Technology Transfer
Internal Technology Transfer refer to such technology
transfers / investments where control on the
ownership & usage of technology resides with the
transferor.
It is a complex process involving following decisions:
• Timing : When to introduce new technology /
products in the market?
• Location : Where to transfer new technology /
products?
• Multi-functional teams --Which staff members
should be involved in transfer process ?
• Communication methods & procedures – What type
of Communication methods & procedures be
adopted to facilitate transfer ?
6. Barriers to Internal Technology Transfer
• R & D goals are not known to Production Department.
• Difficulties in stopping current production to test
new products / processes
• R&D Department does not understand needs &
capability of Production Department.
• In general, Production Department is resistant to
innovation and is bound by routine.
• Non-linkage of new technologies to marketing /
customer needs.
7. Overcoming Barriers to Internal
Technology Transfer
• Top management support and participation in the
transfer process
• Providing supportive organizational culture
• Use of multi-functional teams in the transfer
process
• Ensuring effective communication in the organization
• Bringing R&D closer to production.
• Rotation of few person between R&D and production
• Linking & participation of marketing elements in the
transfer process.
8. Steps in Internal Technology Acquisition by
a firm
1. Planning new products / services / processes to be
offered – planning must incorporate voice of the
customer & user needs
2. Screening new products, processes or services – only
viable / feasible items be offered as only one out of
4/5 becomes a commercial success.
3. Initiating development process – must be properly
designed and carried out so that it facilitates
success. Enterprises should
a. Consist of temporary system capable of adapting to
dymanics of change
b. Organize the systems around problem solving
9. Steps in Internal Technology Acquisition
by a firm
c. Have flexible management system & replace rigid
management system
d. Use multi-functional teams.
e. Proper integration between R&D, Production &
Marketing sub-systems
f. Ensure effective communication
4. Carrying out trial production on small scale and test
marketing
5. Improving design & production processes based on
experiences / feedback
6. Commercialization i.e. mass production & sales
10. External Technology Transfer
• In these transfers, control on the ownership &
usage of technology usually does not remain with
transferor and it passes on to the recipient, like
joint venture with local control, licensing agreement
etc.
11. External Technology Transfer
Successful external technology transfer depends upon
following factors:
• Type of the technology being transferred
• Complexity of the technology being transferred
• Transfer mechanism selected
• Relationships between the parties – building of
mutual trust
• Core competencies of the parties & compatibilty
thereof
• Organizational culture of the parties & mutual
understanding thereof
13. Why External Technology Transfer
• Technology already developed saves time & efforts
• Sometimes Growth objectives or competitive goals
cannot be reached through internal development
• Lack of risk taking ability for innovations
• Lack of internal resources (physical & human) for
innovation
• Firm does not have core competencies to deal with
complex technological developments.
• Need to keep up with competitors
• Need to cope up with acceleration of technological
change
• As a part of firm’ strategy --- let other firms take
big risks & it will purchase technology
developed by them.
14. Barriers to External Technology
Transfer
• Associated costs – usually high prices are required
to be paid in the form of royalities, technical &
knowhow fees etc over medium to long term period
• Appropriatesness of technology i.e. its suitability to
core competencies and market needs is always a
point of discussion and investigation
• Heavy reliances on foreign technology- may make
transferee / recipient technologically dependent on
external technology providers / transferors even
for small issues
• Lack of mutual trust between two parties may hinder
full & timely transfer
15. Barriers to External Technology
Transfer
• There is risk of loss of control over technology and
the transferee / recipient may use technology in an
arbitrary manner
• Transfer may render existing technology & its
related products / services / processes obsolete
• Transferee may turn a potential competitor in
future.
• Mismatch in core competencies of the transferor &
transferee may create difficulties in transfer
• Different organisation cultures may create
difficulties in transfer
• Lack of effective communication between the parties
may also create difficulties in transfer
16. Overcoming Barriers to External
Technology Transfer
• Proper & well defined technology transfer
agreement should be signed
• Proper assessment / evaluation of appropriateness
of technology
• Proper assessment / evaluation of compatability of
core competencies of the parties
• Building pre-agreement relationships so as to
develop mutual trust and so as to understand culture
of opposite parties
• Seeking cross cultural training
• Ensuring effective communication
• Anticipating problems and adopting measures for
facilitating transfer
17. Steps in External Technology Acquisition by
a firm –
1. Identification of Need
2. Developing list of suitable technology providers
3. Short listing / selecting suitable technology
providers on the basis …. Cultural compatibility,
compatibility of core competences, appropriateness
of technology, technical feasibility etc
4. Negotiation
5. Agreement
6. Payments as per agreement
7. Transfer of specifications, blueprints, designs,
documents, CDs to purchaser
8. Training of technical personnel of purchaser
18. Modes of Payment for Technology
Transfer
• Lumpsum payment or periodical instalments
• Royalities as a %age of sales over next few years
• Cross-licensing agreements
• Contracted supply of output
• Issue of equity shares in lieu of technology
transferred
19. Acquisition of Technology By Nation
• What factors influence acquisition decision?
• What are national strategies for technology
acquisition?
• Methods of technology acquisition by a nation
20. Methods of Technology Acquisition By Nation
• Attracting TNCs / MNCs
– Through direct measures viz. making a positive list
of industries open to FDI
– Through indirect measures - viz by offering
incentives & subsidies
• Attracting TNCs / MNCs into natural resource
processing & inducing greater value additions
• Using TNCs / MNCs to attract / encourage their
overseas suppliers to invest into country
• Improving skills & training of local technologists by
involving TNCs / MNCs
21. Methods of Technology Acquisition By Nation
• Developing industrial parks / technology parks to
attract high technology investors
• Offering incentives to existing investors to move to
more complex technologies and to increase or
upgrade technological R& D base
• Changing competitive environment and existing
incentive structure to encourage world class
technology & management
• Improving technological access for local firms for
outsourcing / technology transfer
• Collecting, organising & disseminating information
about technology development
22. Regulation of Technology Transfer By Nation
• The regulation is undertaken in two directions:
– Regulation of import of technology / technology inflows
– Regulation of export of technology / technology outflows &
Setting up of Joint Ventures (JV) and Wholly Owned
Subsidiaries (WOS) Abroad
• Why regulation of import of technology? – What are
advantages & disadvantages of import of technology?
• What are – Guidelines on import of Foreign Technology into
India?
• Why regulation of export of technology? –What are advantages
& disadvantages of export of technology?
• What are – Guidelines on Export of Technology & Setting up
Joint Venture & Wholly Owned subsidiary abroad?