ifm bi fi dbriefing day collaborative opportunities in technology …€¦ · technology and...

IfM B i fi DIfM Briefing Day

Collaborative Opportunities in Technology and Innovation ManagementTechnology and Innovation Management

Tuesday 13 May 2014

D id P b t D Abi R b Ph lDavid Probert, Dayo Abinusawa, Rob Phaal,

Letizia Mortara, Quan Zhou,

CTM research

Objectives:

• Integrated understanding of science, engineering and businessand business

• Better management of t h ltechnology as a resource

• Help for managers facing practical problems

Agenda• CTM Introduction David Probert

• How can corporate venture capital be used Dayo Abinusawa• How can corporate venture capital be used Dayo Abinusawastrategically?

• The Strategic Technology and Innovation Rob PhaalThe Strategic Technology and Innovation Rob PhaalManagement Consortium

- How is technology intelligence assimilated Letizia MortaraHow is technology intelligence assimilated Letizia Mortarainto decision making?

- Issues for R&D location with a focus on China Quan Zhou

• Questions and discussion All


• How can corporate venture capital be used Dayo Abinusawa• How can corporate venture capital be used Dayo Abinusawastratgically?





How can corporate venture capital p pbe used strategically?

Dayo Abinusawaaa762@cam [email protected]

In the UK CVC units Trending Strategy have closed & attracting

new ones challenging

Recent History

2 Portfolio Strategy

© 2014 Abinusawa

How can corporate venture capitalHow can corporate venture capital be used strategically?AimsUnderstand how investments can be used to strategically

support short as well as long term projectssupport short as well as long term projects

ApproachInterviews about the structure, process and relationships of

Corporate Venture CapitalWorkshops using ”2 Portfolio strategy” technique p g gy q

OutcomesG id C t V t C it l d tf li St tGuidance on Corporate Venture Capital and portfolio Strategy

management to improve coordination of resources for responding to technological (and market) threats and

t itiopportunities

Strategic Technology & Innovation Management Consortium

A practice-oriented research and networking collaboration between industrial partners and the Centre for Technology Management, delivering a

combination of practical and academic outputsp p

2014 Programme Consortium

STIM Concept

2014 STIM Programme

2014 STIM Research Portfolio

1) How technology intelligence is 2) ‘Marketing’ process for2) ‘Marketing’ process for1) How technology intelligence is) gy gassimilated in decision making- Letizia Mortara

) g ptechnology- Clare Farrukh

) g ptechnology- Clare Farrukh

) gy gassimilated in decision making- Letizia Mortara

3) Project and portfolio selection forpre-commercial investigations- Rick Mitchell

4) Capturing the ‘white space’ for R&D- Chris van der Hoven

3) Project and portfolio selection forpre-commercial investigations- Rick Mitchell

4) Capturing the ‘white space’ for R&D- Chris van der Hoven

5) Innovation simulation- Simon Ford

6) Scalable toolkit platform- Clive Kerr

6) Scalable toolkit platform- Clive Kerr

5) Innovation simulation- Simon Ford

7) Visualising portfolios- Clive Kerr

8) Value creation and capture- Val Lynch

8) Value creation and capture- Val Lynch

7) Visualising portfolios- Clive Kerr

9) R&D location decisions - China- Quan Zhou

9) R&D location decisions - China- Quan Zhou

10) Platforms and roadmapping- Nida Wongphanlert

10) Platforms and roadmapping- Nida Wongphanlert

www.ifm.eng.cam.ac.uk/research/ctm/stim

Strategic ‘platforms’ and roadmapping g p pp g(MPhil Project)

• Define the meaning of various strategic platforms (e.g. product and t h l )technology)

• How platforms can be developed using roadmapping tools

• Basic definition: A set of common components, pmodules or parts from which a stream of derivative products can be efficiently d l d d l h ddeveloped and launched

• Contact: Nida Wongphanlert ([email protected])

Existing technology and platform framework

How is technology intelligence assimilated in decision making?assimilated in decision making?

Letizia Mortara, Ying Wan Loh

[email protected]

[email protected] @

Emerging technologiesSource: ubm’s future cities

Emerging technologies

Source: Contour Crafting

Source:www.gizmag.com

Long history 1903

Typography

Photo sculpture

Technology gyPrecursors1960s-70s

Several technologies i li d (RP)

Computing and Digital Informatics commercialised (RP)

1980s- early 90s

Processes used for tooling and casting

Informatics

g gLate 90s

Processes used for production parts

Early 2000s

Machine market expanding sensibly

2010s

Distributed manufacturing?

Technology intelligenceTechnology intelligenceCycle

Insight

Insight assimilation

s g tDelivery

Kerr et al. (2006)

Insight implementation

How is technology intelligence assimilated in decision making?assimilated in decision making?

Letizia Mortara and Ying Wan LohLetizia Mortara and Ying Wan Loh

Aims•Uncover what types of technology intelligence messages get through toUncover what types of technology intelligence messages get through to decision makingApproach•Interviews about the history of decision making about new technologies (e g AM)•Interviews about the history of decision making about new technologies (e.g. AM) •Workshop using “Organisation scan” technique Outcomes•Guidance for technology intelligence and decision makers to improve on communication of early warning signals about technological threats and opportunities

Doing R&D in China: Challenges andDoing R&D in China: Challenges and opportunities

Quan ZhouVisiting PhD student at CTM

Zhejiang University/University of Cambridge

Philips Research China

In-car air purifierSoy milk maker

About the topicSetting up product design, development, engineering andresearch in emerging counties like India and China is a globaltrend for multinational companies in recent decade. Whilstmultinational companies from the west has long being doing R&Doverseas, the unique challenges and opportunities in emergingoverseas, the unique challenges and opportunities in emergingcountries might require a strategy that involves careful analysis ofthe location-specific context.

Main questions to be addressed

How can we better understand and manage R&D in China?

Why China?The quantity and quality of scientific production,2011N b f d t d t fWhy China?

Environment

Number of documents and percentage of world's top-cited

Environment•Availability of talents•Science and technology ecosystemecosystem•Infrastructure

M kMarket•Specific market demand and preferences•Proximity to manufacturing base•Fast response to market

Policy•Government regulations•Local standardLocal standard

Who is there?Almost everyone ( >1,500 R&D units;150,000 R&D personnel)Multinational companies and specialised R&D

What do they do?Global for localLocal for localLocal for Global (reverse innovation, basic research)

Where are they?Shanghai: 1/3 of the companiesBeijing: policy incentiveXi’an, Hangzhou…..: regional innovation resources

What’s troubling them?Top Seven Capabilities for Innovation in

Chinatop challenges for foreign

enterprise in China

What s troubling them?

(1=low importance, 5=high importance)

Source: Booze, 2013 China Innovation surveySource: Deloitte China, 2011

What can we do?Entry and growth strategy• Risk assessmentJ i G fi ld

C i

• Joint‐venture v.s. Greenfield • Scale of R&D activities

Creating synergy • Global R&D networks• Balance between local autonomy and mother company control

Embedding into the local science and technology ecosystem• Building trust with local science and technical communityBuilding trust with local science and technical community• Government relationship• Domestic S&T funding/subsidy

Intellectual property protection• Patent protection• Staff retentionStaff retention

How do I propose to do it?

Lessons learned(Literature review): ongoingInterview: what are your company’s concerns?y p yTailed report: managerial suggestions

Thank youFeedback & suggestions are more than welcome

Questions and discussion

Contact:

David Probert [email protected] @Dayo Abinusawa [email protected] Phaal [email protected] Mortara [email protected] Zhou [email protected]

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