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TECHNOLOGY MANAGEMENT

TECHNOLOGY MANAGEMENT.

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TECHNOLOGY MANAGEMENT

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  1. TECHNOLOGY MANAGEMENT

  2. My Self1. 5 granted Patents.2. First time introduced the concept of - Green Waiting Room at Railway Stations, and - Green MLC gates in Indian Railways.3. Introduced first time in Indian Railways a method of giving Training to staff of General Services Dept of BRC Div. while they are in the division to improve their technical skills related to new and existing technology from basics to advance

  3. Technology Management Technology Strategy History of Motorola, Inc. USA Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  4. Technology Management Motorola, Inc. USA Points noted from History of Motorola: 1. September 25, 1928 – Galvin Manufacturing Corporation, - A design for a battery eliminator 2. 1930s – first practical and affordable auto radio produce, - independent auto distributors and dealers, 3. By 1936 – Police Cruiser, an AM radio 4. Over the years – new features added in the auto radio market. 5. 1940s – established a research function, - hired Daniel E. Noble, a pioneer in FM communication. - company name changed to Motorola, Inc. Technology Strategy Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  5. Technology Management Motorola, Inc. USA Points noted from History of Motorola: 6. Continued its product development efforts - introduced - the first handheld two-way radio, - the first portable FM two-way radio. 7. 1940s – the decades also witnessed – the firm’s entry into - the television business - a product flop – an automatic push-button gasoline car heater. 8. By 1949 – Noble had built a research facility. 9. 1950s - Continued product development: - success in 3-amp power transmitter, transistorized auto radio and a pager. Technology Strategy Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  6. Technology Management Motorola, Inc. USA Points noted from History of Motorola: 9. 1950s - Continued product development: - success in 3-amp power transmitter, transistorized auto radio and a pager. 10. At the end of the decade, face competition from overseas manufacturers. 11. 1960s – several Strategic moves by Motorola - process development efforts continued, - first to introduce – epitaxial method, - pioneer several low-cost production method, - several new products introduced like - a Motorola transponder for Mariner II on its flight to Venus Technology Strategy Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  7. Technology Management Motorola, Inc. USA Points noted from History of Motorola: 11. 1960s – several new products introduced like - a Motorola transponder for Mariner II on its flight to Venus, - a fully transistorized portable two-way radio, - the Pageboy radio pager, - first all transistor colour television sets. - Second, enters into several strategic alliances, - Third, began globalizing its operations. 12. 1967 – 1978 – set up plants in Australia, England, Germany, Israel, Malaysia, Mexico, and Puerto Rico. 13. Continued its strategic efforts for survival. Technology Strategy Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  8. Technology Management Motorola, Inc. USA Technology Strategy Learning points from the History of Motorola: 1. The firm continuously make decisions involving technology; 2. These decisions often lie at the heart of the firm’s competitive advantage and, in turn, 3. The value created by the business for their survival and further development. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  9. Technology Management Motorola, Inc. USA Technology Strategy • Its success depended critically on its • technology-related decisions: • The choice of appropriate technologies; • The divestiture of technologies whose time • had run out. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  10. Technology Management Motorola, Inc. USA Technology Strategy • These decisions involve: • Investing in programs to develop technologies for • commercial applications, • The kind of technologies that are embodied in the • products marketed by the firm, • The choice of technologies to deploy in its value • chain. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  11. Technology Management Motorola, Inc. USA Technology Strategy • The decisions may also include the appropriate • mode of implementation: • Whether the firm decides to implement the • decision by itself, • In conjunction with others through strategic • alliances, or • Through outright acquisition. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  12. Technology Management Motorola, Inc. USA Technology Strategy • - In short, technology is the cornerstone of many • strategic decisions made by the firm. • A firm’s choice of technologies influences its • current and future competitive position within • an industry. • In short, the technology strategy of a firm is a • fundamental driver of its profitability. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  13. Technology Management Motorola, Inc. USA Technology Strategy The Technology Intelligence gathering activities precede the development of Technology Strategy. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  14. Technology Management An innovation or a new idea when it first appears is not accepted immediately by consumers or potential users. Indeed, many innovations fail because they do not get adopted together. When suuccessful, an innovation gets adopted over a period of time. Difference types of users adopt the innovation at different times. The late adopters some times look to the earlier ones for information when trying to decide whether the innovation will be useful to them. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  15. Technology Management • Identification (Forecasting/Intelligence) • Selection(Technology Strategy/Planning) • Internal acquisition (R&D Management) • External acquisition (Technology Acquisitions and Collaborations) • Exploitation/Assimilation (Technology Transfer/Utilization/Commercialization) • Protection (Knowledge Management, R&D Management) • Learning (Knowledge Management)

  16. Technology Management In efffective Technology Management A critical activity is learning about Markets, Customersand Competitions.

  17. Technology Management Diffusion : It is a process by which an innovation is propageted through certain channels over time among the units of a system. Four Major Elements: • Innovation • Propagation • Time • System Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  18. Technology Management Diffusion Innovation: From the point of view of a customer, a technical solution is considered to be an innovation when it is new or perceived as new by the individual or the unit of adoption. It really matters little, so far as human behaviour is concerned, whether or not an idea is “objectivley new as measured by the lapse of time since its use or discovery.” Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  19. Technology Management Diffusion Propagation: Propagation refers to the spread of an innovation beyond its inventor. Propagation is the result of a decision to adopt an innovation by individual or a firm. An innovation presents an uncertain situation to an adopter, and hence the decieion to adopt is to some extent influenced by the communication process between the adopter and the individual who has innovated. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  20. Technology Management Diffusion Time: The time dimension is involved in diffusion, because it takes time for individuals or firms to decide to adopt an innovation. Not all adopters adopt an innovation at the same time. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  21. Technology Management Diffusion System: A system is a set of interlinked units that participate in the diffusion process. The members of units of a system may be individuals, informal groups or organisations. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  22. DIFFUSION OF INNOVATION CURVE (Courtesy: http://en.wikipedia.org/wiki/Technology_adoption_lifecycle

  23. Technology Management Diffusion Immitation

  24. Technology Management Diffusion When a firm innovators (e.g. develops a new product), two different groups of players respond to the innovation. One group, the customers, makes decisions to adopt or not to adopt the innovation. Diffusion refers to adoption decisions of this kind. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  25. Technology Management Immitation A second group of players, competitors, may decide to copy the innovation and make their own (new) products to compete with the innovating firm. This is imitation. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  26. Technology Management S Curve of Diffusion One facet of the dynamics of diffusion is the manner in which the total number of adopters of an innovation, individuals or firms, changes over time. A plot of the cummulative number of adopters over time displays an S-shaped curve. A plot of frequency of adoption of an innovation over time displays a normal bell-shaped curve. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  27. Technology Management S Curve of Diffusion S-shaped curve – It shows the number of individuals adopting an innovation on a cumulative basis. Bell-shaped curve– It shows the same data in terms of the number of individuals each year. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  28. Technology Management S Curve of Diffusion There are four major eras in the diffusion history of an innovation: • Emergence characterized by a slow advance in the beginning, suggesting that adoption proceeds slowly at first when there are few adopters. 2. A rapid growth phase, when adoption rate accelerates until half of the individuals in the system have adopted. • A slow growth phase, where the rate of growth declines, but adoption continues. • Maturity, the final stage, where the diffusion almost comes to a halt, either as a result of market saturation or the introduction of a new product, process, or service into the market replaces the existing innovation. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  29. Technology Management S-shaped andBell-shaped curves Courtesy: http://thehealthcareblog.com/blog/2010/09/20/diffusion-of-ehr-innovation/

  30. GROWTH WITHOUT STRATEGY Courtesy: Mr. Shailendra Jaiswal/ SPMgt/ Natotional Academy of Indian Railways, India

  31. S curve of Technology Evolution Although the initial development of a technology often appears to be a random process, once a new technology comes into existence, its evolution over time displays a reasonably stable pattern. These stable patterns may be described in terms of evolution of performance Characteristic. Performance Characteristic: It refers to a characteristic of interest to the designer of a product or the user of a specific technology. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  32. S curve of Technology Evolution Technology Evolution: It refers to the changes in the Performance characteristics of a specific technology over time. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  33. S curve of Technology Evolution • Four major stages are • Emergence – When the technology has come into • existence but shows little improvement in its • performance characteristics; • Rapid improvement – When the performance • characteristics improves at an accelerating pace; • Declining improvement – When the pace of • improvement declines; • Maturity – When further improvements become very • difficult to achieve. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  34. S curve of Technology Evolution Maturity Growth Start

  35. THERE ARE NO LIMITS TO IMPROVEMENT

  36. Lots of Growth Curves Television E-cash Movies Images Mp3 Games Web Gopher, Archie Streams FTP Email Mag tape transfer Remote resource sharing Terminal access Terminal linking Courtesy: Mr. Shailendra Jaiswal/ SPMgt/ Natotional Academy of Indian Railways, India

  37. Growth In Many Fields Courtesy: Mr. Shailendra Jaiswal/ SPMgt/ Natotional Academy of Indian Railways, India

  38. Technology Management Market-Oriented Technology Management develops fundamentals of – - Technology life-cycles, - Technology acquisition, - Core technology management, and - Technology policy.

  39. Technology Management Market Oriented Technology: These principles enable managers to find, acquire and develop technologies, add value to them, and make a profit in the environment of short life cycles and rapid price reductions typical of the electronics, semiconductor, and other globally hypercompetitive industries. Courtesy: http://en.wikipedia.org/wiki/Technology_life_cycle

  40. Technology Management Technology life-cycle, The technology life-cycle (TLC) describes the commercial gain of a product through the expense of research and development phase, and the financial return during its "vital life". Some technologies, such as steel, paper or cement manufacturing, have a long lifespan (with minor variations in technology incorporated with time) whilst in other cases, such as electronic or pharmaceutical products, the lifespan may be quite short. Courtesy: http://en.wikipedia.org/wiki/Technology_life_cycle

  41. Technology life-cycle, Courtesy: http://en.wikipedia.org/wiki/Technology_life_cycle

  42. Technology Management Technology Intelligence The Value of Technology Intelligence Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  43. Technology Management Technology Intelligence The Value of Technology Intelligence The story of a firm ...................................................... Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  44. Technology Management Technology Intelligence The Value of Technology Intelligence ……………………………that changed its course of technology development as a result of a critical piece of technology intelligence. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  45. Technology Management The Value of Technology Intelligence Technology Intelligence As illustrated by the story, the technological intelligence gathering in the firm started when a piece of data was shared by a potential competitor (the manager of the Far Eastern company). Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  46. Technology Management The Value of Technology Intelligence Technology Intelligence As illustrated by the story, As the firm gathered requisite data, it better understood the nature of the threat. This, in turn, led the firm to acquire the smaller firm, thus cutting down the time to market and potentially thwarting a major competitor from entry through acquisition. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  47. Technology Management The Value of Technology Intelligence Technology Intelligence • Its value lies not merely in the information but in the • process of generating it. • The process of generating technological intelligence leads to • Enhanced capacity and commitment to • - understanding, • - anticipating, and • - responding to • external changes on the part of a firm’s key strategic • managers. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  48. Technology Management By technology intelligence, we refer to technology-related information that is useful and utilized by firms during strategic decisions. Critical business decisions are: - Business Strategy Decisions, - Authorization of a major research program, or - decision to launch a new product initiative need to be anchored in Technology Intelligence. Technology Intelligence may reside inside the firm, but more likely, such information will come from the external technology environment. Technology Intelligence Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  49. Technology Management It serves three major function: Technology Intelligence • The intelligence provides an understanding of current • and potential changes taking place in the environment. • Technology Intelligence provides important information • for Strategic Decision makers. • Finally, the intelligence facilitates and fosters strategic • thinking in organization. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

  50. Technology Management Technology Intelligence The technology intelligence is typically a rich source of ideas and understanding of the context in which a firm operates. It should also challenge the current technology strategies by bringing fresh points of view into the organisation. Courtesy: Managing Technology and Innovation for Competitive Advantage by V. K. Narayana

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