tech innovation s7_trm
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Learn the overview and Development of technology road map for science and technology driven companies.TRANSCRIPT
ATOA Scientific Technologies Engineering Simulation For Innovation
Technology and Innovation Management: S7 Technology Roadmap Raj C Thiagarajan, PhD
To
SIBM SIII MBA Students
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Technology Roadmap
2
• What ?
• History
• Principles
• Process
• Concepts
• Types
• Samples
• Case
• Managerial Implications
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Strategy, Innovation,
Technology Operations
Overview
3
• Technology management
– Integrates strategy, innovation, Operations, product, process.
– Knowledge transfer for Push pull management.
• Technology road mapping represents a powerful technique for supporting technology management and planning in the firm.
Commercial perspective
Technological perspective Te
chn
olo
gy P
ush
Market P
ull
Environment
Firm
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Definition
4
• Technology road mapping is an effective technology planning tool to help identify product needs, map them into technology alternatives, and develop project plans to ensure that the required technologies will be available when needed.
– Industry definition
• A road map is an extended look at the future of a chosen field of inquiry composed from the collective knowledge and imagination of the brightest drivers of the change in that filed
– definition by an advocate
• Bridges the Business and Technology environment
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Roadmap Simplified
5
Current STATUS Where are We now?
FUTURE VISION
Where you
want to Go?
How to get There? Technology Roadmap is a powerful tool to get there
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Roadmapping
approach
supports
integrated
strategic
planning
1970 1980 1990 2000 2010
Strategic
planning
Take up in
electronics
sector,
defence
and
aerospace
Semiconductor
Technology Roadmap
Take up in
other sectors
- companies
- consortia
- government
Motorola develops
technology
roadmapping
approach
Co-evolution
Forecasting
Policy Foresight
Futures & Scenario planning Science fiction
Evolution of technology road mapping
Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Roadmap Benefits
• Facilitate the integration of new technology into the business
• Support for company strategy and planning processes
• Identify new business opportunities for exploiting technology
• Provide top level information on the technological direction of the business
• Support communication and co-operation within the business
• Identify gaps in market and technical knowledge
• Support sourcing decisions, resource allocation, risk management and exploitation
• High-level integrated planning and control - a common reference / framework
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Types and level
8
• International Technology Roadmaps
• National Technology Road maps
• Industrial Technology Road maps
• Product, Process, Innovation, and Technology roadmaps
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Anatomy of a Roadmap
9
Time
Market M 1 M 2
Product P 1 P 2 P 3
P 4
Technology T 1
T 3 T 4
T 2
R&D
programmes
RD 1 RD 2 RD 4 RD 6
RD 3 RD 5
Resources
Capital investment / finance
Staff / skills
Supply chain
Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Concurrent
10
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Subcarrier function
1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 Year
Tuning Push button Push button - Synthesizers Touch pad - Synthesizers Voice actuated
Selectivity Ceramic resonators SAWs Digital signal processors
Stereo Paging Data Maps
IC technology Linear 5u CMOS 3u CMOS 1u CMOS
Display LEDs Liquid crystal Fluorescence
Vehicular LAN Single wire Glass fibre
Digital modulation 500 kHz bandwidth
PRODUCTS
RECEIVER 1 RECEIVER 2 RECEIVER 3 NEXT GENERATION FUTURE GENERATION
Stereo Plus: Scan Seek
Plus: Personal paging
Plus:
Stock market Road information Remote amplifiers Remote controls
A NEW SERVICE
Super Hi Fi
Local maps
Source: Willyard & McClees, 1987
Motorola Roadmap Matrix • summary of product plans and technology forecast
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Where you can use ?
12
• Product Planning
• Service / capability planning
• Strategic planning
• Long-range planning
• Knowledge asset planning
• Program planning
• Process planning
• Integration planning
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Product Planning
13
• Most common type of technology roadmap, relating to the insertion of technology into manufactured products, often including more than one generation of product.
• Example: A Philips roadmap, where the approach has been widely adopted (Groenveld, 1997). The example shows how roadmaps are used to link planned technology and product
Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Strategic Planning
14
• Includes a strategic dimension, in terms of supporting the evaluation of different opportunities or threats, typically at the business level.
• Focuses on the development of a vision of the future business, in terms of markets, business, products, technologies, skills, culture, etc.
• Gaps are identified, by comparing the future vision with the current position, and strategic options explored to bridge the gaps.
Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Knowledge Asset Planning
15
• Aligning knowledge assets and knowledge management initiatives with business objectives.
• This form of roadmap has been developed by the Artificial Intelligence Applications Unit at the University of Edinburgh
• (Macintosh et al., 1998), enabling organizations to visualise their critical knowledge assets, and the linkages to the skills, technologies and competences required to meet future market demands.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Process Asset Planning
16
• Supports the management of knowledge, focusing on a particular process area (for example, NPI, TQM)
• Focusing on the knowledge flows that are needed to facilitate effective new product development and introduction, incorporating both technical and commercial perspectives.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Integration Planning
17
• Integration and/or evolution of technology, in terms of how different technologies combine within products and systems, or to form new technologies (often without showing the time dimension explicitly).
• A NASA roadmap, focusing on ‘technology flow’, showing how technology feeds into test and demonstration systems, to support scientific missions.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Time
Un
cert
ain
ty /
risk
of
pre
dic
tio
n /
inve
stm
ent
Short term Medium term Long term
Operations Innovation Strategy
qualitative focus quantitative focus
What to manufacture?
How many of each model?
What materials to order?
Which products?
Which markets?
What cost?
Which technologies?
New (?):
- Markets
- Products
- Technologies
- Capabilities
- Organisational structures
- Distribution channels
- Competition
Time is a key dimension…
Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
www.modilis.com/roadmap.htm
Display technology
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management 20
• Technology
• Product
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Vision 2050 Roadmap
21
• Source:
• Vision 2050, The new agenda for business, Project report of the World Business Council for Sustainable Development (WBCSD),
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
PLC
22
Source: Karnchana Choomon and Nopporn Leeprechanon, A literature review on technology road-mapping: A case of power-line communication, African Journal of Business Management Vol. 5(14), pp. 5477-5488, 18 July, 2011
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Building a Technology Roadmap
• STEP 1: What do you do Now?
• STEP 2: How do you do it?
• STEP 3: Where are you today?
• STEP 4: Where do you want to be?
• STEP 5: How are you going to get there?
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Market
Business
Product
Service
System
Technology
Resources
Innovation
System
Structure
(taxonomy)
Scaleable
(hierarchy)
Portfolio
Scenario
STEEPI (Social, Technological,
Economic, Environmental,
Political, Infrastructural
Trends & Drivers)
Linking
grids
SWOT (Strengths,
Weaknesses,
Opportunities,
Threats)
Market
Drivers
Valuation /
Balanced scorecard
Foresight
Technology Intelligence
t
Roadmapping Tools
Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
0
5
10
15
20
25
30
35
40
45
50
Starting up
the TRM
process
Developing a
robust TRM
process
Roll-out of
the TRM
process
Keeping the
TRM process
'alive' on an
ongoing
basis
Other
Re
sp
on
se
(%
)
Source: CTM survey, 1999
Roadmapping challenges
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
time
Business /
Market
Product /
Service /
Production
Technology /
Resources P
rod
uct
fea
ture
s
Business / Market drivers
Product features
Tech
no
log
y so
luti
on
s
Technology
Roadmap
Analysis
Grids
Structure and prioritisation
Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
TimeNow + 2 y + 5 y + 10 y
Dri
vers M
ark
et
(ex
tern
al)
Bu
sin
es
s
(In
tern
al)
Pro
du
ct
Tech
no
log
yR
eso
urc
es /
Oth
er
Roadmap framework supports
management of strategic innovation
Fundamental
questions
When?
Why?
What?
How?
Push
Pull
Information
type
Drivers
Strategy
Needs
Form
Function
Performance
Solutions
Capabilities
Resources
Vision Current Route forward Perspective
Technology
Infrastructure
Resources
Combine multiple perspectives
Product
Service
System
Market
Commercial
Business
Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
0 10 20 30 40 50 60 70 80
Clear business need
Desire to develop effective business processes
Company culture & politics supported
participation / progress
Right people / functions were involved
Commitment from senior management
Required data / information / knowledge available
Timing of initiative was appropriate
Clear and effective process for developing TRM
Effective tools / techniques / methods
Effective facilitation / training
Other
Response (%)
Source: CTM survey, 1999
Success factors
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Barrier to success
29
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
T-Plan
30
Source: Phaal et.al, Technology road mapping: linking technology resources to business objectives, Robert Cambridge.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Elements
31
Where we are now GAP Where we want to be in futur
Business /
Market
Manufacturer
Contract Developer
No Growth
“No” IP pipeline
Market and Application Knowledge
Understanding risk
Track Record In R&D
Sufficient resources to accommodate any failures
Innovating/own IP
Exploiter/Deliverer
Fast growth
Good Manufacturer
Capability /
Products
Devices
Market area 1, 2
Manufactureand assembly
Regulatory
IP generation
Experience in Regulation & Application
No product pipeline
Resourcing for R&D
Advanced products
New products
Technology
(Critical)
Device know-how
Eng. Sci & Dev Eng.
Manufacturing know how
Science Gap, No Pipeline
Critical Tech elements
Lack of market understanding
Key technology area 1
Phyiscsm Chemistry,Science
Engineering & Manufacturing
Organisation Two companies
At least two cultures
Hierarchical/rigid
Ops dominated
IP generation exploitation skills
Risk taking/empowerment
Entrepreneurship
Institutionalised geographic separation
Three cultures - Ops/PM/R&D
One company (coherent)
High reward - high performance
networked and knowledge-based
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Factors to bridge the gap
Market Identify future of market sectors A & B and key application
Establish contacts with key consumer groups
Establish contacts with key stakeholder groups 1, 2 & 3
Business Survey customers for their requirements
Communicate strategy (shareholders)
Product Resource planning
IT strategy
Technology Agree and communicate strategy
Identify resource requirements and start recruitment and training
Focussed review of informatics & formulation resource needs (people/facilities)
Communicate market knowledge
Review project portfolio - focus on critical few (matching market / stop doing some things)
Generate key technology strategy and timeline
Develop knowledge management tools
Organisation Establish R&D organisation
Clarify roles and relationships S&T/R&D/Advanced Services/Man Tech
Develop organisation objectives / vision metrics
Succession management
Develop and implement skills
Design, train and implement culture change
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Implementation Process
33
Phase I. Preliminary activity
Define the scope and boundaries for the technology roadmap. Satisfy essential conditions.
Phase II. Development of the Technology Roadmap
1. Identify the “product” that will be the focus of the roadmap.
2. Identify the critical system requirements and their targets.
3. Specify the major technology areas.
4. Specify the technology drivers and their targets.
5. Identify technology alternatives and their time lines.
6. Recommend the technology alternatives that should be pursued.
7. Create the technology roadmap report.
Phase III. Follow-up activity
1. Critique and validate the roadmap.
2. Develop an implementation plan.
3. Review and update.
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Process Flow
34
• Top management
• Senior management
• Mid management
• Individual contributors
ATOA Scientific Technologies Pvt Ltd | SIBM , III Semester MBA| Technology and Innovation Management
Summary
Benefits of road mapping:
• A focus for integrated strategic planning
• Can be applied in a wide range of contexts
• Supports communication and network development
Challenges of road mapping:
• Only a tool
• Maintaining the dynamics process
• The process and roadmap typically need to be customised