This is an Introduction to Management of Technology field of Science

1. Management of TechnologyIntroduction Tarek SalahKamel Tarek.kamel@nileu.edu.eg

2. Management of Technology Technological Innovation Innovation management S&T Policy competitiveness Technology forecasting Entrepreneurship Knowledge management Technology Strategy Communities of practice Technology transfer & Commercialization Technology lifecycle Scenario planning

3. MOT as a multidisciplinary field

4. MOT definitionsMicro-Scale vs macro scale Definition Micro-Scale Definition (The Firm Level) Macro-Scale Definition (National Level) MOT is a field of knowledge concerned with setting and implementation of policies to deal with technological development & utilization and the impact of technology on a society, organizations, individual & nature. It aims to stimulate innovation, create economic growth & to foster responsible use of technology for the benefit of humankind” (Khalil 1993) “MOT is an interdisciplinary field concerned with the planning, development & implementation of technological capabilities to shape and accomplish the operational & strategic objectives of an organization” (NRC report 1987) MOT contributes to the creation and sustainability of competitive enterprises MOT contributes to shaping the public policy

5. drivers of technological changes in the 21st century How to … Integrate technology into strategy of the enterprise? Get into and out of technologies faster? Evaluate technologies more accurately? Transfer technology from one org. to another? Reduce new product development time? Manage large and complex projects? Manage internal use of technology? Leverage effectiveness of technical professionals?

6. Technology & SOCIETY Markets Society, Customers & Stakeholders Products Business Technology Science& Discovery

8. Instant value perspective

10. Business evolves

11. Takes timeScience& Discovery

12. Technology power zone & market opportunites New Markets The Entrepreneurial Zone Emerging & Adjacent Markets The “CORE” Existing Markets New Technology Opportunities CompanyTechnology PowerZone Technology Extensions

14. Modular

15. No ‘limits’ ?

16. Fast experimentation

17. Few principles and laws

18. Function of components/ processes

19. Systems complexity

20. Trends; not ‘laws’

21. Slow, ambiguous experimentation

22. Clear principles/laws

23. Predictive

24. Quantitative

25. Definitive experimentationTechnology Space Life Science Physical Science

26. The Technology Space InformationScience ? Manufacturing & Process Eng. Physical Science Life Science

27. The technology space Information Science leading Technology Space Map™:Mapping your company’s technology strengths Position strong capable Choose One Manufacturing & Process Eng. Your Company’s Technology PowerZoneTM Physical Science Life Science

28. The technology space Information Science leading Where is your future competition? Position strong capable ? Choose One Manufacturing & Process Eng. Your Company’s Technology PowerZoneTM Physical Science ? Life Science

29. The technology space Information Science leading Where is your future opportunities? Position strong capable Choose One Manufacturing & Process Eng. Your Company’s Technology PowerZoneTM Physical Science Life Science

30. Horizons of ghrowth Horizon 3 Create viable options Profit Horizon 2 Build Emerging businesses Horizon 1 Extend and defend core businesses Time (years)

31. Horizons of growth Horizon 3 Horizon 3 Horizon 3 Horizon 2 Horizon 2 Horizon 2 Horizon 1 Horizon 1 Horizon 1 Horizon 1contains the businesses that generate profits today. These businesses may still have some growth potential but, eventually, they will flatten out or decline. They provide the skills and resources for growth. Horizon 2contains the promising new businesses that may or may not be generating profits in the short term. But they are expected to become significant profit generators over the medium term. They tend to be fast-paced entrepreneurial ventures: the business concept is taking root, revenue growth is accelerating, and investment is heavy. Horizon 3 is the domain of embryonic businesses-options for pursuing future opportunities, some of which will prove successful and contribute significant profits in the long term. They are more than ideas: they are real activities and investment.

32. Real Win worth analysis

35. Discovery-Invention -Innovation -market May never be developed into marketable products Invention Has no instantaneous commercial value. Scientific Discovery Adopting Invention Innovation Market Buying or ignoring the innovation.

36. Innovation chain equation

39. Defining the market

41. Know the competitiors

43. Economic Analysis

44. Capital

46. Timing

48. Tooling

49. Operation control

50. Supply organization

52. Testing

54. New product development process

55. The Technology lifecycle – s curve

56. Technology lifecylce

57. Product lifecycle

58. Disruptive innovations Examples: PC’s others? Sustaining innovators Performance Performance that customers can utilize or absorb Disruptive innovators time From Innovator’s Solution

59. Disruptive innovations Sustaining Innovation targets demanding, high-end customers with better performance than what was previously available. Sustaining innovators Performance Performance that customers can utilize or absorb Disruptive innovators Disruptive innovations redefine the trajectory with products not as good but offer simplicity, convenience, or lower cost. time Examples: Xerox and Canon, Toyota and ‘Big 3’, Work stations and Supercomputers From Innovator’s Solution

60. Innovation types

62. Vision, courage, initiative, commitment, persistence, independent thinking, drive, and ambition to succeed.

64. The professional manager Career oriented with well defined goals. Accomplishes tasks through people. A good delegator and motivator. Good leader and people person. Competitive and politically astute. Reward oriented for cash, visible rewards, status, prerequisites. Experience, ability, and accomplishments are evident. Plays by the rules, not a risk taker. Committed to self, more than company.

66. Adam Osborne decided to package all the PC components together as a portable computer (July, 1981).

67. In two months the company had its first $1,000,000 in sales.

68. By the second year the net revenues reached $100,000,000.

69. Consumer were interested in a larger, more standard 80-characters display

71. Osborne delayed the generation of needed capital through public offering for 6 months

72. Kaypro, a competitor, took advantage of the weak points and introduced the larger screen model in the perfect time for market demands.

73. Osborne announced he will introduce the bigger screen one while still has orders for the 1st model (large inventory) – A serious mistake.

75. New product concept creates new markets or alters old markets

76. If a company competes with innovation, it should plan to continue competing with innovation

77. All products have a finite life span. Timely product innovation should be part of every management’s technology strategy

78. The timing of announcements is very important

79. Capital formation and cash flow are very important for a growing business

81. New product concept creates new markets or alters old markets

82. If a company competes with innovation, it should plan to continue competing with innovation

83. All products have a finite life span. Timely product innovation should be part of every management’s technology strategy

84. The timing of announcements is very important

85. Capital formation and cash flow are very important for a growing business

87. Six Super trends in shaping the future Technology Progress Economic Growth Improved Healthcare Increasing Mobility Environmental Decline Increasing De-Culturization “We humans do not have to accept our fate passively. We can act to create a different future for ourselves- to avert specific problems or create new benefits that are not now on the horizon. Scenarios help us to understand our options for the future.”

88. Technologies in your term topic’s PowerZone™ Technology Capability Key Players Stage Products © 2008 Carlson Consulting Group

89. Information Science Technology Space: Mapping technology strengths Bio- & Life Science Physical Science Mfg. and Process Eng. © 2008 Carlson Consulting Group

90. Name of Topic

91. Trend Coupling Matrix Technologies Trends

95. Develop in business unit Identify product to pull technology High Potential NTO’s, elaborate and expand Sustain and Grow- Internal & External resources Alliances, investments, corporate lab Not strategic- evaluate as separate opportunity

99. Competitiveness COMPETITIVENESS “The Degree to which a nation can, under free and fair market conditions, produce goods and services that will meet the test of international markets, while simultaneously maintaining or expanding the real income of its citizens” (US Council Definition)

101. None of the Arab states appear in the top 25 IMD Competitiveness ranking in 2007.50 Source: IMD Competitiveness Yearbook 2007

103. None of the Arab states appear in the top 25 IMD Competitiveness ranking in 2007.51 Source: IMD Competitiveness Yearbook 2007

104. Competitiveness Worldwide Map by GDP 52

105. Competitiveness National competitiveness requires the establishment of a sound economic system, strong technological capabilities and the ability to trade with other nations Competitive Enterprises Sustainable Economic Growth Technology Development System Trade System Economic System Public Policy (Enables or mutes effective system integration of the three components) Three Leg System Integration of Economics, Technology and Trade

106. Competitiveness – Directions for public policy reform High Standard of Living The target result of the whole economic development process and is considered the central indicator of national competitiveness Trade Products and services that cannot be traded in open markets will not produce real economic growth Productivity The efficiency with which products and services are produced must be enhanced through boosting the quality and performance the workforce. Investment in Productive Facilities (Factories, R&D, Technology) Proper investment in R&D, education, researchers, factories and in further development of human resources The US Council Competitiveness Pyramid

107. Level 5 Leadership

108. The 7 Habits

109. Thanks Tarek SalahKamel Tarek.kamel@nileu.edu.eg