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Sustainable technology management and development and Management of technological innovation

Sustainable technology management and development and Management of technological innovation. Chapter 7 of SBD Chapter 1 of MTI. Technology.

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Sustainable technology management and development and Management of technological innovation

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  1. Sustainabletechnology management and developmentand Management oftechnologicalinnovation Chapter 7 of SBD Chapter 1 of MTI

  2. Technology Is a complextermthatincludes art, science, engineering, devices, methods, and know-how thet are applies in a beneficialmanner. Itusually take the formofproduct and processesthat can beusedto create solutions. In particularyitistruefor hardware and software applications.

  3. Technologyinnovation Is a subset ofstrategictechnology management and the systematiccreationof new-to-the-world technologies that are superior to their predecessors and the improvements of exisisting technology platforms and portfolios.

  4. Strategic Technology Management • Technological innovation is an important strategic issue today. • Recently, extensive analyses of automotive suppliers and industrial manufacturers. The findings suggest there are considerable strategic risks associated with the management of new technologies. • Patented technologies and the ability to create value-added features using those technologies are valuable differentiators which contribute to high profit margins. However, technology that remains static can not maintain a premium position in the marketplace. example: As seen with anti-lock brake systems and airbags, even the most advanced technologies will eventually become commodity items.

  5. The market entry phase New-technology suppliers should reinvest profits from the current technology into the next-generation technologies. In the innovation phase, suppliers should strategically reposition the current technology to focus on the emerging low-cost commodity phase. Those who fail to recognize the different phases and adjust their management approach over time will suffer the consequences.

  6. Over the last five years, some well-known suppliers sold or spun-off their automotive business units in the face of general under-performance, compared to non-automotive operations. • Among them are A. O. Smith, Rockwell, Allied-Signal, ITT, United Technologies and Cooper Industries. • For conglomerates, divestiture of an unprofitable business is a luxury that other suppliers do not have. • These suppliers have no alternative: to improve or to die. • If the 1990s was the decade of turmoil in the automotive industry, the first decade of the twenty-first century will be one of survival. • This is not a doomsday prophecy but simply a stricter application of the Darwinian theory. As the competition extends and intensifies globally, automotive suppliers should be more aware of the changes in the environment in which they operate; accurately assess the implications of those changes; and position themselves accordingly.

  7. The window of opportunity for a new technology is considered to be about 10 years, depending on the technology. Within this ten year window, there are three product phases, namely: • Phase 1 -  Market Entry phase - rapid market penetration to gain economies of scale • Phase 2 - Innovation phase - technological change to drive down cost while adding features • Phase 3 - Commodity phase - process driven phase where manufacturing cost control is essential for survival

  8. Strategictechnology management Managingtechnologicalchange Technology: couse or solution? Technologicalforecasting and assessment Stability or change? Strategyforinnovation Technologicalinnovation Technology life cycle: Is a timebasedtheoryoftechnologicalchangethatuse the S curve todepict the development and growtof a technology P E R F O R M A N C E leveling Exponentialgrowth introduction TIME

  9. Overview

  10. Constructformanagingchange Typeofdevelopmentprojects

  11. …changes…

  12. Innovative strategicaction

  13. Creative strategicactions

  14. Hierarchyofinnovation and integration

  15. Convergenceofbalancedtechnological and productattributes Value Quality Low costs Performance Durability Reliability Comfort Aesthetics Esteem Ultra Clean No Waste Redploy High Efficiency Love Noise Conservation Recyclable Lean Market Social Technological Economic Environmental Market attributes Innovation attributes Stakeholder attributes

  16. Whatis management oftechnologicalinnovation and whyisitimportant? MTI

  17. OPERATIONS AND PROCESS R&D EFFECTIVENESS EFFICIENCY TECHNICAL INVESTIMENT BUSINESS UNCERTAINTY • NEW • PRODUCT • DEVELOPMENT COMMERCIALIZATION PROCESS … COLLABORATION

  18. …seeyounextlesson!

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