Technology Management Frameworks

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Evolution of MOT FrameworksTo Create Value through Technology Innovation

Prepared by:Dr. Chulho ParkVice President

Strategic Business [email protected]

October 2015

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Evolution of MOT Frameworks Evolution of R&D Frameworks:

– Project Project Management Portfolio Management (R&D Management)– R&D Management R&BD Management– R&BD Connect + Development, TM&C, Innovation System, etc.

Evolution of Innovation:– Closed Innovation Open Innovation Innovation Network– Invention Innovation Innovation Management Innovation System

R&BD Frameworks for Innovation Leaders:– Customization to align with their own strategic visions and goals– Standardization to apply to global business units/companies and R&D centers– Institutionalization to utilize the whole human resources effectively and efficiently– Flexibility in modification and improvement for specific uses– Changes in Primary Focus: Technology Push (focus on technology and IP assets)

Market Pull (focus on market and consumer)

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A Conceptual MOT Framework under the 3rd Generation R&D Paradigm

External Environment Drivers and Dynamics

Business Vision and Strategy

Management, Organizational Structure, Internal Systems, External Relationships

Results:- Products- Processes- Services

Technology Projects

Technology Portfolio

Technology Strategy

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SBI’s Integrated Approach Results in a Process for Technology Management

BusinessVision andStrategy

External EnvironmentDrivers and Dynamics

Results• Products• Processes• Services

TechnologyManagementInfrastructure

Technology Planning andPortfolio Analysis

(Integrated TechnologyPlanning)

TechnologyProject

Management

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SBI’s MOT Framework under the 3rd Generation R&D Paradigm

Knowledge of External Drivers and Dynamics

Infrastructure: Organization, Resources, Processes

Technology Planning

R&D Project Management


• Benchmarking

• Scenarios

• Market Research

• Competitive Analysis

Technology Portfolio Planning

Project Portfolio Selection

Budgeting and Resource Allocation

Project Initiation

Project Execution

Project Management

• Management Diagnostic

• Structure and Teaming

• HR Management

• IT & Knowledge Management

• Cycle-Time Management

• External Network Management

Idea

tion

Technology AcquisitionStrategy

Project Closeout

• SWOT Analysis

• Technology Intelligence

Technology Transfer

Technology and IP

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Evolution of Innovation Paradigm

Source: Chesbrough 2003, Forrester 2004, von Hippel 2005, IBM 2005

Closed Innovation Innovation NetworksOpen Innovation

Centralized Inward Looking Innovation

Externally Focused, Collaborative

Innovation

Ecosystem Centric, Cross-Organizational

Innovation

External Environments

Ubiquitous Networks

Exponential Economy

Knowledge-Driven Economy

GlobalizationTechnology Fusion

Clean, Green, RenewableOpen Source Wireless, Mobile

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Value Creation through Technology Innovation —Research and Business Development

Identify the right research (or

product) needs

“Value Discovery”

Develop the technology (or product) right

“Value Development”

Value Creation:

Customer Value(Satisfaction)

Company Value(Profit, Growth)

Deliver to the right customer with the

right ways

“Value Delivery”

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R&D Role in Innovation—a Lever of Multiple Effects

Source: IBM, Technion EE Innovation Management Workshop 2007

Expanded R&D Roles under the R&BD Paradigm

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Major Trends and Changes in the New R&BD Paradigm

External Environments: Global society, global competition, and rapid time to market Open innovation Technology fusion: IT + BT + NT + More Business model fusion: HW + SW + NW + Service + Contents

Internal Environments: Value creation through technology commercialization New business developments Reorganization of business units and R&D centers Limited resources

New MOT Framework

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Why R&D Organizations Need New MOT Framework, Processes and Systems?

Standardize technology management processes and formats Generate innovative research and application development ideas Encourage multidisciplinary research and development Expedite new product development (reduce time to market) Improve linkage of R&D to business development Improve communication among R&D organizations, planning,

and business units Align corporate vision/business strategy to technology strategy

and technology portfolio Establish new R&D mission and vision and realign R&D

programs and projects to the new R&BD vision Create and incubate technology venture start-ups

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A Conceptual MOT Framework under the New R&BD Paradigm

Infrastructure: Organization, Resource, Processes

Analysis of External Drivers and Dynamics

CommercializationManagement

IP AssetManagement

Technology (R&D)Management

CompanyBusiness

Visionand

Strategy

Opportunity (Value) Discovery

Value Development (R&D, BD)

Creation of Customer Value and Company

Profit

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SBI’s New MOT Framework under the R&BD Paradigm



Technology Planning

R&D Project Management


• Benchmarking

• Scenarios

• Market Research


Technology Portfolio Planning

Project Portfolio Selection

Budgeting and Resource Allocation

Project Initiation

Project Execution

Project Management



• HR Management

• IT & Knowledge Management

• Cycle-Time Management

• External Network Management

Idea

tion

Technology AcquisitionStrategy

Project Closeout

• SWOT Analysis




• Benchmarking

• Scenarios

• Market Research




• Profit Sharing Model

• Business Plan and Model

• Venture Financing

• External Expert Management

• SWOT Analysis


Intellectual Property Management

Value Creation and Management

TechnologyValuation

IP Portfolio Planning

Budgeting & Resource Allocation

TechnologyLicensing

VentureCreation

Sell, M&A,JV, Alliance

Idea

tion

Technology CommercialznStrategy

InternalUse

Return onInvestment

Technology and Intellectual Property

Creating IP Assets Turning IP Assets into Value

Technology Management Commercialization ManagementIP Management

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New Strategic Vision and Alignment with Corporate Strategy and Businesses

Business Model for Accomplishing the Value Creation Objectives

R&D Activities and IP Management

R&D Planning

UnlockingUnlocking ExistingIntellectual Property22

InventingInventing with a Purpose11

AcquiringAcquiringExternal Know-How33CollaboratingCollaborating with Outside Partners44

UnlockingUnlocking ExistingIntellectual Property22

InventingInventing with a Purpose11

AcquiringAcquiringExternal Know-How33CollaboratingCollaborating with Outside Partners44

Commercialization Activities

Commercialization Planning

Royalty

Equity

Revenue

IPs

Revenue

LicensingLicensing ExistingIntellectual Property33

Creating a SpinCreating a Spin--offoff with a Strategy22

Contract Research Contract Research for Commercializationfor Commercialization44

ConsultingConsulting with Internal Know-How55

Technology/IP Transfer Technology/IP Transfer to SBU or its R&D11

LicensingLicensing ExistingIntellectual Property33 LicensingLicensing ExistingIntellectual Property33

Creating a SpinCreating a Spin--offoff with a Strategy22Creating a SpinCreating a Spin--offoff with a Strategy22

Contract Research Contract Research for Commercializationfor Commercialization44 Contract Research Contract Research for Commercializationfor Commercialization44

ConsultingConsulting with Internal Know-How55 ConsultingConsulting with Internal Know-How55

Technology/IP Transfer Technology/IP Transfer to SBU or its R&D11Technology/IP Transfer Technology/IP Transfer to SBU or its R&D11

Revenue

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Leadership of the top management MOT frameworks: practical, proven, simple and flexible Institutionalization through education and training Creating innovation culture Creating corporate entrepreneurial culture Fostering corporate entrepreneurs, innovation leaders, champions Proper performance evaluation and reward system Diversification of sources of innovative ideas and opportunities Compelling process and system for Idea generation and incubation Diversification of technology commercialization paths: transfer to

BUs, internal venturing, spin-out, spin-in, JV, licensing, consulting…

Key Success Factors of Best MOT Leaders

Structured, Disciplined and Continuous Improvement and Execution!