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ทามกลางกระแสโลกาภวฒนทมการเปลยนแปลงอยางตอเนองของเทคโนโลย

Economic Development

TECHNOLOGY

HOW did we get to the era of industrialization?

WWII

1800 1860 1910 1960 2000 20XX

1800: Stream engine & Textile Industry 1860: Steel & Ironmongery1910: Electrotechnics& Chemistry1960: Automotive & Petrochemistry2000: Information Technology20XX: ???

Biotechnology & Nanotechnology

Source: 1. Leo A. Nefiodow: Der sechste Kondratieff - Wege der Produktivität und Vollbeschäftigung im Zeitalter der Information

Development of Technology

The Long Wave Cycle

Betz suggests the following sequence for the long wave process:1. Discoveries in Science create phenomenal base for technological

innovation2. Radical and basic technology innovation creates new products3. These products create new markets and new industries4. The new industries continue to innovate in products and process,

expanding markets5. As the technology matures, many competitors enter internationally,

eventually creating excess production capacity6. Excess capacity decreases profitability and increases business failures

and unemployment7. Subsequent economic turmoil in financial markets may lead to

depressions8. New Science and Technology may provide the basis for new economic

expansion

Definition of Technology

• Technology is in its purest essence, knowledge-knowledge to solve our problems and pursue our goals.

• Technological Innovation is thus the creation of new knowledge that is applied to practical problems.

What is Technology?

• All knowledge, products, processes, tools, methods, and systems employed in the creation of goods or in providing services

• The way we do things• Practical implementation of knowledge• Hardware, machine, computer ???• Should includes software, human skills

Research Invent Commercialise Market

Nature Science Technology Economy Utility

Existnaturally

Discovernature

Manipulatenature

Embednature

Usenature

The World as Material The World as Money

Source : Betz, F. (2011), Managing Technological Innovation : Competitive Advantage from Change, John Wiley & Sons

TECHNOLOGY

The Evolution of Product Technology

Technology can be associated with products, production, service or marketing

Product innovations lately effect the people live and workTechnologies converted into products contributed to economic

growth and prosperity and improve overall quality of lifeFrom power generation to steam power, radio signal, electric

power generation, telephone, air conditioner, automobile, airplane, television, jet engine, copy machine computer, spaceship, laser, satellites, composite material, fiber optic, MRI scanner, new drugs, software, telecom, genetically engineered products

Technology and Sustainable Growth

Competitive Enterprise

Sustainable Economic Growth

Economic System

Technological Capabilities

Trade

Spinning out Technology

Technology

conversion

Marketneeds

Society needs

Production

The CustomerStandard of living, social and

environmental issues

Technology creation

or acquisition

Factors Contributing to Wealth Creation

Technology

Capital

Public and Environmental Policy

Market

Natural Resource

Labor

Wealth Creation

Technological Innovation and Economy

• Innovation is becoming a core in national economic policy– UK office of Science and Innovation sees innovation as “the motor of the

modern economy, turning ideas and knowledge into products and services”. (Department of Trade and Industry (2003) Competing in the Global Economy: The Innovation Challenge, Department of Trade and Industry, London)

• Statistics Canada : SMEs– Innovation is consistently found to be the most important characteristic

associated with success.– Innovation enterprises typically achieve stronger growth or are more

successful than those that do not innovate.– Enterprise that gain market share and increasing profitability are those that

are innovate.• In Japan Gross Domestic Product :

– From 1971 to 2003– GDP economy increasing and innovation

INNOVATION

Technological Advancement and

Economic Development

MOT and Competitiveness

MOT play a major role in creating and maintain competitiveness in the global arena

MOT activity are undertaken at national, international, macro, micro levelAt Macro Level, the country must be able to:

Create an economic growth policy, technology policy is a major contributor to the economic strength

Provide infrastructure to support and facilitate enterprises Planning for HR development as a part of technology development Encourage cooperation between government, industry and education and research

institutions Energize and support technological innovation and develop plan to enhance

creativity and support R&D activities Issue legislation and regulation to protect environment and strengthen social

structure

MOT and Competitiveness

The scale of domestic markets and openness of global marketThe ability to continually modernize plant and equipment in

industryCollaboration between industry and university and governmentNational saving and the level of industrial investmentNational Policy supports to enhance adoption, adaptation,

diffusion of technology and know-howThe development of the human, physical, financial, regulatory and

institutional infrastructure to attract the investmentPublic support of generic and domestically developed technologies

21

MEASURING GLOBAL COMPETITIVENESS

142 Nations

World Competitive Ranking

Technology and National Economy

• Developed economies are identified with countries that properly use technology for the creation of wealth

• It is not the technology itself that creates the wealth, rather, it is the appropriate and effective use of it

• Proper management of all low or medium level technology can still create a certain competitive advantage and be effectively used for wealth creation

MOT and Competitiveness

• The Comparative strength of a nation’s technical enterprise depend on:– The strength of the national research enterprises– The quality of technical education– The presence of a large pool of technical talents– The strength of information technology infrastructure– The ability to cultivate individual creativity and initiative– Synergy between basic research and downstream technical

activity such as design and production

Science, Technology and Innovation

• Thomas Alva Edison (registered over 1000 patents)– Products including light bulb, 33 mm cinema film… electric

chair.– Making inventions work technically and commerically– He created a business empire worth 21.6billion in 1920.– He really use an understanding of the interactive nature of

innovation, realizing that both technology push (which he systematized in one of the world’s first organized R&D laboratories) and demand pull need to be mobilized.

Source : Tidd,J. and Bessan, J. (2009), Managing Innovation: Integrating Technological, Market and Organizational Change, p. 15, John Wiley & Sons, Ltd.

New Scientific and Business Knowledge

• Superglue 1951– A young chemist discovered the sticky substance when he was

charged with finding a clear plastic that could be used to cast precision gun sights.

– Chemical compound that stuck together– Then several years later; working on an adhesive for jet plane

canopies. A fortuitous mistake in the lab led to his team of sciencetis realising they had a super sticky adhesive.

– During Vietnam War, Superglue were used to stop soldiers from bleeding out before they could get more medical attention.

– A few decade later, superglue has become consumer products

Source: Sheppard, B. et al. (2006), Leading from the center: Discovering creative solutions to everyday challenges, Dearborn Trade Publishing A Kaplan Professional Company.

INDUSTRIAL CLUSTERS

Figure 1: Indicative Issues, Actors and Activities in a Simple Science, Technology and Innovation System

Social and Human Capital

Universities S&T Training and Education

Absorptive Capacity ‘Follower’ firms; Intermediate and End Consumers and Professional Users Market for Goods and Services

Research Capacity

Universities; Govt Laboratories Basic Scientific Research

Technology and Innovation Performance

‘Creative’ Firms Applied RTD and Product /Process Development

Knowledge Users

Knowledge Creators

Public Sector

Private Sector

Nauwelaers, 2003

National System of Innovation

Macroeconomic and regulatory context

Communicationinfrastructures

Education and training system

National innovation capacity

Product and factor market conditions

COUNTRY PERFORMANCEGrowth, job creation, competitiveness

Knowledge generation, diffusion & use

Global innovation networks

National innovation system

Clusters of industries

Reg

iona

l in

nova

toin

sys

tem

sFirms’

capabilities& networks

Supporting institutions

Science system

Other research

bodies

Corporate governanceand finance

A generic national innovation system (Arnold, E., Kuhlman, S, 2001, RCN in the Norwegian Research and Innovation System. Available at www.technopolis-group.com)

The need to tailor packages of support to different types of

companies

InnovationDomain

R&DDomain

IndustryPolicy

Financial and Fiscal policy

Regional Development

Policy

TradePolicy

Health andSafety Policy

Environment Policy

Competition Policy

R&DPolicy

SectoralGeneric

Macroeconomic Policy

EducationPolicy

Employment Policy

InnovationPolicy

DefencePolicy

Consumer Protection

Policy

Human CapitalDomain

FinanceDomain

IPR Policy

Linkage Policy

Source: Policy mix project, European Commission. http://rid.intrasoft-intl.com/PolicyMix/index.cfm

External

influence

External

influence

External

influence

External

influence

R&DDomain

Other Key

Domains

R&D domain: public and private R&D performers, e.g. universities, research institutes, government labs, high tech SMEs, large firms etc.

Other key domains: e.g. private sector firms (Innovation domain); financial institutions (Finance domain); educational establishments (Human Capital domain)

Direct policy impacts on R&D domain

Direct policy impacts on other domains

Indirect policy impacts on R&D and other domains

External influences on all domains

National Innovation Systems in Emerging Markets

• South Korea and Taiwan:- 50 years ago both were poor countries- Their governments promoted research and technology setting up important university research institutes- Firms were encouraged to do R&D- Initial approach was reverse engineering and technology transfer from the rich world- Later graduated to developing world class innovations

• China and India:- Began with large populations but small % highly educated- China has encouraged FDI and technology transfer- India less open, but in 1990s expanded higher education- Indian firms have focused on pharmaceuticals and software

Finding Prosperity : The Innovation Economy

Innovation Economy

Nano

Bio

IT

Neuro

Democracy

Education

Research

Jobs

Open Markets

Capital

38

Function

Quality

Experience

Feature

Economic Development

Cust

omer

Val

ue

บรณาการเทคโนโลยใหสอดคลองกบการวางแผน เชงกลยทธ การจดการโครงการ การวจยและพฒนา

INNOVATION & DAILY LIFE

INNOVATION & DAILY LIFE

Business Objective of Product & Process Innovation

• Improve product quality• Increase market shares• Fulfill regulations and standards • Reduce environmental effects• Learn about new technologies • Reduce production cost/ improve yield • Improve production flexibility, cycle

time, work condition

How to drive organisation development under dynamic change and fierce competition?

• Understand Business Process– Understand Business Competitiveness– Understand Business Process– Understand Measurements

• Understand Strategic Management– Understand the term Strategic Direction– Understand Strategic Management Process

• Understand Technology and Innovation– Understand the concept and the importance of technology and

innovation– Understand the way to create innovation in an organisation

WHAT does business do?

FIRM

Strategy

Sale

Operation

Investment

The Organisation Level and Decision Making Flow

Strategy

Operation

Project

Production Process

Input Process Output Outcome

Productivity MeasurementEfficiency MeasurementEffectiveness Measurement

Business Strategic Management

• Strategic planning is a management tool, period. As with any management tool, it is used for one purpose only: to help an organization do a better job - to focus its energy, to ensure that members of the organization are working toward the same goals, to assess and adjust the organization's direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future.

Strategic Management

Portfolio ManagementProject Management

Business ManagementOperational Management

Strategic Management Strategy

Marketing

Project Project

Production

Project

Finance

VisionMission

Primary Business Concept for Innovation Management

• Business Strategic Management• Value Chain• Process and Measurement• Strategy Map• Balanced Scorecard

Value Chain

Inbound Logistics

Operation Outbound Logistics

Marketing & Sales

Customer Services

Firm Infrastructure

Human Resource Management

Technical Development

Procurement

Primary Activities

SupportiveActivities

Profit Margin

Organisation : Value Chain

Source: Porter and Kramer (2006), Strategy and Society : the link between competitive advantage and corporate social responsibility, Harvard Business Review.

Ample InventoryOn Side

Ease ofTransportAssembly

KnockDown

Packaging

HighTraffic

Ample Car parking

SupplierRelationship&

BargainingPower

100%Outsource

Design-easyto-produce

CustomerNeeds

Analysis

Real-TimeService

LimitedLabour

Eye-CatchingVariety

ofProduce

IT SYSTEM Layout & LocationAdvantage

Modern PracticeDesign

EfficientManufacturing

Practice

Facilities and services SafetyMerchandise

Technology

Management team

fin

cust

int

L&G

เพมความสะดวกสะอาด

ปรบปรงระบบการจราจร

เพมความพงพอใจของรานคา

พฒนาระบบ IT

รกษามาตรฐานความปลอดภยของลกคา

มสวนผสมของรานคาทตรงกบกลมเปาหมาย

ทมบรหารมการบรหารงานอยางมประสทธภาพและประสทธผล

ผบรหาร/บคลากรมเปาหมายรวมกน

ผบรหารและบคลากรไดรบการพฒนาอยางตอเนอง สรางแรงจงใจ

ทเหมาะสม

จน.รานคาเพม

จน. Traffic เพม

รานทม Brand มาอยในหาง ชอ Fashion ตดตลาด

เพมกำาไรเพมรายได ควบคมตนทน

เพมความพงพอใจของลกคา

Business Model

StrategyMap

การประเมนผลการปฏบต

งานBalancedScorecar

d

เงนรางวลRewards

แผนผงเชงยทธศาสตร

เปาประสงค เปาประสงค ตวชวด

คณภาพการใหบรการ

ประสทธผลตามยทธศาสตร

มต

พฒนาองคการ

ประสทธภาพการปฏบตงาน

การประเมนผลการปฏบตงาน

วสยทำศน.............................ยทธศาสตร..........................เปาประสงค................................ตวชวด..........................

KPI

ประเดนยทธศาสตรRisk Mgt.

SystemActivities

SWOT Analysisแผนปฏบตการ

แผนยทธศาสตร

Benchmarking

Strategy Formulation

Strategy Implementation

SWOT

Action Plan

Vision

Strategic IssueGoal

(KPI / target)

Strategies

แผนปฏบตราชการ 4 ป

แผนการบรหารราชการแผนดน (2548-2551)

Risk Assessment & Management

Structure Process/IT

Rule & Regulation

People/Culture

Alignment

Blueprint for Change

Strategic Control

Strategic

Management

Process

ความ วางแผนยทธศาสตร (Strategic Formulation)การ

ตวอยางแนวทาง

Action Plan

Initiatives

Budget

โครงการ(ผรบผดชอบ)

ออกแบบสนคา/ผลต โฆษณา/ขาย/ใหบรการศกษาวจย/หาแหลงวตถดบ

โครงการ(ผรบผดชอบ)

โครงการ(ผรบผดชอบ)

โครงการ(ผรบผดชอบ)

โครงการ(ผรบผดชอบ)

โครงการ(ผรบผดชอบ)

โครงการ(ผรบผดชอบ)

โครงการ(ผรบผดชอบ) โครงการ

(ผรบผดชอบ)

โครงการ(ผรบผดชอบ)

processredesign

capacitybuilding

Gap!!

แผนงานโครงการ

การประเมนผลการปฏบตงานระดบบคคล

Individual Scorecard

การบรหารความเสยง(Risk Management)

(Strategic Implementation) ..ตอ..

Gap!!

Strategy Formulation

Strategy Implementation

SWOT

Action Plan

Vision

Strategic IssueGoal

(KPI / target)

Strategies

แผนปฏบตราชการ 4 ป

แผนการบรหารราชการแผนดน (2548-2551)

Risk Assessment & Management

Structure Process/IT

Rule & Regulation

People/Culture

Alignment

Blueprint for Change

Strategic Control

Strategic

Management

Process

ตวอยางแนวทาง

MeasurementsPerformance Dimensions Types of Measures

Competitiveness Relative market share and position Sales growth, Measures re customer base

Financial Performance Profitability, Liquidity, Capital Structure, Market Rations, etc.

Quality of ServiceReliability, Responsiveness, Appearance, Cleanliness, Comfort, Friendliness, Communication, Courtesy, Competence, Access, Availability, Security etc.

Flexibility Volume Flexibility, Specification and Speed of Delivery Flexibility

Resource Utilisation Productivity, Efficiency, etc.

Innovation Performance of the innovation process, Performance of individual innovations, etc.

Performance Measurement

• Time and Performance were used to define a particular market application in which customers purchase and use a product or service.

• Benchmarking• Productivity• Key Performance Indicators

– Output– Outcome

Organisation and Innovation

Organisation

Technology Innovation Creativity

Process Products/Services

CustomersIncrement

al Radical

Customers

Customers

Competitors Competitors

Products/Services Products/Services

Cycle of Technology Development

• Processes Design Test Rollout

• Actions: Manufacture Market

• Strategies : Innovation Transfer

• Feasibility Studies: Scientific, Technical, Market

Forecast Changes in Technology

Acquire Technology

ImplementTechnology

Integrate and Exploit Technology

External and Internal Strategic Interactions

Technology and Innovation Strategy

People and Capabilities

Information Processing and Knowledge Management

Processes, Procedures, and

System

Organisational Structure

Firm Dominant Logic

Competitive Position

Data and Information

External Sources and

New Technology

Outputs for Customers

StockholdersCompetitors

Politics Laws and Public Policy Suppliers

Other Societal and Public

Groups

Business Strategy and Technology Strategy

Strategic Planning

Strategic Implementation

StrategicEvaluation

Vision:3M : “Be innovative and satisfy our customer”

Microsoft: “Information at your fingertips”GE : To be “Number one or two in every

business”Oracle: “Enabling the information age”

Vision

Mission

Objectives

Goals

Technology PlanningTechnological/Social

Forecasting Technology Assessment

AlternativeScenarios

Technological Strategy (ies)

DesiredScenario(s)

R& D Budget

Allocations

Side-Ways”Production

Side-Ways”Marketing Services

Market Knowledge

Technological Knowledge

Shorter-TermLonger-Term

Strategic Management

• Strategic Formulation– Corporate

• Culture, beliefs, leadership, structure, organisation behaviour

• Strategic Planning : Vision, Mission,• Strategic Implementation

– Change Management• Strategic Evaluation

– Key Performance Indicators : Share Price, Sales, Profits, Patents, Benchmarking

Operational Excellence and Innovation

R&D SUPPORT

CHANGE HAS only BEEN INITIATED since 1980s

Organisational Perspective

Strategic Level

Operational Level

Project Level

Future Directions

Better PerformanceBetter Products and Services

Suitable Product/Service DevelopmentNecessary implementation systemTangible/Intangible Asset Development

Technology and Innovation

Input Process Output

Business Competence and Core Products

• Core competencies manifest themselves in core products that serve as a link between the competencies and end products. Core products enable value creation in the end products.

– 3 M – substrates, coatings, and adhesives.

– Black&Decker – small electric motors

– Canon – laser printer subsystem

– Matsushita – VCR subsystem, compressors

– Hondo – gasoline powered engines

Operations Management

Input ProcessOutpu

t

Suppliers1 Tier

Suppliers2 Tier

Markets and Customer Demands

Distributors

ProductsMaterials

Retailers

CustomersSuppliers

3 Tier

Business Strategy

Internal Innovation Planning

Strategic Level

Business Level

Operational Level

R&D Department

New Product Development

Project

New Product Development

Project

New Product Development

Project

Project Portfolio

Financial Department

Organisation : Internal Innovation Strategic

Planning

Chief Technology Officer

• Do we need technology to support our organisations?

• What innovation can do for our organisations?• What is the role of Chief Technology Officer?• What do we have to know about technological

innovation?

Business Internal Innovation Planning

• A clear vision that firm focuses on innovation• Employee receive the option of spending up to

15 percent of their time each week on projects of their choice.

• Seed money is provided for individuals or groups as they move beyond the idea stage.

• Six or seven percent of revenues are spent on R&D each year.

• The compensation system also includes bonuses based on unit performance.

Canon• In 1982, Canon developed the world’s first all-in-one toner cartridge for copying

machines, dramatically reducing the need for nationwide support and maintenance networks. The technology combined not only the consumables but also Canon’s proprietary technologies, which meant that the company’s intellectual property and its profitability were both embedded in the cartridge.

• In 1990, Canon launched a super-compact inkjet printer that combined the ink tank and the print head in a single disposable unit to make the body of the product inexpensive. However, this resulted in high running costs, earning Canon large profits from the disposable units. In 1993, Epson launched the MJ-500, which reduced running costs by separating the ink tank and print head, in contrast with Canon’s strategy.

• In response, Canon adopted and patented designs that enabled then to flexibly shift added value between the printer body and the cartridge. The running costs for Canon printers therefore do not follow a consistent trend over time, bucking the general trend of consistently increasing running costs.

• In conclusion, the case of Canon shows how variation in architecture design can determine a company’s profit profile, so that it is able to meet the competitive conditions in its market while keeping its profitability robust. Implementing innovations is unquestionably important, but simply having strong technologies does not guarantee high profitability.

Disruptive Strategies and Companies Cases

• Dell Computer Retailer : Gateway (What about newcomers?)

• AMAZON.com : 1995 Amazon.com and UPS– Increase customers’ satisfaction and decreasing goals

• IBM and Kodak 1970s and 1980s to beat XEROX in high speed photocopier business : XEROX sustaining technology but then CANNON – disruptive tebletop copier strategy.– Until the early 1908s, when people needed phothocopies, they

had to take their originals to the corporate photocopy center, where a technician ran the job for them. He had to be a technician, because the high-speed Xerox machine there was very complicated and needed servicing frequently.

Business Internal Innovation Planning

• Strategic goal : Intelligent Vehicle Initiative – ideal driver

• Six research areas: chemical and environment electrical and controls integration, manufacturing systems, materials, power train, and vehicle development. (Different goals and separate facilities)

• Forward radar sensor, forward vision system, in-vehicle sensors, global positioning system.

Vision, Technology and Timing

• AVON : Distribution System

• Serena Software : using Facebook as its main source of internal communication.

• Coca-Cola : portable device – shift in demand, problem encounter

Vision, Technology and Timing

• Intel/Qualcomm : Creating products for portables that pack more capability on a single slice of silicon reducing power consumption

• Nokia/Research in Motion: racing to come out with products aimed at business users that have all the ease of use of the iPhone.

Environmentalist - Business Person - Technologist

BEE PRODUCT INDUSTRY

What is Tech Roadmapping?

• Trends -- Statement of historic performance improvement and extrapolations into future

• Consensus – Shared opinion about likely future developments

• Commitment -- Shared willingness to pursue particular technologies

• Co-Investment -- Basis for agreement on pre-competitive research funding

• Understanding -- Method of understanding broader socio-economic context of broad technology trends

MarketBusiness

ProductServiceSystem

TechnologyResources

InnovationSystem Structure (taxonomy) Scaleable (hierarchy)

Portfolio

Scenario

STEEPI(Social, Technological, Economic, Environmental,Political, InfrastructuralTrends & Drivers)

Linkinggrids

SWOT (Strengths,Weaknesses,Opportunities,Threats)

Roadmapping & other management tools / approaches

Porter’s Five Forces

Valuation /Balanced scorecard

ForesightTechnology Intelligence

t

Market

Business

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

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

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

Organisation

Roadmapping - Planning for the Future Time

Market M 1 M 2

ProductP 1 P 2 P 3

P 4

TechnologyT 1

T 3 T 4

T 2

R&Dprogrammes

RD 1 RD 2 RD 4 RD 6

RD 3 RD 5

ResourcesCapital investment / finance

Staff / skillsSupply chain

Process funnel (e.g. strategy, new product development)

Requirements fluidConcepts fuzzyMany unknownsMany optionsMany assumptionsFew constraintsScenarios

Requirements clear, stableConcepts clear, stableFewer unknowns, risks understoodFewer options, greater constraints

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?

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?

?

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Time, effort, iteration

Divergent process Convergent process

Roadmapping vs. strategic planning process

Subcarrier function

1982 1983 1984 1985 1986 1987 1988 1989 1990 1991Year

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

Roadmapping - Links future to present Time

Market M 1 M 2

ProductP 1 P 2 P 3

P 4

TechnologyT 1

T 3 T 4

T 2

R&Dprogrammes

RD 1 RD 2 RD 4 RD 6

RD 3 RD 5

ResourcesCapital investment / finance

Staff / skillsSupply chain

Where dowe wantto go?

Where arewe now?

How canwe getthere?

Roadmappingapproachsupportsintegratedstrategicplanning

Evolution of technology roadmapping1970 1980 1990 2000 2010

Strategicplanning

Take up inelectronicssector, defence and aerospace

SemiconductorTechnology Roadmap

Take up in other sectors - companies - consortia - government

Motorola developstechnologyroadmapping approach

Co-evolution

Forecasting

Policy Foresight

Futures & Scenario planningScience fiction

1997Fast-startGeneralisationCustomisation

Cambridge

Time is a key dimension…

Time

Unce

rtain

ty /

risk

of

pred

ictio

n / i

nves

tmen

t

Short term Medium term Long term

Operations Innovation Strategy

qualitative focusquantitative 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

Technology roadmapping processBenefits

• 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 decisions• High-level integrated planning and control - a common reference / framework