Managing Innovation and technology strategically Best Practice Workshop: Technology Roadmapping Brno, 5 February 2013 Dr Robert Phaal Centre for Technology Management Wired Magazine “Found - artefacts from the future” www.wired.com/wired Technology will continue to change the way we live…
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Managing Innovation and technology strategically
Best Practice Workshop: Technology RoadmappingBrno, 5 February 2013
Dr Robert PhaalCentre for Technology Management
Wired Magazine
“Found - artefacts from the future”
www.wired.com/wired
Technology will continue to change the way we live…
Frederick Tudor1806
Carl Linde1895
Adapted from Bower, J. L. and C. M. Christensen (1995). "Disruptive technologies: Catching the wave." Harvard Business Review January-February.
Performance
‘Turbulence’
Technology
discontinuity
Time / Investment / Effort
Change and disruption
Industrial dynamics
Routley et al, 2013
“I think there is a world market for maybe five computers”
“Man will not fly for 50 years”
“640K (of RAM) ought to be enough for anybody”
“The global market for mobile phones could be as high as 900,000 units per annum”
Predictions are hard, especially about the futureNiels Bohr
Thomas Watson, CEO IBM, 1943
Wilbur Wright, 1901
Bill Gates, 1981
McKinsey study for AT&T, mid 1990s
So, why bother with strategy?
“About twice as many best performers (38%) use product roadmaps than do worst performers (19%).”
Cooper & Edgett (2009), Product innovation & technology strategy, Product Development Institute
Innovation strategy and business performance
The Innovation Funnel
Pre - DevelopmentInvestigations
DevelopmentProjects
IntroducedProjects
InnovativeIdeas
Source: Wheelwright & Clark
Critical strategic decisions!
Cooper, 2006
Technology & new product development stage gate processes
Identificationfocuses on technologies which do not currently
form part of the technology base yet may have a significant impact on the current
or future activities of the business
Selectionfocuses on the evaluation of potential technologies against a set of decision
criteria to determine which technologies should be supported and promoted
within the business
External Environment
InternalEnvironment
External Environment
External Environment
Protectionfocuses on preserving the company’s
knowledge and expertise and minimising the risk of unplanned transfer of technology outside the
organisation
Acquisitionfocuses on accessing the required technologies and their assimilation
into the organisation
Exploitationfocuses on the utilisation of technologies which already form part of the company’s
technology base
Technology management processes
Gregory, 1995
There are many tools and techniques available to he lp
For exampleQuality Function Deployment (QFD, or House of Quali ty)
Martinich, 1996
There are many tools and techniques available to he lp
For examplePortfolio methods
Cooper et al., 1998
There are many tools and techniques available to he lp
For exampleRoadmapping
• Mostly these have been developed by & for large tec hnology intensivefirms
There are many tools and techniques available to he lp
• They are equally applicable to small- and medium-siz ed companies,applied in a light-weight and agile manner
• Such tools typically have a visual format, and can be used to structurestrategic conversations and decisions, particularly between commercial and technical functions