TIM Flashcards

Question

name the problems affecting insight delivery

Answer 1

* anchoring * cognitive distance * distortion * lack of kudos * repercussions for the messenger

Answer 2

Decision makers must make: * strategic, operational and technological decisions They must understand: * PESTLE * who, what, why, where, when, how? Intelligence teams must therefore provide them with: * identification of opportunities and threats * assessment of art and profile of trends To do this they need to understand: * market, competitive, technology intelligence by using: * white or black sources * internal vs external sources * tacit vs explicit sources * primary vs secondary sources

Answer 3

* Trawl: making explicit the intelligence information already in house which is not yet formalised * Mine: extracting explicit intelligence info from an internal repository * Scan: keep on top of any technology developments that could impact the business * Target: monitoring the development of new technlogies identified as relevant for the future

Answer 4

Considers business intelligence and technology intelligence to consider new opportunities

Answer 5

Identification Assessent of opportunities * context * Define clear framework by discussing motivations and TRLs * Importance to the business vs competitive position * Define what knowledge is needed * evaluation * internal, technology and partner issues * absorptive capacity, cannibalism * options * regulate the relationship, ownership, financial exploitation * different technology development paths Negotiation Transfer

Answer 6

1. Acquire early and develop 2. Acquire once developed 3. Work in partnership to develop the product/technology innovation

Answer 7

Strategic roadmapping is not technology roadmapping (TRM). It is the broader view as emphasized during the lecture. Roadmapping is not a framework for the innovation process only. * Roadmapping is strategy planning tool which can be used across different organizational levels. * Roadmapping framework provides strategic alignment, communication and asks three key questions: * Where do we want to go? * Where are we? * How do we get there? * Roadmapping integrates technology push and pull perspectives. It is a workshop activity where all stakeholders get together and use post-it notes, wall charts and a lot of paper. * It is important that the relevant decision makers responsible for functions are present. * Roadmapping can integrate different other types of analyses, such as SWOT, STEEPL, scenario analysis or technology intelligence. * An important activity to foster communication between different functions. * Difficulties when using roadmapping, such as * keeping roadmaps alive and updating it continuously. Question asks about the alignment of two functional strategies, i.e. * manufacturing and marketing Discuss that those need to be aligned with the corporate strategy, which needs to be considered in the implementation process.

Answer 8

**Technology roadmapping:** Three stages on the horizontal axis: * Where the company is * Where the company wants to be * And how it is going to get there Along the vertical axis: * Why? (commercial perspective) * Market and Business * The drivers, the strategy, and the needs * What? (design and production perspective) * Product, Service and System * The form, the function and performance * How? (technology and research perspective) * Technology, Science and Resources * The solutions, capabilities and resources **Technology Intelligence** *Is the capture and delivery about information to help the organisation develop an awareness of threats and opportunities.* Usually done by setting up an intelligence team to capture information, develop insight and deliver that to decision makers. Decision makers have to make: * *strategic, tactical and operational decisions.* To do this they need to know: * *PESTLE* * *Who, what, where, when, why, how?* Must ultimately develop: * *Assessment of opportunities, threats, art and trends* By building an understanding of: * *Market, competitive and technological intelligence* Technology Intelligence is found from sources that are: * *white/black, secondary/primary, internal/external/ explicit/tacit* TI system needs people, processes and infrastructures. TI systems work through 4 modes: * Mine (aware and known) * Trawl (unaware and known) * Target (aware and unknown) * Scan (unaware and unknown) Must understand the link between the two (roadmap vs TI): * **what info do we need to collect:** * where are we now vs what do we know * where do we want to be vs what do we not know * **what info do we need to deliver** * how do we get there vs what do we need to know * market vs market intelligence * product vs competitive intelligence * technology vs technology intelligence Understand the company. Big therefore potentially: * path dependency * need to generate returns from existing resources * more resources * etc.

Answer 9

Identification: * Internal R&D; * External networks (KTNs); * Patent analysis, * Academic conferences; * Trade shows; * Publications (journals, magazines, other media); * Customers / end users; * Competitors; * Links to universities (funded labs, research, student projects, education, informal links; * Trade associations and professional bodies; * Consultants, Scouting, .. (ii) Selection: * Link to strategy, * Business alignment, Benchmarking, * Feature value analysis, * Competence analysis, * TRM / VRM / trajectories, * Business model, * Path dependency, * Portfolio models, * Valuation techniques (DCF, decision trees, options), .. (iii) Acquisition: * Internal R&D labs, * Transfer from other business units, * Purchase, * Licence, * Partnerships, * JV, Joint / sponsored research with universities, * Acquire company, * Steal / copy, Reverse engineer / tear-down, * Recruit, Open / distributed innovation activities, * Open source / public domain material. (iv) Exploitation: * New product / service / process, * Enhanced product service, * Fusion with existing (internal / external), * Sell Licence (Exclusive vs. non-exclusive), * Open source / give away (UNIX) / donate, * Partnering,.. (v) Protection: * Registered IP (patents, reg. design), * Unregistered IP (copyright), * Secrecy, * Branding, * Retain key staff, * NDAs, * Contracts, * Trickery (false patent trails), * Speed of change, * Get competing ideas banned, * Set standard / Dominant design, * Complexity..

Answer 10

The key issues here are that * medium sized firm, therefore might assume limited capacity to devote time to exploring new technology opportunities. * Answer should reference the five technology management processes from part (a) but focus on the ways in which these might be used in the context of process technology. * Requires them to think about how a technology at its early stage of adoption that is surrounded by lots of information‘noise’ * (e.g. hard to understand the real costs/benefits, * lots of competing technologies and suppliers, etc) * High levels of technological and market uncertainty might impact on a resource constrained manufacturing firm * (e.g. Is this going to be a key source of competitive advantage in the future? * Can they risk not investing in it? * Where might investment come from? * What sort of timescales? * How might the technology be deployed?). * The basic answer should demonstrate an understanding of the typical technology management challenges facing a medium sized manufacturing firm, and how technology management tools (such TRM, scenario planning, technology intelligence, MvB analysis etc) might be used to help them deal with these challenges. Stronger answers might reflect upon the practical challenges of implementing technology management tools and techniques (often designed and developed by large companies) in a relatively small firm. Better answers should also connect the discussion to issues such as the nature of the company’s strategy and ambition, and the sector within which it is operating. Students could also explore possible different scenarios for the adoption of this technology,ranging from accessing it via a service provider, to transforming the company’s core businessmodel. This could also be considered in the context of different timeframes, and in terms of a phased approach to adoption.

Answer 11

The basic answer should cover: Key issues: * technology-intensive industries are characterised by high levels of technological and market uncertainty, which results in high levels of perceived risk. * One way of managing this is through sharing the risk with others, and also accessing a wider network of resources and capabilities to help reduce the uncertainty. * To do this requires the development of certain collaborative capabilities that build upon the core of MvB / outsourcing. * This should be expanded upon through illustration of forms of collaboration in different companies, technologies and sectors. A better answer might include consideration of: * The impact of the emergence of ‘open innovation’ and the way in which many firms have developed collaborative capabilities for innovation; * The way in which different underpinning technologies may lend themselves to a more collaborative approaches within specific sectors (e.g. the ‘open architecture’model of the PC enabled a wide range of collaborative / outsourcing opportunities), as well as the impact that the Internet and WWW has had on a broad range of sectors to enable more collaboration (for SCM, collaborative design, etc) * The extra dimensions that need to be added to make versus buy decisions when considering early stage technologies.