BENCHMARKING: The best practices in R&D&i management

BENCHMARKING: The best practices in R&D&i management EARTO MEETING JUNE 2011 Lugar y fecha

Industrial Organization Area 2 www.aimen.es | aimen@aimen.es

ACTIONS FOR INCREASINGTHE INNOVATION IN COMPANIES OF GALICIA Actions to raise awareness in R&D&i management Implementation of systematic for the better use of innovation resources 1

INNOVATION PROJECTS IN COLLABORATION: INDUSTRIAL ORGANIZATION AREA - AIMEN DIAGNOSIS OF INNOVATION INNOVATION SYSTEMATIZATION IN SMEs IN GALICIA. 2

OWN RESEARCH PROJECTS: INDUSTRIAL ORGANIZATION AREA - AIMEN STUDY ABOUT SITUATION OF R&D&i MANAGEMENT IN GALICIA (2006 – 2009) BENCHMARKING: THE BEST PRACTICES IN R&D&i MANAGEMENT (2009 – 2011) 2

METHODOLOGY • BIBLIOGRAFY REVISION • DESIGN OF INNOVATION QUESTIONNAIRES • MAKING THE DIAGNOSIS AND RECOMMENDATIONS • TABLE OF EXPERTS • Analysis and validation of the documents that are generated throughout the project • Project Director • Technicians from other technology centres, universities, research centers • Professional representative companies for their innovative activity • DEVELOPMENT TOOL SELF-DIAGNOSIS COMPUTER • DIFFUSION OF THE RESULTS

METHODOLOGY • MARKET RESEARCH: • Companies in differents industrial states • Universities • Technological Centres Survey and personal interviews

OUTLINE OF THE MAIN TYPES OF A BUSINESS PROCESS Planning Strategic Marketing/ Communication Voice of the employees Management control Voice of the clients INNOVATION After-sales service/ Returns Sales/ Contracting Turnover/ Collection Programming / Manufacture Expeditions / Logistics Management satisfaction clients STRATEGIC PROCESSES KEY PROCESSES PROCESSES OF SUPPORT Management personal Maintenance / General Services Shopping / Logistics Accounting / Taxation Quality Assurance Information systems 8 www.aimen.es | aimen@aimen.es

AUDIT MODEL Developed at the London Business School by the professors: Chiesa, Coughlan and Voss. With contributions by professor David Brown of the University of Warwick. Vittorio Chiesa, Paul Coughlan y Chris A. Voss, Development of a Technical Innovation Audit, J. Prod. Innov. Management, 1996 David Brown, Innovation Management Tools, DG-XIII, European Commission, 1997, chapter 21

ACTIVITIES THAT DEFINE THE PROCESS OF INNOVATION OUTLINE OF PROCESS The process of innovation includes 5 essential activities : I N P U T …………………. New market opportunity or unmet need O U T P U T …………………. Customer satisfaction with the new product or service created 10 www.aimen.es | aimen@aimen.es

ACTIVITIES THAT DEFINE THE PROCESS OF INNOVATION GENERATION OF NEW IDEAS DEVELOPMENT OF PRODUCTS MARKET MARKET REDEFINING MARKETING PROCESSES REDEFINING THE PRODUCTION PROCESSES KNOWLEDGE MANAGEMENT AND TECHNOLOGY 11 www.aimen.es | aimen@aimen.es

SAMPLE PROJECT SAMPLE TECHNOLOGY CENTRES 12 www.aimen.es | aimen@aimen.es

SAMPLE PROJECT SAMPLE COMPANIES 13 www.aimen.es | aimen@aimen.es

Questionnaire Structure 14 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE CULTURE OF INNOVATION Enabling activities in the innovation process, involving the following four: Strategic Learning Loop Leadership Human resources Instruments and systems 15 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE COMPANY TECHNOLOGICAL CENTRE 16 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE CULTURE OF INNOVATION COMPANIES 17 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE CULTURE OF INNOVATION TECHNOLOGICAL CENTRES 18 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE GENERATION OF NEW IDEAS Identification of new ideas for products or services Anticipate customer needs How the company encourages brainstorming Criterion used to select the ideas to be developed. Planning time generating new product ideas. 19 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE GENERATION OF NEW IDEAS COMPANIES 21 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE GENERATION OF NEW IDEAS TECHNOLOGICAL CENTRES 22 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE DEVELOPMENT OF PRODUCTS Step from idea to launch the new product or service to market. Detailed definition of the functions and specifications of the product Organization to develop the new product in the shortest time Coordination of internal and external teams Project management techniques 23 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE DEVELOPMENT OF PRODUCTS COMPANIES 25 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE DEVELOPMENT OF PRODUCTS TECHNOLOGICAL CENTRES 26 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE REDEFINING THE PRODUCTIVE PROCESSES Redefinition of productive processes Greater flexibility and / or productivity Higher quality Lower production costs Introducing variations in products Incorporation of new technologies and management tools and organization in their productive processes Increasing the value of the products 27 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE REDEFINING THE PRODUCTIVE PROCESSES COMPANIES 29 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE REDEFINING THE PRODUCTIVE PROCESSES TECHNOLOGICAL CENTRES 30 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE REDEFINING MARKETING PROCESSES Increase the value of products Create new products or services Application of ICT to redefine the marketing of products 31 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE REDEFINING MARKETING PROCESSES COMPANIES 33 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE REDEFINING MARKETING PROCESSES TECHNOLOGICAL CENTRES 34 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE KNOWLEDGE MANAGEMENT AND TECHNOLOGY Innovation through technology • Internally Technology Developed: • Continuous formation • Creating a R & D department,... • Embedded Technology: • Outsourcing R & D to engineering, CT and universities • Purchase of licenses • Establishment of technological alliances with other companies . 35 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE KNOWLEDGE MANAGEMENT AND TECHNOLOGY COMPANIES 37 www.aimen.es | aimen@aimen.es

QUESTIONNAIRE KNOWLEDGE MANAGEMENT AND TECHNOLOGY TECHNOLOGICAL CENTRES 38 www.aimen.es | aimen@aimen.es

DELPHI METHOD • Consultation through a series of questionnaires, a group of experts on the subject under study, to collect their opinions under this methodology: • Anonymous environment that facilitates freedom of expression • Any participant may change his mind throughout the process thanks to the data received without this change is reflected. • Two rounds of questionnaire • During the 2nd consultation, the experts are informed of the results of the first consultation questions. • The experts should give a new answer and must be justified in any case it is highly divergent with respect to the group. • The conclusions of the Delphi Method need not be unique or uniform, indicate the average of responses and also to separate themselves from it and the reasons that support 39 www.aimen.es | aimen@aimen.es

SHARE CONCLUSIONS • SYMPOSIUM DIFFUSION • WHERE? • TECNÓPOLE 27 SEPTEMBER 2011, OURENSE - SPAIN. • FEUGA BUILDING 28 SEPTEMBER 2011, SANTIAGO DE COMPOSTELA – SPAIN. • TECHNOLOGY CENTRE AIMEN 29 SEPTEMBER 2011, O PORRIÑO – SPAIN. 40 www.aimen.es | aimen@aimen.es

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BENCHMARKING: The best practices in R&D&i management