Get documents about "Powerpoint Slide Template for a Product Roadmap
Description
Powerpoint Slide Template for a Product Roadmap document sample
Document Sample
MATI II Deliverables
Instructions for accessing information from Deliverables list
To access documents of interest in the listing of Deliverables, scroll down. The
category heading is in large type and items within the category are coded and
numbered. Thus the first item in roadmapping is labeled R1, the first item in
technology transfer (which, along with Technology Sourcing and Intellectual
Property Management, is under Technology Ecology) is TE/TT1. Clicking on
the link under the document name will take you to the document on the web.
To access a new document, return to this Word file. To aid in scrolling, a menu
follows (roadmapping, technology strategy/portfolio management and each
sub-category of technology ecology begin on new pages and page numbers are
indicated, allowing use of the “go to” command.) The roadmapping section has
a more detailed breakdown into categories because of the much larger number
of documents in this area. This set of materials was prepared in Palatino and
probably formats best if opened using this font.
Contents
Roadmapping (R) (pages 3-14)
Templates and processes (R1-R5)
Company roadmapping cases (R6-R8)
Organizational considerations (R9-R11)
Diagnostics/Checklists/Exercises/Training (includes Primer) (R12-R18)
General roadmapping perspectives (R19-R31)
Non-linear/Multi scenario, Foresight, Decision roadmapping (R32-R37)
Industry roadmapping (R38-R39)
Science roadmapping (R40)
SME‟s (R41)
Bibliographies (R42-R43)
In-depth Reading (R44) (page 14)
Futures Studies (pages 15-19)
(F1-F14)
Company cases (F15-F16)
Task force updates (F17)
Technology Strategy and Portfolio Management (TS/PM) (pages 20-27)
Technology strategy (TS/PM1-TS/PM12)
Portfolio management (TS/PM13-TS/PM19)
1
Additional and MATI I Materials (TS/PM20-TS/PM23) (pages 26-27)
Bibliographies (TS/PM24-TS/PM25)
Technology Ecology (pages 28-34)
Technology Transfer (TE/TT) (pages 28-31)
Templates and processes (TE/TT1-TE/TT7)
Additional and MATI I Materials (TE/TT8-TE/TT10) (pages 29-30)
In-Depth Reading (TE/TT11-TE/TT12) (pages 30-31)
Technology Sourcing (TE/TS) (pages 32-33)
(TE/TS1-TE/TS6)
Intellectual Property Management (TE/IP) (page 34)
(TE/IP1)
Task force Updates (page 34)
(TE1-TE2)
Organizational Issues (ORG) (pages 35-36)
(ORG1 –ORG4) Also see organizational issues in Roadmapping section
Standards Management (S) (page 37)
Templates (S1)
Cases (S2)
Project (S3)
Technology and Marketing (T&M) (pages 38-39)
(T&M1-T&M4)
Technology Management -General (TM) (pages 40-43)
(TM1-TM9)
This section includes articles/presentations on knowledge management, tracking
emerging opportunities, as well as articles on security and the general technology
management field and MATI in general.
2
Technology Management Field (page 41)
(TM10-TM11)
MATI (pages 42-43)
(TM12)
3
Deliverables Summaries and Links
ROADMAPPING
(Unless otherwise noted, “slides” are in Power Point, “pages” are in Word). To
access documents, click on the link
Roadmaps, as viewed by the MATI community, are documents that reveal the key
defining elements of the markets, products, and technologies for a select part of the firm.
Roadmapping is the activity of creating and then communicating those roadmaps for
decision making. Roadmaps are unique documents in their emphasis on time and change,
rather than treating assumptions as constants. Roadmaps take those moving targets and
establish their priority, extend them using forecasts, and link them across the firm and
sometimes through the customer, partner, and supply chain.
Templates and Processes
(R1) Lucent's Product/technology Roadmapping Template with Explanations (14
slides)
http://mati.ncms.org/Secure/articles/road/rm-lucent-rm_template.ppt
Overviews roadmapping, including Competitive Strategy & Differentiation, Market
Share & Growth, Product Evolution Plan, Product Roadmap, Experience Curves,
Product Drivers, Technology Roadmap, Component Forward-Costing Model, Software
Roadmap, Manufacturing Roadmap and Technology Attack Strategy.
(R2) Lucent's Product/Technology Roadmapping Template with Explanations and
Sample Data (14 slides)
http://mati.ncms.org/secure/articles/road/rm-lucent_sample_template.ppt
A roadmap for Lucent using wireless handsets as an example to illustrate the format
and the roadmapping process.
(R3) Rockwell's Roadmapping Template (19 slides)
http://mati.ncms.org/secure/articles/road/rm-rockwell_rm_template.ppt
The process is illustrated though presentation of Market Driver, Technology Enabled,
Figures of Merit, Business Unit Core Competencies (driven by Core Technologies &
Core Capabilities), Technology Migration, Technology Competitive Position, Potential
Disruptive Impact, Roadmap Strategy, Business Unit Core Competencies, Business
Initiatives, Market Dynamics, Business Interdependencies, and the
Competence/Hurdle/Impact of the 6 “Most Wanted”.
(R4) Siemens-Westinghouse's Roadmapping Template, Harry Morehead (9 slides)
http://mati.ncms.org/Secure/articles/road/rm-westinghouse_template.ppt
4
Siemens-Westinghouse‟s Roadmapping process is described in terms of Uses, Product
Line Direction, Strategic Technology Objectives, Technology Roadmap for Enabling
Technology, Enabling Technology Objectives & Milestones. The role of Embryonic
Technologies is described through Programs, Summary, and Status overviews.
(R5) Motorola's Roadmapping Process and Template, Pat Richardson (6 slides)
http://mati.ncms.org/Secure/articles/road/Motorola_Roadmapping.ppt
Motorola‟s discontinuous renewal process (heavily impacted by both people and
technology), leading to emerging businesses, is described through the 4 key parts
(Technology Strategy, Technology Roadmaps, Scenario Plans, and Minority Report) and
illustrated through a hypothetical Audio/Visual Industry Scenario Plan and an
illustration of a completed Technology Roadmap.
Company Roadmapping Cases
(R6) Roadmapping Applications at Lucent, Rich Albright, Albright Strategy Group
(22 slides)
http://mati.ncms.org/Secure/articles/road/rm-applications_at_Lucent.ppt
Roadmaps (what they are, how they are structured and used) and roadmapping (the
process of developing roadmaps is at least as important as the finished product).
(R7) Roadmapping at Siemens-Westinghouse, Harry Morehead (6 slides)
http://mati.ncms.org/Secure/articles/road/Morehead_SW_Roadmap11-18-99.ppt
The overview of uses provides the context for Roadmaps that lead to the direction for
product line technology development in the context of strategic technology objectives
and culminating in a roadmap for enabling technology.
(R8) Roadmapping at Motorola: Brief Outline of Roadmapping in Motorola, Paul
Odlyzko, Motorola (5 slides)
http://mati.ncms.org/Secure/articles/road/MATI_9_15_99_Odlyzko.ppt
An overview of Motivation, Personalities, and Process, precede a summary of the
current use of Technology Roadmaps.
Organizational Considerations
(R9) Getting Other People to Roadmap, Tom Kappel, Lucent (4 slides)
http://mati.ncms.org/Secure/articles/road/Getting_others_to_roadmap.ppt
The job of implementing roadmapping is really one of getting others to learn the
technique, create roadmaps and then use the output in meaningful ways. A
measurement scheme is needed to know how well you are implementing it. Three
measures are suggested (the MATI I study using "aligned decisions"). The commonly
used techniques are then discussed in terms of their effect using those measures. See
“Getting Buy-In for Roadmapping”, Tom Kappel in Intra-org. Issues.
5
(R10) Roadmapping Behaviors, Tom Kappel, Lucent (13 slides)
http://mati.ncms.org/Secure/articles/road/RoadmappingBehaviors_.ppt
A summary of some findings from MATI I field research on roadmapping. Includes
some basic definitions, discussion of how roadmaps are used, and how it can be
measured. Tentative conclusions are presented on ideal conditions for roadmapping
and the successful tactics for implementing or spreading it.
(R11) Thoughts on a Systematic and Meaningful Structure for Roadmapping/Futures
Studies Based on Context and Use, Mike Radnor (IBD/Kellogg), Jeff Strauss
(IBD/Kellogg), Tom Kappel (Tellabs) 10 slides
http://mati.ncms.org/Secure/articles/road/RoadamppingFutures_MATI_slides.ppt
Stakeholders, Objectives, and Context provide the context for the level and nature of
involvement in the Roadmapping process. For instance, variations in perspectives on
Roadmapping are dependent on the organizational perspective. Thus, varying
stakeholder perspectives have implications for the process of Roadmapping. A key
issue is who should be involved in the Roadmapping process (when and how), a
decision that includes consideration of individual expertise, power, personality, and
balance of the team.
Checklists/Exercises/Training
(R12) Roadmapping Process Checklist - A list of common activities necessary to
complete the roadmapping process including market drivers and technology strategy
(3 pages)
http://mati.ncms.org/Secure/articles/road/rm-ts-voc-process_checklist.doc
Technology roadmaps are the documentation of a structured process to define, analyze,
and plan the development of a core product/technology. Some companies use a small
group of technical experts to keep the roadmaps current. The better approach is a multi-
disciplined one where experts from engineering, research, marketing, planning, etc. are
involved in the process. Each company will implement the process in its own way.
However, there are some common concepts that all companies deal with while
implementing the roadmapping process. After the technology, product line, product,
or component is identified, in general terms, as a candidate for the roadmapping
process, the following activities are necessary to complete the detailed roadmapping
process. The results from each activity are documented on a series of roadmapping
templates for presentation, as needed.
(R13) Roadmapping Benefits Diagnostic, Elliott Fan and Mike Radnor, IBD
This diagnostic tool is designed to assist firms considering roadmapping to determine
the benefits they are likely to obtain, given their needs and goals and the technology
management processes they currently use.
Background, rationale (6 slides)
http://mati.ncms.org/Secure/notes/road-notes/Roadmapping_Benefits.ppt
Summary of topics/sample questions & comments (9 slides - Open in Notes mode)
6
http://mati.ncms.org/Secure/notes/road-notes/Diagnostic_sample.ppt
(R14) Training Exercise: Intra-Organizational Issues in Roadmapping, Elliott Fan,
(IBD) (in several sections as noted)
This learning exercise was successfully piloted at two MATI meetings. It involves
having executives from several departments (currently technology, marketing and
strategy/finance but being expanded to include manufacturing) role play in a
roadmapping development team. The team is required to develop strategies and
roadmaps under changing conditions, for a fictitious firm. The package of materials
includes initial briefing materials for each function, materials distributed to each
function as an update after initial discussion and a guide for facilitating the exercise.
Guide (12 slides - OPEN IN NOTES MODE)
http://mati.ncms.org/Secure/notes/road-notes/ExerciseGuide_with_notes.ppt
Background handouts (3 pages each):
Strategy
http://mati.ncms.org/Secure/notes/road-notes/Prototype-Strategy_Role.doc
Marketing
http://mati.ncms.org/Secure/notes/road-notes/Prototype-Marketing_Role.doc
Technology
http://mati.ncms.org/Secure/notes/road-notes/Prototype-Technology_Role.doc
Updates (after initial discussion) (1 page each):
Strategy
http://mati.ncms.org/Secure/notes/road-notes/Prototype-Strategy_fax.doc
Marketing
http://mati.ncms.org/Secure/notes/road-notes/Prototype-Marketing_fax.doc
Technology
http://mati.ncms.org/Secure/notes/road-notes/Prototype-Technology_fax.doc
(R15) Fast-Start Technology Roadmapping, Rob Phaal, Claire Farrukh and David
Probert, Cambridge University (11 pages)
http://mati.ncms.org/Secure/articles/road/Ucam_fast-track_TRM.doc
The paper which describes the development and application of a process for supporting
the rapid initiation of technology roadmapping in manufacturing firms can be of
particular interest to SMEs. The 'start-up' process comprises a series of facilitated
workshops that bring together various functions in the business, including technology
and marketing. The process supports understanding and communication of the
relationships between market and business requirements, product and service concepts,
and technological solutions. The approach encourages learning and staff involvement,
and identifies key knowledge gaps, enabling a company-specific roadmapping process
to be initiated quickly. In addition, theoretical aspects of technology roadmapping are
discussed, in the context of managing technological knowledge.
7
(R16) A Short Roadmap Case: Rigid Disk Drives, Rich Albright, Albright Strategy
Group (MATI Fellow) (16 PowerPoint slides)
http://mati.ncms.org/Secure/articles/road/Short_Roadmapping_Case.ppt
A Product-Technology Roadmap is presented as the link between Market &
Competitive Strategy, Product Roadmap, Technology Roadmap, and Summary &
Action Plan. The case is developed in terms of an exercise assignment and uses
experience curves and market research results to form the background for the objective
to turn around a 3.5” drive business. Technology Development Options provide 4
project choices to drive this turnaround.
(R17) Roadmapping Primer Outline and Progress, Bob McCarthy, Roche (8 slides)
http://mati.ncms.org/Secure/ARTICLES/ROAD/RMTF1001e.ppt
Progress on the development of the Primer, targeting Roadmapping novices who want
to use the tool. The Guiding Principles are to include references to advanced materials
and integrate the Primer with other MATI initiatives to the extent possible. The role of
Roadmapping in the New Product Development (NPD) process is to address
technology-dependent product evolution, technology integration, and the leveraging of
technology into new markets. The 5-stage process flow involves different people at
different times in the Roadmap development process. The drivers / activities and
deliverables, together with staffing, for each stage is presented. The Task Force goal is
to present a member draft for the next MATI meeting.
(R18) Update on Progress on Generic Product-Technology Roadmap (primer) Bob
McCarthy (MATI Fellow formerly Roche) (12 PowerPoint slides)
http://mati.ncms.org/Secure/rmtf0301.ppt
The scope of the first “primer” is limited to product-technology Roadmaps that are used
to support existing product development processes. The Primer will include: 1)
Introduction, 2) Pre-project phase, 3) Development phase, 4) Implementation phase, 5)
Case studies, 6) Appendices. The plan is to finalize the outline for the first 3 sections
immediately, with sub-groups formed to convert the outline into text & figures prior to
internal review and completion of the rest of the outline.
General Roadmapping Perspectives
(R19) Roadmapping Overview, Richard Albright, Lucent (22 slides)
http://mati.ncms.org/Secure/articles/road/Albright_rm-overview.ppt
Addresses what is roadmapping, Comments on Successful Roadmapping, and the
Development Process from an industry perspective.
(R20) Perspectives on Roadmaps: How Organizations Talk about the Future, Tom
Kappel, Lucent, to appear in Journal of Product Innovation Management (11 pages
PDF)
http://mati.ncms.org/Secure/articles/road/Kappel_perspectives_on_rmg.pdf
8
This study provides an organizational perspective on roadmapping as currently
practiced, presents the experience of several organizations that have implemented it,
and evaluates the results. Using a case-based, exploratory method, Kappel addresses
several practical questions, such as: What are the effects of roadmapping? How are they
measured? Is roadmapping always appropriate? How would an organization know if it
is roadmapping well? What are the various kinds of roadmaps and how do they relate
to each other?
(R21) Next Generation Roadmapping: From R, D &E Management to Innovation
Management, from Products & Technologies to Partners and Platforms, Ronald
Jonash (Arthur D Little) (24 slides)
http://mati.ncms.org/Secure/articles/road/ADLittleJune2000.ppt
This presentation argues that successful companies will be those that are able to
continually and systematically innovate by thinking in terms growth platforms of core
technologies or capabilities and the management of partners chosen strategically to
facilitate rapid product development. Case examples are included. Implications for
alignment of business and technology strategy, organizational structure and key
processes (including, particularly, technology portfolio management and varying
roadmaps) are discussed.
(R22) Roadmapping Taxonomy, Richard Albright, Lucent (4 slides)
http://mati.ncms.org/Secure/articles/road/Rming_taxonomy_991118.ppt
A draft project description addressing Types of Roadmaps, Roadmapping Domains,
and the focus of activity of 14 Roadmapping groups (including MATI).
(R23) Aligning Strategy and Technology Using Roadmaps: Emerging Lessons from
the NCMS 'MATI' Project", Michael Radnor and John W. Peterson (8 pages)
http://mati.ncms.org/Secure/articles/road/rm-ts-lessons_from_MATI.doc
This paper offers some insights into selected management of technology-related
constructs and tools that can help integrate planning and operations for the mid-to-
large size technology intensive company. The constructs and tools reflect real time
lessons being learned in MATI.
(R24) How to Recognize a Mature Technology Roadmap - A Field Guide for
Technology Planning and Management, John Thompson, Lucent (6 pages)
http://mati.ncms.org/Secure/articles/road/rm-roadmap_field_guide.doc
An easy to read introduction to roadmaps and roadmapping.
(R25) Roadmapping Common Platform
Part 1(16 pages)
http://mati.ncms.org/Secure/articles/road/rm-org-common_platforms.doc
Part 2 (9 pages)
http://mati.ncms.org/Secure/articles/road/rm-org-common_platforms2.doc
Part 3 (13 pages)
9
http://mati.ncms.org/Secure/articles/road/rm-org-common_platforms3.doc
This set of papers examines the differences, similarities and common platforms that
exist in the roadmapping process. Can corporate-level road mapping serve as a general
vehicle for evaluating, minimizing and managing risk in projects as well as ensuring
effective execution of the project.
(R26) Technology Planning Survey - Strategic Technology Management: Linking
Technology Resources to Company Objectives, R. Phaal and C. Farrukh, Cambridge
University (32 pages)
http://mati.ncms.org/Secure/articles/road/Cambridge_Tech_Plan_Survey.doc
This survey was conducted by the MOT group at Cambridge to establish current
practice in the area of „technology planning‟, with specific reference to 'technology
roadmapping' in the UK and, in the US through a „supplementary‟ survey. The
following broad conclusions are drawn:
1. While technology planning is an important business activity across industry sectors
and company types, there is little commonality in terms of perceptions, approaches and
tools. There is a need for improved frameworks and tools, with a desire for simple,
structured, robust, flexible and integrated tools and processes. These findings support
the need for the development of a tool catalogue.
2. The survey demonstrated that technology roadmapping can be used successfully for
supporting technology strategy and planning, although its adoption represents a
challenge in terms of both initiating and sustaining the process. There is considerable
interest in the development of the fast-start TRM process.
(R27) Technology Road Mapping: The Issues of Managing Technology Change,
David Probert and Noordin Shehabuddeen, University of Cambridge (5 pages)
http://mati.ncms.org/Secure/articles/road/TRMChange_paper.doc
Technology roadmapping has emerged as a key management tool in formulating the
link between technological resources and the exploitation of market opportunities. A
powerful aid to strategy formulation and communication, the technique has the major
advantage of bringing many functions within a business together around a common
plan. Although there is no definitive guide to roadmapping practice, the application in
many different businesses has revealed a number of generic aspects. A major common
factor is that technology road maps are concerned with the introduction of technology
change into an organization.
(R28) Value Chain/ Value Creation Roadmapping, Rich Albright, Albright Strategy
Group (MATI Fellow) (16 slides, pdf)
http://mati.ncms.org/Secure/articles/road/v1.1_Value_Creation_Roadmap.pdf
Viewing the business as a “system” provides the structure to develop a Roadmap with
the objective to create shareholder value. This concept combines the push and pull
aspects of Know-why (market & competitive strategy), Know-what (Product Roadmap),
Know-how (Technology Roadmap), and To-Do (Summary and Action Plan) in the
10
context of Know-when (Time). The insight that Roadmapping is just good planning
provides the basis for reviewing traditional Shareholder Value and associated Value
Drivers. The GE decomposition of value is combined with Porter‟s Value Chain to
present summary analyses of Motorola and Kraft from their annual reports as case
examples.
(R29) Linking Business Strategy and Technology Roadmaps, Sujeet Chand, Rockwell
Automation (30 slides,pdf)
http://mati.ncms.org/Secure/articles/road/KraftBrfgSujeetChand.pdf
Using the experience of Rockwell, current practice of technology roadmaps and
business strategy reviews are described. With shorter product life cycles more
applicable commercial technology, the internet as both an enabler and a disrupter, and
global / regional standards driving markets, business has become more intense.
Complex competitive, partnering, and customer relationships establish that a proactive
technology planning process is crucial for business success. Key success factor
identified were: 1) world-class integration, 2) applications support for strategic
applications, and 3) product specifications tailored to customer needs. Gaps are
identified and a process for improving the linkage between Roadmaps and business
strategy is presented. This improvement is focused on customer value propositions tied
to business objectives and key success factors, a common front end to both processes.
(R30) Using Text Mining with Technology Roadmapping, Alan Porter (Georgia
Tech), April 5-9, 2000 30 slides
http://mati.ncms.org/secure/articles/techstgy/mati-porter-rdmpg-utility.ppt
Building on the premise that increasingly accessible electronic information resources
comprise a fantastic resource, the challenge remains how best to analyze and present
information derived from a variety of sources. The Technology Opportunities Analysis
(TOA) process begins with information search and ends with presentation of
information products that inform effectively. Examples of foci of activity, mapping
specific research topic clusters, trend analysis of publications, innovation indicators, are
used in innovation tracking & forecasting, for market, technology, and competitors.
The link to Roadmapping is through technology drivers and trends, including
competitive analysis.
Issues of TOA as a product / service include how to package the results, with “on time”
delivery (21% within the day, 45% within the week, 24% with the month) showing the
gap between industry needs and the traditional academic process. Seven suggestions to
enhance Roadmapping utility are advanced.
(R31) Product Technology Roadmap (roadmap evolution) Rich Albright, Albright
Strategy Group 1 slide
http://mati.ncms.org/Secure/ARTICLES/ROAD/RM_overviewv1.1.ppt
A pictorial representation of the various components of a product-technology roadmap.
Multi Scenario/Non-Linear, Foresight and Decision-based Roadmapping
11
Multi Scenario/Non-Linear
(R32) Knowledge Management-based Multi-Scenario Roadmapping for Dynamic
Environments Jeffrey Strauss (IBD/Kellogg): in two parts:
1. Changing Ba of Roadmapping (4 slides)
http://mati.ncms.org/Secure/articles/road/changing_ba_of_roadmapping.doc
Applying Nonaka‟s concept of Ba, a contextual framework is presented which considers
how roadmapping has moved from a focus primarily on enhancing the voice of
technology & R&D in strategic planning to including a range of business units and
functions and, gradually, suppliers. As a response to rapidly changing and uncertain
conditions extension of the roadmapping context to explicitly consider multiple
scenario variations (more so than is currently done) is suggested.
2. Multi-Scenario Roadmapping (12 slides in Word)
http://mati.ncms.org/Secure/articles/road/MATI_multi-scenarioRM.ppt
Details rationale and issues and then suggests steps for specifying variations in
roadmapping tasks for different scenarios and planning for potential transition from
one scenario to another.
(R33) Plotting and Navigating a Non-Linear Roadmap: Knowledge-Based
Roadmapping for Emerging and Dynamic Environments, Jeff Strauss, Mike Radnor
and John Peterson (29 pages)
http://mati.ncms.org/Secure/articles/road/rm-nonlinear_roadmapping.doc
Figures for the above paper (on separate Power Point file, 9 slides)
http://mati.ncms.org/Secure/articles/road/rm-nonlinear_rm_figs.ppt
A review of the complementary tools of roadmapping and scenario planning provides
the context a two new methodology joining these techniques. Two new methodologies
are introduced that could provide the complementing conceptual and practical
implementation guidelines needed to overcome inherent limitations and maximize the
contribution to knowledge management of the above two toolset. It may also bridge
disparate organizational, environmental, industry, product life cycle and knowledge
type contexts.
(R34) On Creating New Horizons: Integrating Non-Linear Considerations To Better
Manage the Present From the Future, John Anderson, Mike Radnor and John
Peterson - November, 1998 (9 pages)
http://mati.ncms.org/Secure/articles/techstgy/ts-nonlinear_management.doc
In a departure from arduous formal scenario planning, a futures approach based upon
NASA‟s Horizon Mission Methodology adapted to the emerging “MATI” model of the
technology intensive firm will be presented. It has the virtues of being an informal,
flexible, and adaptable planning technique which can easily become an embedded
12
management skill. Although not a cure-all for business problems, it does provide a
framework for creating context and integrating vision, solutions and alternatives.
Foresight Roadmapping
(R35) Roadmaps to Improve Technology Foresight (23 pages pdf)
http://mati.ncms.org/Secure/ROAD/foresightRMfinal.pdf
This presentation discusses constraints to innovation in organizational culture and,
using examples from the pharmaceutical industry, suggests a variation on
roadmapping to systematically consider the impact of trends and discontinuities.
Decision-based Roadmapping
(R36) Enterprise-wide Requirements and Decision Management with Strategic
Roadmap Planning, Gary DeGregorio (Motorola)
1. Since recast in Motorola as a distinct process separate from roadmapping, this article
provides an overview of Motorola‟s decision system to enable improved
organization-wide decision making and roadmapping (13 slides PDF)
http://mati.ncms.org/Secure/articles/road/Motorola_Atlanta_MATI_Mtg.pdf
2. The complete exposition (38 slides PDF)
http://mati.ncms.org/Secure/articles/road/rm-deGregorio_MATI2_Orlando.pdf
(R37) Decision Based Roadmapping: Progress and MATI Opportunity Gary
Degregorio, (Motorola) (21 slides PDF)
http://mati.ncms.org/Secure/articles/road/DeGregorio_Motorola_Presentation.pdf
Beginning with the provocative heading “Roadmaps are the Answers, so what are the
Questions?” an agenda of progress leads to a MATI Opportunity. Current process of
decision-making is characterized as ad hoc, disconnected, non-compatible, and non-
actionable, with fuzzy, duplicated, non-compatible requirements feeding independent
Roadmaps that are disconnected from real decision making. Since Decisions Create the
Future™, they should be linked both to requirements and roadmaps. A process of
Roadmap Planning as well as Decision Driven Design are described, making the point
that decisions are central to the process. A structured approach to capture and record
the various elements has been used by teams from strategy through marketing to
technology. This approach managed complexity, accelerated end-end design
convergence, captured thinking and decision rationale while providing an efficient
collaboration framework and laying the foundation for implementation success. The
opportunity for MATI lies in creating a market for Roadmapping and decision-based
processes, methods, and tools.
Industry Roadmapping
(R38) Industries of the Future: Creating a Sustainable Technology Edge, Kenneth
Friedman, US Department of Energy Office of Industrial Technology
13
Presents the concept of cooperative, pre-competitive research, highlighting the role of
Industry Roadmapping. Completed industry visions for Forest Products, Steel,
Metalcasting, Glass, Aluminum, Chemicals, Agriculture, and Mining are presented,
with examples of consortia-developed "research that produced results". (Note: These
slides are very graphic- intensive):
part 1 (30 slides - 5.3 mb) http://mati.ncms.org/Secure/articles/road/OITpt1.ppt
part 2 (7 slides - 3.5 mb) http://mati.ncms.org/Secure/articles/road/OITpt2.ppt
part 3 (8 slides - 4.4 mb) http://mati.ncms.org/Secure/articles/road/oitpt3.ppt
(R39) Biotech/Bio-information Roadmapping: Reports and Plans; Potential Use of
Roadmapping in the Pharmaceutical Industry, Bob McCarthy (Roche), Jodi Flax
(Motorola) (34 slides)
http://mati.ncms.org/Secure/articles/biotech/MATIFinal.ppt
Explicating the drug discovery value chain provides the ability to identify key
bottlenecks in the process as the first step to identifying technologies with the potential
to modify each bottleneck. The Roadmap provides the venue to develop the
characteristics required of new technologies as well as assess the alignment of current
technologies and needs. An example is presented of Millennium Technologies and the
problems that combinatorial chemistry brought to traditional approaches to
toxicological characterization.
Science Roadmapping
(R40) Using Text Mining with Technology Roadmapping, Alan Porter, Georgia
Institute of Technology (30 slides)
http://mati.ncms.org/Secure/articles/techstgy/mati-porter-rdmpg-utility.ppt
Beginning with the premise that full internal and external information, made more
accessible by electronic sources, leads to the question of how best to analyze and
present derived information. This presentation focuses on the field of Science
roadmapping.
SMEs
(R41) Application of Roadmapping to SMEs, Jack Bishop (Kingsbury/IBD) (9 slides)
http://mati.ncms.org/Secure/Road/Roadmapping&SMEs.ppt
Small- and Medium- sized Enterprises (SMEs) as suppliers are major sources either for
new technology and/or for cheaper prices and better service. SMEs are fast growing
customers. Either way, SMEs are attractive business partners for established
businesses. However, SMEs operate under significant constraints, including cultural
differences with large companies. Roadmapping may be an effective means of
enhancing communication between SMEs and their larger hosts, addressing such issues
of what technology when and what resources when to synchronize capabilities and
14
expectations. To achieve the potential of enhancing the SME / Large Company
interaction, Roadmapping must be self-administered (web based?), simple
(Roadmapping Lite™), and robust (Roadmapping Tuff™). Roadmapping Lite would
use standard tools & templates to focus on Product / Technology Roadmaps. A
program for development of the concept within MATI was proposed.
Bibliographies
(R42) Short roadmapping bibliography, Michael Radnor, IBD (2 pages)
http://mati.ncms.org/Secure/notes/road-notes/short_roadmap_bibliography.doc
Bibliography illustrating MATI contribution
(R43) Roadmapping Bibliography, Michael Radnor, IBD (21 pages)
http://mati.ncms.org/Secure/notes/road-notes/ROADMAPBIBLIOG.doc
Extracted for MATI II from ONR bibliography
In-depth Reading
(R44 – also listed as TE/TT8) What's an Organizational Routine? ‘Unpacking
Knowledge Management’, Daniel Levin, Discussion of success factors in technology
roadmapping and technology transfer (53 pages)
http://mati.ncms.org/Secure/articles/road/org_routine.doc
By focusing on the specific and crucial technology roadmapping (planning) and transfer
processes ( defined and described in more detail below), this research grounds the
theories and concepts of knowledge and learning in what actually goes on in
organizations. In 14 cases at four large companies, it may not be enough for
organizational learning to take place if there is only an ability to absorb new knowledge
and a high degree of comfort in doing so. Rather, supporters had to have the power and
influence in the organization for knowledge flow to happen and overcome inertia. The
paper shows how two critical, knowledge-intensive organizational routines (technology
roadmapping and the intra-company technology transfer) operate in practice in
multiple companies. It is based on a cross-case comparison at multiple firms.
15
FUTURES STUDIES
(F1) Process for Formulating an R&D Strategy by Integrating Business Directions
with Technology Foresight and Capabilities, Ralph Wood, United Technologies (27
slides)
http://mati.ncms.org/Secure/articles/techstgy/utrc_strategic_outlook.ppt
The process begins with a discussion of Desired Outcomes. This is presented in the
context of a Strategic Technology Outlook, including the perspective/role of: Current
Business Environment, Future Business Scenarios, Issues Shaping the Future, 5
Scenarios (illustrated), Key Strategic Drivers, Role of Emerging Technologies, Scenarios
(e.g. Enterprise Productivity, Product, Customer Service) and Longer Range Emerging
Technologies. This work leads to an exposition of the Importance of Technology
Capabilities to each Business Unit and the Technology Capabilities Portfolio & Strategy.
(F2) Disruptive Technology: A New Paradigm for the ‘Attacker’s Advantage’, Bob
McCarthy, Roche (31 slides)
http://mati.ncms.org/Secure/articles/techstgy/dtech60f.ppt
Discussion of strategic implications of Clayton Christiansen‟s (Innovators Dilemma)
analysis of anticipating and preparing for technology variations that may undercut or
alter competitive positioning (derived from Christiansen workshops and writings.)
(F3) Role of Futurists, Andy Hines, Kellogg and Denise Chiavetta, Coca-Cola (19 slides)
http://mati.ncms.org/Secure/articles/techstgy/roleoffuturists.ppt
Jumping the chasm from fuzzy futures to running a business, the challenges for internal
futurists provides the basis for suggesting 6 ways to meet those challenges.
(F4) A Closer Look at the Future, Denise Chiavetta, Coca-Cola and Ralph Wood,
United Technologies (31 slides)
http://mati.ncms.org/Secure/articles/techstgy/future_scenario.ppt
Four tips for smoothing the way to using futures research to help business
management. These are (amphibious links, mental models, 360 view, clarify the
"problem"), tools & methods (lead user, scenarios, roadmapping, data mining) provide
for a discussion of the overview of trends leading to examples of process as well as
sources of data. The examples for the use of scenarios to create plausible views of the
future provide a basis for development of robust strategies.
(F5) Report on Futures Studies, Denise Chiavetta (The Coca-Cola Company), Ralph
Wood (United Technologies) (10 slides)
http://mati.ncms.org/Secure/futures_mar_2001.ppt
The Futures Perspective deals with influences beyond immediate business
environment, categorizable by social, environmental, technological, political, and
economic aspects. The search for fundamental changes conceptually follows the
business vision and is an input to corporate strategy. The Task Force began with
16
identifying “futures tools” before preparing quantitative and qualitative taxonomy to
lead to an assessment of available methods and tools so that gaps can be identified.
(F6) Using Futures Studies and Roadmapping to Discover Gamechangers, Ralph
Wood (United Technologies) (3 slides)
http://mati.ncms.org/Secure/Futures_NCMS_Talk_Outline.ppt
Panelists describe the application of several methods and tools to discover
„gamechangers.‟ The first part of the session illustrates where to look for gamechangers;
the second part, how to recognize gamechangers. The methods and tools involve
Future Studies (innovation drivers, advanced inventing, scenario planning for emerging
technology) and Roadmapping (industry, product, and technology roadmaps).
(F7) Tales of the Future - Brief Expedition into Executives' Experiences with the
Future, Jae Engelbrecht, Toffler Associates (22 slides)
http://mati.ncms.org/Secure/FUTURES/TalesoftheFuture010814.ppt
A series of examples are presented intended to illustrate the aligning leadership teams
and resources, scanning for technology development, understanding environment,
avoiding surprise while seeing opportunities, and seeing new innovations and business
models. The case is made for the evolution of the Agrarian Age (1st Wave) through the
Industrial Age (2nd Wave) to the current Information Age (3rd Wave). Challenges for
management include the different goals of old (2nd Wave) and new (3rd Wave)
objectives. Future focused leaders tend to use four kinds of tools: 1) Futures processes,
2) Strategy & opportunity creation, 3) Investment methods, and 4) Innovation
approaches, but data is insufficient for executives.
(F8) Thinking About the Future: Lessons from Education and Training, Peter Bishop,
Institute for Futures Research, University of Houston - Clear Lake (25 slides)
http://mati.ncms.org/Secure/FUTURES/ThinkingabouttheFuture0814.ppt
The standard model of change is continuous progress interrupted by short pauses,
however a more accurate model (punctuated equilibrium) posits continuous progress
interrupted by transformations. The futurist‟s role is to identify such transformations to
help ensure that corporate organizational skills remain aligned with changing
environmental demands. To accomplish this, the Futurist must be a lookout for signs of
impending external change and facilitator of internal change to meet evolving needs.
To help Futurists in their job, a community of practice evolved together with the
collection of tools and techniques, including thinking skills.
(F9) Identifying Promising Technologies, Glover Ferguson, Accenture (11 slides)
http://mati.ncms.org/Secure/FUTURES/MATIPromisingTechnologies.ppt
The process for identifying promising technologies requires both accurately predicting
the future and predicting the timing correctly. Since the future is here today and is
shaped by the application of inexorable forces, solutions seeking problems to solve is an
appropriate technique. Such an approach requires combining the attributes of
entrepreneur with those of researcher.
17
(F10) Letting Go: A Case Study in the Use of Futures Studies to Select a New
Technology, Ralph Wood (United Technologies) (18 slides)
http://mati.ncms.org/Secure/FUTURES/utccasestudy.ppt
The issue for a business was the potential existence of a better technology base, since
incremental changes led to unsatisfactory results. The challenge was to cut cost by 50%,
increase reliability and life, and provide comparable or better performance. The S
Curve indicated further significant cost reductions could not be expected. A trend
analysis of 7 candidate technologies revealed that the best was not distinguishable from
modified existing technology. Advanced tools were used to develop a detailed business
case for two contenders. Data and the President overcame internal resistance to
adoption of an emerging technology candidate, leading to a totally renewed business
with large upside potential. Lessons Learned include: 1) tight focus, 2) lead customer
involvement, 3) S-curve analysis, 4) awareness of emerging technologies, 5) Technology
trend analysis, 6) TRIZ, 7) target costing with process-based cost modeling, 8)
progressive refinement, 9) system simulation, 10) executive involvement. The tipping
point of the study was the foresight, wisdom, courage, and direction of leadership.
(F11) Mind Mapping: A Path to the Future, David Grossman ( GM) (14 slides)
http://mati.ncms.org/Secure/FUTURES/MappingFuture010813A.ppt
While Technology Roadmaps describe performance characteristics over time, Domain
Maps describe the dimensions of competition within the domain of the firm and
provide a framework for opportunity search activities. Mind Maps provide themes that
radiate from the central image as branches composed of key words. Whereas
Roadmaps plot technology development and application, Domain Maps stretch
thinking and Mind Maps allow the visualization of complex future space for strategy
development.
(F12) Intersection of Futures and Roadmapping: Competitive Technical Intelligence",
Dottie Moon, United Technologies 10 slides
http://mati.ncms.org/Secure/FUTURES/CIPresentation.ppt
Competitive Technical Information (CTI) alerts business professionals to opportunities
and threats from emerging technologies. The 4 step process moves from 1) focus
through 2) gather and 3) analyze to 4) application Identifying CTI opportunities
include assessing emerging technologies, product / process challenges, and external
forces using both internal and external information.
(F13) Futures Module: Folding Technology Driven Alternative Futures into Business
Strategy (futures studies primer strawman) John Peterson, Strategy Augmentation
Group (formerly of Lucent) (12 slides)
http://mati.ncms.org/Secure/FUTURES/Primerforesight01.ppt
The Three dimensions of the Primer are Case Studies, Critical Technologies in context of
achieving strategic intent, and Business Specific Critical Technologies. Many futures
need to be studied since no single future currently is forecast-able. Since multiple
18
macro-environmental drivers change over time, the business environment and values
change. Traditional approaches attempt to isolate drivers and bracket future space as a
prelude to monitoring the environment for changes. Since the process of attempting to
deal with alternative futures exercises participants to deal with the unexpected, a “New
Event Horizons” approach can fold technology-driven alternative futures into business
strategies. Such an approach would involve explicating technology value chains,
projecting dissonance creating technologies, and assessing uncertainty and risk as a first
step. The second step would attempt to specify the sources and timing of critical
technologies, managing their evolution.
Company cases
(F14) An Approach to New Business Creation (Corning approach to using Futures
studies) Paul Marx, Rochester Plotonics (25 slides)
http://mati.ncms.org/Secure/FUTURES/PMarxScenarioPlanningforMAT
A “lot of luck” and “great „sweat‟” is required in addition to strong core competencies
and a focus on information. On approach is scenario initiated new business creation as
an alternative to businesses initiated by customer needs or technology opportunities.
Such an approach is built on a market & technology vision of the future embodying
implied needs and technology roadmaps. This process leads to business scenarios with
an associated early investment strategy. A 9 step stage 1 innovation process is
described including scenarios of the world in 25 years. Scenarios include official
(baseline), hard times, paradigm change, and visionary. The process includes a late-
stage screening process to ensure that the concept is real, big, and winnable, leading to a
traditional business plan. This business plan, provides the basis for presentation to
management and negotiation of a contract with a sponsor. Thus, scenario-initiated new
business creation is a process for business futuring.
Task Force Updates
(F15) Futures Studies Task Forces: Status, Ralph Wood, United Technologies (8
PowerPoint slides)
http://mati.ncms.org/Secure/Futures_Status.ppt
The objectives of forecasting over an extended horizon, considering influences beyond
the immediate business environment, and searching for deeper patterns than most
business thinking set the goals for the Task Force. The strategy includes developing a
taxonomy and collecting experiences to develop a primer. The content of the taxonomy
was established and a primer outline was developed. A call for additional case studies
was issued to add further “meat” to the subject.
(F16) Futures Interest Group, Denise Chiavetta, The Coca-Cola Company (8 slides,
August 14-15, 2001)
http://mati.ncms.org/Secure/FUTURES/UTCFuturesSlides.ppt
19
With Futures conceptually between the Mission and corporate Strategy, the Task Force
developed a conceptual Roadmap for development of a “one stop shop” for
identification, assessment, and development of futures tools and methodologies for
application to technology management. The first step, a taxonomy, provides a big
picture of the intersection of when with what and a glossary of terms provides a
common language. The program includes a Primer or MATI recommended
approaches, case studies (with lessons learned), and tool development.
MATI 2 Futures Task Force Glossary (Futures Studies related terms) (7 pages),
http://mati.ncms.org/Secure/FUTURES/futuresglossarymati2.doc
From Alignment to Wildcards
Futures Taxonomy (framework for task force activity) (3 Excel sheets)
http://mati.ncms.org/Secure/FUTURES/FuturesTaxonomy.xls
Bibliography
(F17) Technology Forecasting Bibliography (3 pages)
http://mati.ncms.org/Secure/notes/techstgy-notes/Tech_forecast_BIBLIO.doc
20
TECHNOLOGY STRATEGY, PORTFOLIO MANAGEMENT
and INTELLECTUAL PROPERTY MANAGEMENT
(Unless otherwise noted, “slides” are in Power Point, “pages” are in Word). To access
documents, click on the link
The role of knowledge and intellectual capital as key drivers of innovation and strategic thinking
and the technology management tools required for implementation have become a central focus
for MATI work in the strategy area. The MATI task-force’s working definition views portfolio
management as involving a collection of intellectual property rights, technologies, processes,
products and/or projects that are controllable and managed (explicitly or implicitly) by a
technology-intensive firm to maximize/optimize the total value of the innovation mix over a
given timeframe in order to meet its longer term strategic objectives. The task-force .is exploring
"state of the art" practices, particularly in terms of dimensions used, general approach, what
does and does not work and the influence of "industry clock speed" (product life cycles).
Questions being asked include whether all industries should handle portfolio management in the
same manner, what are best practices for portfolio valuation, cash flow, turns, option theory and
strategic fit and determining the interplay between portfolio management and other practice
areas.
(TS/PM1) Mining the Techno-Infrastructure, John Peterson, Lucent, (19 slides)
http://mati.ncms.org/Secure/articles/techstgy/MATI_Task04_patents.ppt
Moving from the premise that discontinuities cause changes in priorities, the rationale
is set to develop software to mine patent literature for loci of innovation. A war
scenario provides the illustration of a MATI technique of mapping the future back to
the present, evaluating the Innovation Competency Distribution (academic, commercial
and defense), and leads to the MATI I model of mining technology, exploration
domains and technology assumptions. Translating to business concepts (business and
technology value chains) shows how Roadmaps recognize and illustrate linkages.
Using these techniques, specific technologies can be isolated to map the state-of-the-art
and innovator relationships, suggesting virtual consortia and raising the question if
core competency lies in creating and sustaining coalitions. The MATI I lesson
of Strategic Alignment is overlaid with the concept of Scenarios to anticipate
discontinuities.
(TS/PM2) Distributed Knowledge Creation and Management: Transition to the
Almost Virtual Enterprise, John Peterson, Lucent (32 slides)
http://mati.ncms.org/Secure/articles/techstgy/Peterson_MATI_Feb2000.ppt
With "old think" dominated by financial expectations, "new think" asserts that
Time/Tempo/ Innovation drives business & financial performance. Since the Business
21
Value Chain is inefficient, a change in perspective is necessary and MATI is an
emerging meta-structure for developing the business in which technology deals with
innovation by redefining markets. A contextual view of strategy is presented in which
creation of the "new think" growth engine is supported by roadmapping and
recognizing actionable technology clusters.
(TS/PM3) Knowledge Management: A MATI Perspective, Jack Bishop, Mike Radnor
(IBD) (11 slides)
http://mati.ncms.org/Secure/TechMgmt/Know0301.ppt_.ppt
Knowledge Management is characterized as integrated, interdisciplinary, and with a
strategic intent, but is neither computers, data bases, nor information technology. Not
only is the complexity of knowledge management overwhelming, but also practical
tools are lacking. Proposed activities include characterizing the state-of-the-art, seeking
out tools by surveying MATI members before identifying alternative action plans.
(TS/PM4) Creating Technology Centered Advantage: A Strategic View from the
Knowledge Battlespace. John W. Peterson (9 pages)
http://mati.ncms.org/secure/articles/Tech-centered-advantage.doc
Strategy, a military term that has been adapted for use in the business environment, is a
very powerful concept that is both directional and temporal. It exists in concept space
bound by system-specific, renewable, knowledge-based resources which include a
knowledge-creation infrastructure, technological capability, a dynamic network for
access to capital and organizational will and intellect. Unfortunately, strategic context
is also a shared virtual space. The competition lives there too. Survival for large
technology intensive companies requires improved situational awareness and a
carefully crafted context shaping capability. Also required is contextual strategic
decision congruity and a flexible meta-structure to create, dissolve and later recreate
teaming arrangements that leverage multiple firms capabilities. The author suggests a
framework for defining a credible future end-point and a tool set for developing the
strategies and capabilities necessary to get there, particularly during times of structural
stress and technological discontinuity.
(TS/PM5) Valuing and Protecting Technology: First Conceptual Steps, John Peterson
(Lucent) 19 slides
http://mati.ncms.org/Secure/articles/techstgy/May_Peterson_Tek-Prote-Valu.ppt
Given the objective to sustain a strategic balance in program / project deployment, a
strategy in entropic time is described. The assertion that “context drives capability”
suggests that a real options approach to normative futures is indicated. Intellectual
capital strategies are provided a context of other elements of the corporation value
chain, with the warning that technology must be licenses and litigated… or lost.
Intellectual property should be viewed in both offensive and defensive contexts along
the way. The conclusion is that intellectual capital is a valuable asset that should be
protected, grown, and leveraged.
22
(TS/PM6) Creating Intellectual Capital Advantage: Really Leveraging Innovation,
John Peterson, Lloyd Eriksen and Kevin A. Greer (Lucent) (12 pages)
http://mati.ncms.org/secure/articles/techstgy/iamot01-curdft.doc
A methodology is presented for a process to better manage intellectual capital (later
defined as explicit technical knowledge). The findings concern the alignment of
business strategy, organizational learning as part of the product technology
roadmapping process and aggressive management of the technology attack strategies.
Intellectual capital, as an integral part of the business strategy and requiring decision
considerations that come from the perspectives of the creator, the owner/manager and
the user(s), are central. Moreover, the transfer of intellectual capital must be recognized
as not necessarily a Tofflerian second wave zero-sum-game. Intellectual capital
management becomes a strategic means of generating funding for enterprise growth
through market shares (accelerating product introductions and dominant designs),
technology licensing and transfer fees, leveraging multi-company competencies and
capabilities and supply chain barter.
(TS/PM7) Knowledge Creation and Information Management in the Technology
Intensive Enterprise: Strategic Fabric Not Infrastructure, John Peterson and Michael
Radnor (will be posted shortly with link)
Although the relationships between technical expertise and management decision
processes remain a strategic issue, information management has become a political
solution answering, at least in part, how, functional expertise in a technology intensive
organization can be integrated to create intellectual capital, product, market and
business advantages. Major best-in-class technology intensive companies are beginning
to recognize that success in the new millennium will depend on the ability of the
enterprise to create and apply knowledge in ways that fit dynamic and ever
increasingly complex global markets and changing corporate environments. They
understand that global pressures will no longer allow the response time for
restructuring to force the alignment of new hierarchies and under-performing
organizations. This work-in-process will introduce several new concepts that begin to
address the traditional boundary between technical expertise and management decision
processes. The new methodologies help bridge disparate functional environments,
enabling technology life cycles, and the balancing of disruptive and sustaining
technologies.
(TS/PM8) Knowledge Sharing Overview: The Siemens Knowledge Sharing System,
Randall Sellers (Siemens Westinghouse) (46 pages, pdf)
http://mati.ncms.org/Secure/MATI_KM_Speech.pdf
Knowledge management is the engine that transforms ideas into business values.
Siemens ShareNet was implemented to link employees in different locations. Success
Factors identified were: 1) Aligning knowledge & business targets, 2) Building a global
initiative, 3) Providing incentives & Reward for Knowledge Sharing, 4) Managing
intellectual capital through virtual teams, 5) Establishing knowledge management into
business processes, 6) Changing traditional knowledge flows, 7) Providing a common /
23
compatible knowledge platform, and 8) Maintaining top management support.
Examples of the Knowledge Management process provided illustration of the concept
providing “The right answers at the right time in the right context to the right people.”
(TS/PM9) Speed as a Critical Factor for the Utilization of Technology Analysis: Semi-
Automated Text Mining for Technology Intelligence, Alan Porter, Georgia Tech (23
slides)
http://mati.ncms.org/Secure/FUTURES/MATIpresaug2001.ppt
A Technology Analysis Utilization Model, based on experience, literature, and MOTI /
CIMS research, includes four focal factors: 1) User factors, 2) Technology information
product characteristics, 3) Respect / credibility, and 4) Communication. The Action
component includes timely (2/3 want results within a week), useful, transparent,
readily communicated materials. Data bases (inspect, EI Compendex, COS) were mined
with VantagePoint software to generate “innovation indicators, with a scripted process.
The resultant analyses provide “hot tech” profiles from over 10 million abstracted
papers from a 16 question template and targeted 1 day generation of 50-100 emerging
technologies.
(TS/PM10) Technology Tools and Processes as Potential Engines of Sustained
Corporate Growth: MATI I Findings. John Peterson and Michael Radnor (will be
posted shortly with link)
The management gurus proclaim that „state-of-the-art‟ product technology is a critical
corporate asset and a formidable strategic weapon for achieving competitive advantage.
Unfortunately, the „financial engineers‟ who dominate capital markets continue to place
a premium, not on intellectual capital and innovation capabilities, but on near-term
share-of-market-capitalization growth. The unintended but immediate result is
executive emphasis on reduced and more focused short-term low-risk incremental
investment and a longer-term reduction in the ability to generate disruptive
technological innovation. This paper critically analyzes a generic model of the
technology intensive firm based upon the value chains that underlie the model‟s
relative competitive capability. Demonstrated is the direct linkage of technology,
multiple value chains to business goals and objectives. Manipulation of the value chain
elements results in the quantum leaps in speed (to market), efficiency (margin and
price) and quality (differentiation) that can help reestablish the strategic role of
investment in technology in the mind of the financial engineers/analysts. The MATI I
processes and tools provide an internal engine for generating sustained growth.
(TS/PM11) Content Value Management for Business Improvement, Patrick Hogan,
Cedar Inc. (40 slides)
http://mati.ncms.org/Secure/TECHMGMT/CVM_MATI.PPT
The goal is to visualize data to extract further knowledge. The knowledge management
pipeline captures, envisages, and disseminate information to “do things better.” The
goal is to automate (un)structured data into a “knowledge portal” to generate a filtered
24
list with access to information relevant to a query. The automatic visualization of
thousands of documents are enhanced with themes linked to key performance
indicators to develop new relationships. The process is illustrated with examples of
managed content “tool kits” for chemical synthesis, marketing campaigns, and
technology development.
(TS/PM12) Why Choose a Web-Enabled Project Portfolio Manager ?, Clive Coady,
(DSM Desotech) (16 slides)
http://mati.ncms.org/Secure/ARTICLES/PORTMGMT/MATI_PM_Coady_DSM.ppt
Current project planning techniques reached limitations in attempting to meet the
demands of the global business with dispersed research teams. A web-enabled project
planning process was developed that includes: 1) project office defines the generic
process and creates individual project databases, 2) project management uses tools to
manage a project, 3) tools are held in a single database, 4) many projects are
consolidated into a single portfolio, and 5) providing senior management with the
ability to review progress of an entire program at a glance. The program provides a 2-D
analysis of all projects in a program, including resource scheduling and planning
capabilities. Success factors included upper management sponsorship, a clearly defined
R&D process, phased roll-out of key system functionality, and full user acceptance of
the new system.
Portfolio Management
(TS/PM13) Technology Management Processes, Heather Rayle (Rohm & Haas) (14
slides)
http://mati.ncms.org/Secure/articles/portmgmt/PORTMGMTmatipres.ppt
A discussion of the key issues in project/portfolio management lays the foundation for
presentation of the project and portfolio management approaches. R&D Project
information provides data for the risk assessment model. The steps in assembling and
presenting technology portfolios are provided, including a research focus view as well
as a project "bubble chart" assessed by technical and market success prospects.
(TS/PM14) Evolving Technology Portfolios, John Peterson (Lucent) (23 slides)
http://mati.ncms.org/Secure/articles/techstgy/MATI-TEKPORT.ppt
Three critical portfolio issues are discussed: 1. how will the enterprise leverage
technology to create value; 2. where will the enterprise invest to create value, and 3.
how will the enterprise balance and communicate the knowledge created from
technology investment? The discussion sets the scene for development of a case that
includes the knowledge that creation of technology may be limited by the
market/customer needs. The value of the content of the market basket of technology
varies over time and that a mix of technologies to support multiple business options
will drive positive financial contributions.
25
(TS/PM15) R&D Portfolio Planning: The Westinghouse Experience, William J.
McAllister (Siemens Westinghouse) (55 slides PDF)
http://mati.ncms.org/Secure/articles/portmgmt/R&D_Portfolio_Planning.pdf
Two methodologies for managing R&D portfolios are described. The first explicitly
links R&D to strategy objectives. Importance rankings are converted into weights using
Rank Order Centroids, then re-aggregated across objectives to provide normative
guidance for funding allocation. The second uses real options pricing theory to value
R&D projects. Options methods treat decision flexibility and uncertainty in a manner
more appropriate to R&D than NPV methods, providing a cost-effective tool for
portfolio optimization.
(TS/PM16) Technology Portfolio -A Business Perspective (report on company and
literature survey), Jack Bishop (IBD/CTIM/Kingsbury) (7 slides)
http://mati.ncms.org/Secure/ARTICLES/PORTMGMT/Business0110.ppt
A survey (in process) has the goal to characterize current practices. Purpose: Share
information and decision tool. Audience: R&D, Marketing / Manufacturing clients,
business management, top management. Portfolio process had the Overall Goals of: 1)
communication, 2) allocation of resources, 3) development of strategy. An example of
one operating process used the format of “basic ability to compete” vs. “prospects for
future profitability” with the area proportional to current sales. The goal of the process
was communication and decisions were not based on matrix positions, but were
influenced by them… sometimes simplicity exists for a reason. The challenge for a
technology portfolio is how to impact the business.
(TS/PM17) Developing a R&D Portfolio Management Process" (case study) Ken
Slepicka (Baxter) (20 slides)
http://mati.ncms.org/Secure/PORT/Slepicka_Baxter_PortMgmt.ppt
R&D Portfolio management is faced with a changing environment that is being pushed
to be a more rigorous, fact-based process with management commitment. The Baxter
program started in January 2000 and moved to a pilot May 2000 and was expanded to
other R&D area by December. A cross-division approach started in early 2001 and was
integrated with a corporate initiative Qtr 2 and finalized a year later. A scoring model
includes the probabilities of technical and market success, fit with business strategy,
and rewards. The Portfolio Map depicted project by enabling technology vs. customer
value perception, with areas proportional to forecast project expense. The program
includes sensitivity analysis for 1) revenue drivers, 2) cost drivers, 3) sales channel
investment, 4) first to market, 5) delay / acceleration in launch, 6) regulatory approval.
A “tornado diagram” provides means to characterize a project by commercial value
given development success vs. a number of variables. The corporate initiative provides
an integrated approach, consistency, and is the first step of financial evaluation. The
program includes decision trees using a standard stage/gate process. Complex
decision trees, with multiple commercial values, are analyzable through real options
valuation processes. Next steps in the development process include: 1) finalize the
26
financials, 2) development of a corporate portfolio decision process, and 3)
implementation of a software / web-based system.
(TS/PM 18) Portfolio Management: An Overview and Proposed Agenda for MATI,
Bill McAllister (Siemens Westinghouse) (48 slides PDF)
http://mati.ncms.org/Secure/PORT/PM_MATI_011029.pdf
R&D Portfolio Management, a dynamic decision process, has grown through 3 stages
1.R&D as Overhead – pre 1960, 2. R&D as Strategy – 60s-80s, 3. Market-driven R&D –
90s) before the current Emerging Options Paradigm where R&D creates real value.
Projects, ranging from new product through process and acquisition to capability
building and basic investigation, may be aggregated to provide fewer entities to
analyze at the risk of homogenization. A multi-attribute approach would assess the
decision maker‟s utility function after defining both goals and project attributes. Project
valuation techniques include qualitative, scoring, ranking, and valuation, but should 1)
encourage strategic thinking, be easy to apply, use defensible metrics, be zero-based,
enforce a clear set of decision points, minimize gaming, and be theoretically sound.
After providing illustrations of each set, the concept of “option pricing” is advanced as
a better means of project valuation. The commercial value is modeled as a call option
on a real asset while the technical uncertainty and strategic fit are modeled as a
compound option using a decision tree.
(TS/PM19) A Process View of a Corporation and the Role of Portfolio Management,
Rich Albright, Albright Strategy Group (MATI Fellow) (16 slides, pdf)
http://mati.ncms.org/Secure/June2002.HTM
The business process view of the corporation includes the product development and
marketing / sales process. The portfolio view of the corporation suggests analysis of
the various portfolios (market, product, technology) depends on the focus of the
corporation.
Additional and MATI I Materials
(TS/PM20) Valuation of R&D Projects Using Options Pricing & Decision Analysis
Models – Theory and Application, R. K. Perdue, W. J. McAllister, P. V. King and B. G.
Berkey (18 pages)
http://mati.ncms.org/Secure/articles/portmgmt/McAllister_Options_Paper.pdf
See TS/PM 14 for annotation.
(TS/PM21) Creating Third Wave Advantage: Reasserting the Strategic Role of
Technology Management, John Peterson and Michael Radnor Presentation to Lucent
Knowledge Sharing Summit, October, 1999 (20 slides)
http://mati.ncms.org/Secure/articles/techstgy/Peterson_Radnor_lucent_talk.ppt
Starting with the prerequisite direction, MATI I provided an alignment process leading
to a "third wave" business model. The "operationalized solutions" learning from MATI
I provided the context for the use of scenarios to anticipate discontinuities and
27
developing roadmapping as a core process to deal with intellectual capital and
technology leverage. However, creating the linkages (e.g. between Voice of the
Customer and Enabling Technologies) is a political process. This political process
requires addressing business strategies in the context of both technology and markets
and the use of scenarios to deal with technology evolution. The resultant functional
business model suggests a third wave, technology-intensive enterprise will be faced
with an influx of knowledge and technology, acting as an innovation stimulus and
creating a new, self-adaptive organization.
(TS/PM22) Development of a Structured Approach to Assessing Technology
Management Practice, David Probert, Rob Phaal, Clare Farrukh, Cambridge (13 pages)
http://mati.ncms.org/Secure/articles/techstgy/Ucam_Assess_TM.doc
The development of a practical technique for the assessment of technology management
practices is described. Based on a process model of technology management, it provides
a means whereby manufacturing companies can assess the effectiveness of the
technology management activities critical to their business, and identify areas for
improvement or transfer of good practice. This paper describes the development of a
practical technique for the assessment of technology management practices. Based on a
process model of technology management, it provides a means whereby manufacturing
companies can assess the effectiveness of the technology management activities critical
to their business and identify areas for improvement or transfer of good practice. The
procedure comprises three levels, spanning the full range of technology management
activities, linking broad strategic concerns to detailed operational activities, in the
format of a series of facilitated workshops.
(TS/PM23) Aligning National Policy and Technology: Of Tofflerian Waves and
Strategic Technologies. John W. Peterson and Kenneth O. Wofford (10 pages)
http://mati.ncms.org/Secure/articles/techstgy/ts-natl_policy_and_tech.doc
Redistribution of state assets (socio-political power, intellectual capital and economic
investment) has serious economic, political, social and security consequences.
Unfortunately, macro economics remains the real driver of national priorities, even
though it seldom links directly to innovation, business strategy, and the technology
driven management and operational practices that are the primary drivers of localized
second order socio-political(national technology) considerations. A parallax approach
championing an innovation infrastructure to create & leverage regional growth engines
and knowledge based competitive entities is presented.
Bibliographies
(TS/PM24) MATI II Initial Cut at Portfolio Management Bibliography, John Peterson
(Lucent) (43 pages)
http://mati.ncms.org/Secure/port/mati2-Port-Bib01.doc
28
(TS/PM25) Technology Portfolio Management Bibliography, Jack Bishop (IBD) (32
pages) –in development
Annotated with added comments
http://mati.ncms.org/Secure/port/Bishop_Portmgmt_Biblio.doc
29
TECHNOLOGY ECOLOGY
Recognizing important interdependencies, the Technology Ecology Task Force was
formally created at the March 1-2, 2001 MATI meeting. It combines and replaces the
former Technology Transfer Task Force and the Technology Sourcing and Intellectual
Property Management Interest Group.
1. TECHNOLOGY TRANSFER
(Unless otherwise noted, “slides” are in Power Point, “pages” are in Word). To access
documents, click on the link
The MATI Technology Transfer focus has been on the analysis of existing
methods and the development of new/alternative methods to achieve efficient
transmission and receipt of product and/or process knowledge between departments of the
corporation and between the corporation and it's suppliers and customers.
Templates and Processes
(TE/TT1) Technology Transfer, Product Development and Manufacturing at Ford,
David Stirsman (Ford) (7 slides)
http://mati.ncms.org/Secure/articles/techtransfer/FPDS_Manuf5.ppt
Ford‟s technology transfer template is described.
(TE/TT2) Ford Advanced Manufacturing Deployment Process, Ed Abbott (Ford) (15
slides)
http://mati.ncms.org/Secure/articles/techtransfer/Ford_Tech_Depl_Proc_6_2000.ppt
The role of Ford‟s Manufacturing Technology Council and forums and the portfolio
development steps and rationale of the firm‟s technology transfer process is described.
(TE/TT3) Technology Transfer at Baxter, Ken Slepicka (Baxter) (6 slides)
http://mati.ncms.org/Secure/articles/techtransfer/BaxterTechTrans.ppt
A presentation of Baxter‟s Renal division and PEPe process – product development and
technology transfer template.
(TE/TT4) Technology Transfer Process, Alec McMillan (Rockwell Automation) (24
slides)
http://mati.ncms.org/Secure/articles/techtransfer/Rockwell_Tectransfer.ppt
The Rockwell template and the practices that have been evolved to enhance technology
transfer in the context of other processes are presented and analyzed.
(TE/TT5) Technology Transfer) Global Focus on Advanced Manufacturing, Dave
Stirsman (Ford) 34 slides
http://mati.ncms.org/Secure/articles/techtransfer/Stirsman_Ford_May_MATI2001.ppt
30
Action Item #1 for the Manufacturing Technology Council was to develop a process to
create a global focus on advanced manufacturing with all brands and units, establishing
the lead organization. This was accomplished through a 4 point program: 1) Forum
process to capture manufacturing technology development at all locations by sharing
databases, 2) Develop a process to establish lead responsibility for each technology, 3)
Establish a model for global manufacturing R&D interaction and communication, and
4) Develop world-wide technology metrics and reporting processes.
(TE/TT6) Technology Transfer (Technology Ecology) Task Force Project Status
Report, Jack Bishop (IBD/Kingsbury) 18 slides
http://mati.ncms.org/Secure/articles/techtransfer/TT_TFProjsum0528.ppt
Task Force goals were 1) characterize MATI company practices, 2) provide practical
lessons for improvement, and 3) develop a practical context for research. The Baxter
process was characterized as lacking complexity, with Ability to Absorb technology,
while at industry standards, was the weakest aspect. Further analysis revealed that 1)
averages don‟t tell much of a story, 2) structure suggests both cause and effect, and 3)
statistical analysis can provide estimates of the importance of factors, for instance that
“comfort” lowers the ability to meet objectives while increasing the ability to meet
budget and schedule targets. The imbalance of respondents (few from management or
marketing) and small sample limits the ability to draw firm conclusions.
(TE/TT7) Underlying Elements of Successful Technology Transfer: From MATI I,
Daniel Levin, IBD/Rutgers University. Summary presented at MATI II September
Level Set meeting (14 slides)
http://mati.ncms.org/Secure/articles/techtransfer/tt_levin_0999.ppt
14 case studies (names disguised) examine technology transfer in the context of the
ability to absorb, comfort and structure dimensions. In the context of structure,
incentives, culture, strategy, and environment, these factors suggest the ability to
achieve better outcomes. (For more detail, see Levin dissertation summary in For In-
depth Reading section).
Additional and MATI I Materials
(TE/TT8) Smoothing the Path from Product Conception to Delivery - A 1998 MATI
paper by J. Thompson Lucent) and G. Lundquist with a discussion of Technology
Transfer and the Value Chain (10 pages PDF)
http://mati.ncms.org/Secure/articles/techtransfer/tt_conception_to_delivery.pdf
A model is proposed that integrates six phases of technology transfer into each step
along the value chain form initial concept through manufacturing to products in
customer hands. Management of each phase for each step leads to greater control,
higher efficiency, and lower costs and frustration in the movement of technologies
within product development. Indeed, the model leads to a true quality management
system.
31
(TE/TT9) Transferring Knowledge in the R&D Arena: Links, Loops and Learning in
the Technology Transfer Process - A 1998 paper by Daniel Levin and Tom Kappel
with a discussion of required elements of successful Technology Transfer (34 pages)
http://mati.ncms.org/Secure/articles/techtransfer/knowledge_transfer_in_R_D.doc
The paper seeks to answer the question of how knowledge transfer actually works. For
this, a different kind of methodology is required, one that allows the researcher to look
inside the "black box" of knowledge transfer and to generate theory that is grounded in
what people inside organizations are thinking and doing. It looks inside the "box" of
organizational learning and knowledge transfer to show contextually how an
organizational routine and the process of transferring a technology from research and
development (R&D) to a business unit operates in practice.
(TE/TT10) What's an Organizational Routine? ‘Unpacking Knowledge Management’,
Daniel Levin, Discussion of success factors in technology roadmapping and
technology transfer (53 pages)
http://mati.ncms.org/Secure/articles/road/org_routine.doc
By focusing on the specific and crucial technology roadmapping (planning) and the
technology transfer processes, as defined and described in more detail below, this
research is able to ground the theories and concepts of knowledge and learning in what
actually goes on in organizations. In 14 cases at four large companies, it may not be
enough for organizational learning to take place if there is only an ability to absorb new
knowledge and a high degree of comfort in doing so. Rather, supporters had to have
the power and influence in the organization to make the knowledge flow happen, to
overcome inertia. The paper shows how two critical, knowledge-intensive
organizational routines (the technology roadmapping/planning process and the intra-
company technology transfer process) operate in practice in multiple companies. It is
based on a cross-case comparison at multiple firms.
For In-depth Reading
(TE/TT11) An introduction to technology transfer and summary of the related MATI I
findings from Daniel Levin’s doctoral thesis on this subject, Daniel Levin, IBD &
Rutgers University (49 pages),
http://mati.ncms.org/Secure/articles/techtransfer/ch4_techtransfer.doc
While the ability to absorb knowledge is vital, this ability is not always enough for the
process to work well if project participants are too uncomfortable or if project
supporters have too little power. To make these three concepts of ability, comfort and
power more concrete, the study carries out an in-depth examination of each. It
examines technology transfer as a management process (i.e., a repeated set of related
activities) rather than as an event or as a strictly technical matter. However, rather than
taking a reengineering approach of focusing on all of the specific tasks and various
steps in the process, this study looks for central, underlying, theoretical elements of the
process; i.e., what makes it "tick."
32
The main finding from this study is that, while the ability to absorb knowledge is
important and has even received the bulk of attention in the organizational learning
literature, this ability is not always enough for the process to work well. The problem
occurs if project participants are too uncomfortable or if project supporters have too
little power. Following an in-depth description of the three key ability, comfort and
power elements of the technology transfer process, the study compares across eight
MATI cases to see the effect that these had on the technology transfer outcomes.
(TE/TT12) Technology Transfer Case Summary, Daniel Levin (7 pages)
http://mati.ncms.org/Secure/articles/techtransfer/tt_case_summary_.doc
This report describes the cases studied by Levin during MATI I. It provides an
assessment in terms of ability to absorb knowledge, comfort level and power dynamics
as these played out in the eight cases studied.
33
2. TECHNOLOGY SOURCING, including Make vs Buy
(Unless otherwise noted, “slides” are in Power Point, “pages” are in Word). To access
documents, click on the link
The initial focus in this sub-area has been on benchmarking best practices and recognizing
technology gaps. The make versus buy issue is being explored as part of a broader systems
perspective with respect to technology sourcing. It is intended that technology sourcing be
considered in relation to other organizational functions and processes including particularly
strategic planning, portfolio management and roadmapping.
(TE/TS1) Technology Sourcing Perspectives from Siemens-Westinghouse, Harry
Morehead (Siemens-Westinghouse) (11 slides)
http://mati.ncms.org/Secure/source/Morehead_Siemens_Tsource_6_8_00.pdf
Presents an overview of Siemens-Westinghouse (SWPC) particularly the Advanced
Turbine System Technologies, details the process SWPC used to obtain and apply
thermosonic imaging technology from Wayne State University, and identifies lessons
learned about finding, licensing and further developing technology. Not evident in the
slides but clear from discussion is the importance of personal relationships and internal
championing in sourcing.
(TE/TS2) Technology Sourcing at Kraft, Susan Gaud (Kraft) (10 slides)
http://mati.ncms.org/secure/source/Kraft_technology_sourcing.ppt
Provides an overview of technology sourcing needs and the approach in development
at Kraft. Technology sourcing is growing in importance as the firm becomes more
technology concerned. The presentation discusses the processes and strategies evolving
in this area, in comparison with the approaches that have been used in the company,
heretofore.
(TE/TS3) Technology Foresight as a Key Element in Make-or-Buy Strategy, David
Probert, Laura Cáñez, Rob Phaal, Cambridge University (6 pages)
http://mati.ncms.org/secure/articles/techstgy/Technology_Foresight_Probert.doc
This paper discusses the need to foresee technology requirements and trends when
undertaking a make-or-buy analysis. Decisions that seem "right" today may not be right
for the future. Technology analysis requirements for make or buy strategy are reviewed
and the contribution of current and emerging technology foresight techniques.
(TE/TS4) Technology Sourcing: The Link to Make-or-Buy, Laura Cáñez and David
Probert, University of Cambridge (5 pages)
http://mati.ncms.org/secure/source/Technology_Sourcing_paper.doc
This paper discusses different options for technology sourcing following a strategic
make-or-buy analysis. Selling, licensing-out, creating alliances, licensing-in and
acquisitions are some of the possible options presented. Industrial cases are used to
illustrate technology sourcing alternatives.
34
(TE/TS5) Scouting for New Technology- Approaches for Going Beyond the Obvious,
Bob Levi, Technology Sourcing International (7 slides)
http://mati.ncms.org/Secure/articles/techtransfer/Levi_May2001_MATI.ppt
Technology Scouting involves scanning and monitoring new technical development to
channel information to appropriate experts within the company and may assist in
acquiring or transferring technology from external sources, including buying a
company or hiring key people. A key reason for a formal scouting program is saving
the money and time to develop something already developed somewhere else, and new
products or processes may be found along the way. In addition to three case examples,
types of events to attend and databases were illustrated. While consultants and
vendors are obvious sources of technology, competency, knowledge base, and honesty
can be sought, but creativity can only be encouraged. The example at Baxter of a failure
rate of 99.8% still yielded a ROI of 350% for the million dollar (annual) program.
(TE/TS6) MATI Technology Sourcing Survey, Jack Bishop (CTIM/IBD/Kingsbury)
(26 slides)
http://mati.ncms.org/Secure/SOURCE/TechSour0917.ppt
Technology Sourcing includes topics of technology valuation, make / buy for research,
Internet-based tools (including technology exchanges) and a Benchmarking Survey to
assess current practices in these areas. The MATI survey covered 16 respondents from
11 of the 17 MATI companies, reporting that the sourcing process begins with a
technological opportunity and proceeds through a formalized (generally continuous)
process. Potential sources of technology are varied with none standing out, but most
use only one traditional source and two Internet sources (at least one a generalized
search engine). The success of the process was self-rated 4 (1-7 scale where 7 is high).
The lack of measures of performance (3 none, 4 informal) constrains the ability to
improve effectiveness. Telephone interviews were completed with representatives of 31
of Industry Week best managed 100 technical firms. Over the past 2 years, the
respondents reported from 2 to 20,000 incidents of technology sourcing (median 25)
with a median success rate of 5. Case studies (26 successful, 17 unsuccessful, 24
indeterminate projects) provide a view of the technology sourcing process. Since the
time from initiation to endpoint for successful projects was half the time for
unsuccessful ones, success may be measured by speed in today‟s corporate
environment. Mentioned practices provide an idea of what was done,
35
3. IP MANAGEMENT
(TE/IP1) Intellectual Property – Prerequisite Competence and Competitive
Capabilities for the Next Millennium: A View from the Business Unit, John Peterson
(Lucent) (21 slides)
http://mati.ncms.org/secure/TechMgmt/Peterson_IP.ppt
This presentation describes in summary form the central components and functional
requirements of an IP system of protection (patents, copyrights, etc.). The discussion
allows discussion of the assessment, strategies and execution requirements that link IP
strategy and innovation drivers and the resulting IP values, in terms of alignment,
leverage and returns; the exhibits go on to show how these considerations play out in
the corporate battle-space. The strategic importance of aligning strategy and the
intellectual capital of the technology to be leveraged to produce corporate returns is
also described. Such analysis can then be fed into the construction of IP and operational
roadmaps.
TECHNOLOGY ECOLOGY TASK FORCE UPDATES (includes updates of
previously independent Technology Transfer, Technology Sourcing and IP
Management task forces)
(TE/TT5) Technology Transfer Task Force Report, Mike Scharf & Jack Bishop, April
5-9, 2000, 9 slides
http://mati.ncms.org/secure/notes/techtransfer-notes/TechTransferTF_1.ppt
Three projects formed core activities of the technology transfer task force. The “Baxter”
project focused on characterizing, through interviews and an e-mail survey, the IV
Systems product stage-gate development process. The “Rockwell” project highlighted
one or two key success factors from five completed programs through interviews with
both supplier and recipient of the technology. The Rockwell project was left with
pending participation in a MATI Benchmarking Survey. Participation in the
benchmarking survey was the initial activity of the Siemens project. A special Task
Force meeting was convened to hear a description of the Ford Motor Company Forum
system to manage the introduction of new technology into the manufacturing process.
(TE/TT6) Technology Transfer task force report: Practices at Baxter, Ford, Rockwell
Automation and Siemens Westinghouse 27 slides, October 24-25, 2000
http://mati.ncms.org/Secure/articles/techtransfer/combined1000MATI.ppt
The Task Force focus was on intra-firm transfer of technology from R&D to
Manufacturing with goals to complete an internal assessment of member firms to a)
identify best practices, b) identify opportunities for improvement, and c) document
results. The process at Baxter was characterized by both surveys and interviews,
focusing on three aspects of the process leading to specific outcomes: 1) ability to absorb
technology, 2) comfort, 3) Power & Influence. The Rockwell process reviewed 5
programs but were unable to proceed either to interviews or surveys. Siemens focused
36
on the transfer between SWPC and external organizations, from government agencies
to consumers and suppliers.
ORGANIZATIONAL ISSUES
(Unless otherwise noted, “slides”are in Power Point, “pages”are in Word). To access
documents, click on the link
The Organizational Issues task-force is working on such issues as: Enhancing the "voices" of
customers and technology within the organization; achieving buy-in for MATI processes from
upper management and key groups; forming appropriate working teams for roadmapping,
scenario planning, etc.; integration with strategic, marketing and other processes; developing
and achieving internal organizational standards including dealing with changes; defining the
role and position of a "standards unit" and integrating standards thinking with other
management processes; developing a taxonomy of variables in organization cultures and
structures (culture, structure, knowledge) significantly impacting on technology management
processes (product development, innovation, etc.).
(ORG1) Getting Buy-In for Roadmapping, Tom Kappel (Lucent) (2 slides)
http://mati.ncms.org/secure/notes/organization-notes/org_taskforce_projects.ppt
There is sometimes trouble starting roadmapping in one part of the business or reviving
it after it has stalled. This is discussed as a problem of at least two factors: buy-in and
skills. The buy-in problem is proposed as a research topic with unique contributions to
organizational behavior and practical deliverables to industry. A second proposed
project involves the way corporate information is used (and ignored) by roadmap
teams. Are the boxes and arrows we draw about information flow really true? See also
organizational issues in Roadmapping section.
(ORG2) Development of an Integrated New Product Development Process at Roche
Molecular Biochemicals, Bob McCarthy (Roche) (16 pages, pdf)
http://mati.ncms.org/Secure/road/rmbnpd0304.pdf
The foundation for the current process was laid with the implementation of a stage-gate
process in 1989. The process was improved over the years, leading to development of a
portfolio management process (1998). The process improved understanding between
business and technical components of the organization while revealing a scarcity of new
ideas to develop breakthrough products.
(ORG3) Knowledge Management Across IBM, Tom Luin (IBM) (58 pages, pdf)
http://mati.ncms.org/Secure/IBM%20KM%20Presentation%20to%20MATI.pdf
The challenge of Knowledge Management is illustrated by 22 terabytes of data on the
web added to 11 terabytes on corporate file servers. Employees, Partners, Customers,
etc. all have too much information to be either efficient, responsive, or innovative. A
portal is presented as the basis for connecting people to content, applications, and other
people. The key factors are: 1) Connecting to all constituencies using multiple devices,
2) Creating and leveraging shared pools of knowledge, 3) personalizing content, and 4)
37
dynamic response to evolving business conditions. Examples of the IBM intranet
provide illustrations of the reduction to practice.
(ORG4) E-Business Security: Protecting Yourself, Your Networks, and Your
Customer's Information, Tom Luin (IBM) (34 pages, pdf)
http://mati.ncms.org/Secure/IBM's_e-Business_Security_for_MATI.pdf
Security needs for e-business are stated in terms of Confidentiality, Integrity, and
Availability (CIA) dimensions. These needs are addressed from a set of seven Security
Principles: 1) Deploy and manage trusted credentials and I&A protocols, 2) Control
access to stored information consistent with roles, responsibilities, and privacy policies,
3) Control access to, and use of, systems and processes consistent with roles and
responsibilities, 4) Protect information stored, or in transit, consistent with information
classification control and flow policies, 5) Assure the correct and reliable operation of
components & services, 6) Defend against attacks, and 7) Defend against fraud. The
Method for Architecting Secure Solutions (MASS) was developed to deliver a security
architecture that is complete, comprehensive, and closely tied to business requirements
as well as give enhanced design efficiency, reduced cost, and shortened time scales.
38
STANDARDS MANAGEMENT
(Unless otherwise noted, “slides”are in Power Point, “pages”are in Word). To access
documents, click on the link
Excellence in strategic global standards management, which cuts across many corporate
functions and the technology and business value chain, has become a vital component of
competitiveness but its tools, practices and training resources are highly under-developed.
MATI, in collaboration with key industry and standards associations and players, is
encouraging the development of this field and the practices and structures required to perform at
the level needed.
Templates
(S1) The Global Challenge of Strategic Standardization Management, Alec McMillan,
Rockwell (20 slides)
http://mati.ncms.org/secure/MATI2_ROCKWELL_STANDARDS.ppt
Overview of standards management including a flow chart illustrating standards
considerations in for different functions, standardization across the supply chain, the
interplay of standards and product and industry roadmaps and issues for global
standards development and corporate standards management. Product marketability
and standards opportunities and the impact of culture on standards are also discussed.
Rockwell templates are presented.
Cases
(S2) Global Standards Management - summary of Kellogg student study (16 slides)
http://mati.ncms.org/secure/global_standards_mgmt_study.ppt
Study included interviews with 9 companies (Baxter, GE Medical Systems, Kellogg,
Lucent, Motorola, Roche, Rockwell, 3Com and United Technologies) as well as a review
of literature and standards related organizations. Initial conclusions and
recommendations
Project
(S3) Project to Enhance Instruction on Strategic Global Standards Management,
Kellogg School of Management (3 pages)
http://mati.ncms.org/secure/STANDARDS_prop_ABSTRACT.doc
Abstract of proposal for project funded by the US Department of Education to increase
attention to standards management and sophistication in companies and, particularly,
US business schools. Project elements include case and training/teaching materials
development ands piloting, a website, an industry-faculty roundtable and a faculty
workshop.
39
TECHNOLOGY AND MARKETING
Consideration of requirements, issues and opportunities for technology management in the
market-driven firm and general issues concerning technology-marketing relations.
(T&M1) Roadmapping in a Marketing vs. Technology Culture… Continuing the
Discussion, Denise Chiavetta (Coca-Cola) (6 slides)
http://mati.ncms.org/secure/TechMgmt/rm_marketing_culture.ppt
Presentation of likely differences in applying roadmapping in a marketing driven vs. a
technology/engineering-driven company. Slides have been revised to incorporate
ensuing discussion among MATI companies.
(T&M2) Marketing with Pocket Protectors" (Technology Innovation in a Marketing-
driven Firm), Dennis Braswell (Coca-Cola) (16 slides),
http://mati.ncms.org/secure/TechMgmt/MATI_BRASWELL_TALK.ppt
A marketing-driven company technology innovation can be found in the product, what
the customer sees and touches and in infrastructure. At such companies, technology
innovation generally comes in at the last two and so starts
disadvantaged. In Coca-Cola, the main product is over 100 years old and not targeted
for change. In a marketing driven company innovation implies: 1) focusing on new
products (or features), selling channels, promotions, and advertisements, 2) no aroma of
technology, 3) instant results - marketers then move on to the next thing (not,
ostensibly, a recipe for technology), and 4) that trade puffery is OK, indeed, exalted.
Keys to technology success are credibility; understanding the business by knowing the
company‟s vision and how everyone contributes to it; getting out of the lab (what ís
going on the street as well as in the world of technology; strong relationships and good
communications; and being creative about technology sourcing.
(T&M3) Use of Roadmapping in Marketing-Driven Companies, Parul Anand (CTIM)
(8 pages)
http://mati.ncms.org/Secure/articles/road/Use_of_Roadmapping_in_marketing.doc
Beginning with a discussion of technology management needs, the use of Roadmapping
as a prospective solution is developed. Beyond a presentation of the underlying
philosophy of Roadmapping, various types of Roadmaps are described. The
development of the concept of customizing the Roadmapping process for marketing-
driven companies is a work-in-process.
(T&M4) The Marketing-Technology Connection, Sarah Shoblaski (CTIM) (15
PowerPoint slides)
http://mati.ncms.org/Secure/articles/MATI_Meeting_Shoblaske_pres.ppt
40
Strategic intelligence involves the process of “getting close to your market” to identify
significant market changes, promote fresh insights about strategic issues, and
leveraging potential strategic intelligence contributors.
41
TECHNOLOGY MANAGEMENT-GENERAL
(Unless otherwise noted, “slides” are in Power Point, “pages” are in Word). To access
documents, click on the link
This section includes articles/presentations on knowledge management, tracking
emerging opportunities, as well as articles on the general technology management field.
MATI’s objective in the Technology Management field is to keep abreast of
developments and key players and to develop and maintain useful relationship and
alliances.
(TM1)"Ford's Advanced Manufacturing Deployment Process" Ed Abbott (Ford)15
slides
http://mati.ncms.org/Secure/articles/techtransfer/Ford_Tech_Depl_Proc_6_2000.ppt
Ford‟s Manufacturing Technology Council (MTC) is the focal point of activities between
customer wants and affordable targets and development of the advanced technology
strategies component of the technology plan. The overall goal is to implement the right
technology on the right vehicles at the right time. The MTC is composed of nine
technology councils, ranging from environmental to comfort / convenience, whose
members work with consumers, business groups, UAW and suppliers. At the
operational level, the Manufacturing Technology Council is composed of 12
Manufacturing Technology Forums whose members annually develop the Forum
Manufacturing Technology Plan with inputs from legal, advanced manufacturing
development, suppliers, finance, etc.
(TM2) Roche: A Global Perspective, James Woody, President, Roche Biocare,
Christophe Hergersberg (Roche Diagnostics) (34 slides)
http://mati.ncms.org/Secure/TechMgmt/Roche_Presentation_2001-3-1.ppt
Corporate overview, including emerging concepts, such as: Integrated Health Care,
linking diagnostic and therapeutics to provide individualized healthcare, associating
genes, disease & the individual, identifying genetic risk factors for common diseases,
development of personalized health information. A revolution in healthcare may be
enabled by technology breakthroughs through the combination of molecular biology,
automation, and informatics.
(TM3) IBM Overview, Tom Luin (IBM) (16 pages, pdf)
http://mati.ncms.org/Secure/IBM_Overview_for_MATI.pdf
IBM world‟s largest information technology company as well as being the largest
hardware IT Services, and IT Rental & Financing company. The IBM stake in
technology management is clear from its ninth consecutive year of leading the U.S.
patent list and generating $1.7 billion revenues (2001). A matrix organizational
structure is used to bring both business process and business information skills to all
areas of customer activity. Intellectual Property is developed through an Integrated
Product Development process Roadmap.
42
(TM4) Knowledge Visualization: SW Evaluation Harry Morehead, Bill McAllister
(Siemens Westinghouse) (8 pages pdf)
http://mati.ncms.org/Secure/TECHMGMT/KM02-11-12
This presentation reviews data mining tools, particularly CEDAR and Siemens
Westinghouse experience in testing them.
(TM5) Technology Management in the Pharmaceutical-Biotechnology Industry, Bob
McCarthy (Foresight Catalysts/MATI Fellow) (24 pages pdf)
http://mati.ncms.org/Secure/TECHMGMT/Bttechmgmt.pdf
This talk discusses how the industry is fundamentally changing including, particularly,
the value chain, because of limitations in “Big Pharma” and the potential of disruptive
impact from new therapeutic agents and new diagnostics which may enable
individualized medicine. Implications are considered.
(TM6) Emerging Business Opportunity Management at IBM, Tom Luin (IBM) (28
pages pdf)
http://mati.ncms.org/Secure/TECHMGMT/EBO Management IBM-MATI.pdf
IBM‟s recently established process and mechanisms for identifying, supporting, and,
potentially, integrating new business areas into the organization are reviewed. The
challenges of addressing organizational issues along with technical and market
uncertainties are discussed and lessons from IBM”s experience are suggested.
(TM7) China's Technology and Strategies: A General Perspective, Xiaoho Wu,
Zhejing University (26 slides)
http://mati.ncms.org/Secure/TechMgmt/ChinaTechnology_Wu_MATI_501.ppt
Understanding the technology and strategy situation in China is characterized under 7
major themes. I) The four worlds of China are 1) key industrialized cities, 2) coastal
areas, 3) middle belt, and 4) inner continent. II) The technology centipede results from
some of the world‟s leading technology, strength in high tech, focus on traditional
manufacturing technology, and backward technology in vast rural areas. III) The five
main drivers are: 1) government investment, 2) foreign direct investment, 3) worldwide
competition, 4) privatization, and 5) entrepreneurship. IV) The current condition
presents the dilemma of leapfrogging, since China is a late comer, the challenges of
evolution and revolution, and advantages and disadvantages of alternative approaches,
and the potential traps, including path-dependence and polarization of exploitation vs.
exploration. V) The dichotomy between technology and business strategy involved
innovation patterns, learning, transition, make or buy, and out-sourcing. VI) In the
development, crises and chaos are possible due to paradigm shifting, disruptive
technology, shifting product platforms, old maps combined with new locations, and
hyper-competition from globalization. Finally, VII) the implications of the above 6
characteristics require consideration of the window of learning (catching up), the
dynamics of gradation, value creation, global supply chain, and strategy for secondary
innovation.
43
(TM8) Data Security - Post 9/11/01, Tony Hanes, NCMS (23 slides)
http://mati.ncms.org/Secure/TECHMGMT/SFIP.PPT
The case is presented that data security post 11 September 2001 must include such
events as Bhopal India (3,000 dead) to recognize that industrial espionage is a fact of
life. Conventional data security has been penetrated by hackers. NCMS established the
Manufacturing Trust Program of Strategic Communications, Strategic Education, and
Strategic Action Projects to meet an emerging recognition of a long-standing need.
(TM9) Chicago- a National Model for Security Readiness and Economic Stimulus,
Demetria Giannisis, Chicago Manufacturing Center (10 slides)
http://mati.ncms.org/Secure/TECHMGMT/102401_Giannisis.ppt
Chicago is a “world-linked” economy through manufacturing, academic, and
transportation. As such infrastructure is critical, cities need an integrated response
since they are on the nation‟s frontline for readiness and economic performance. Study
is required with a focus on communication systems. The Integrated Response Group
will be formed to lead initiatives, such as the development of a multi-modal
infrastructure surety pilot to test, prepare benefit / cost assessment and lead to the
drafting of a national “city based” deployment plan.
ALSO SEE TS/PM 7, TS/PM 8, TS/PM 10, TS/PM 22, ORG 3 AND ORG4
Technology Management field
(TM10) Technology Management: The State of the Field and Mutually Beneficial
Practitioner/Academic Collaboration”, Dundar Kocaoglu, Portland State University
(35 slides)
http://mati.ncms.org/secure/TechMgmt/Kocaoglu_Detroit.ppt
Brief overview of the growth of the technology management field as reflected in the
number of journals and school programs. Introduction to Portland State University‟s
degree program as an example of industry-academic collaboration. Discussion of the
increased practitioner in the IEEE Transactions on Engineering Management (Kocaoglu
is the editor) and PICMET conference: invitation to contribute.
(TM11) Overview of Cambridge Institute for Manufacturing, Centre for Technology
Management, David Probert, University of Cambridge (42 slides),
http://mati.ncms.org/secure/TechMgmt/Probert_Cambridge_overview.ppt
The Institute for Manufacturing conducts education and research programs using
networking and dissemination. The Centre‟s research and practice programs are built
on mapping, development and application phases.
MATI general
(TM12) A Discussion about Futures, Ralph Wood, United Technologies (8 slides)
http://mati.ncms.org/Secure/articles/techstgy/Futures_Discussion.ppt
44
Presentation intended to stimulate discussion of MATI‟s orientation and future by
considering changing the current “inside-out “orientation to “outside-in” value
generation targeting potential customer needs, reaching out to form communities of
practice and establishing a distribution mechanism currently lacking in MATI.
Included in the presentation are provocative questions of MATI‟s “ideal” product and
“brand”.
45
Related docs
