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Unit Structure - I

1.1 Science and technology policysystems

1.2 Policy Objectives

1.3 Leveraging Knowledge

1.4 Learning Organisation

1.5 Dual-use technology

1.6 Road Map to Technical Planning

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Unit Structure - II2.1 Total Flexibility Management

2.2 Change Management

2.3 Choice of Technology

2.4 Technology Sourcing2.5 Managing uncertainty (risk management)

2.6 Complexity Management

2.7 What is Chaos and Complexity?

2.8 R & D Productivity2.9 Business appraisal of technology potentials

2.10 Design Management

2.11 Innovation Management

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Learning Objectives

How to bring about flexibility inManagement ?

Role of Management in Change

Choice of Technology in SSEs

What is Technology Sourcing?

Meaning of complexity, chaos andUncertianty.

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Introduction

The need for flexibility inManagement, opting for multipletechnology choices and technology

sourcing has been long felt. Anoverview of such topics have beendealt in this unit. Issues relating to

managing complexity and chaoshave also been discussed.

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Total flexibility management

Total flexibility management is amanagerial approach for developingflexible resources. An extensive variety ofmanagement tools and approaches are

available to achieve business success intoday's competitive global environment.Management approaches such as just-in-time manufacturing (JIT), employeeinvolvement, activity-based management,

time-based competition and total qualitymanagement (TQM) all attempt to meetthe needs of the customer --cheaper,faster and better.

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Emergence of Flexibility

Flexibility is recognized as a complex,multi-dimensional and polymorphousconcept, which means different things to

different people and is highly contextspecific. Several attempts are being madein literature to comprehend this complexconcept and capture its essence with the

help of unified frameworks, taxonomy,models and measures.

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ADKAR Model

Awareness of why the change isneeded

Desire to support and participate

in the change Knowledge of how to change

Ability to implement new skills

and behaviors Reinforcement to sustain the

change

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Choice of technology

Technology choice has importantimplications for growth and productivity inindustry. The use of technology is alwaystied to an objective. Because varioustypes of technologies can be used toachieve an organization's objectives, theissue of choice arises. The concept oftechnology choice assumes access to

information on alternative technologiesand the ability to evaluate theseeffectively.

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Small enterprises

The heterogeneity of the SSE sectorcomplicates the problem defining it. Theconcept is defined in different ways,

depending on the purpose of classifyingfirms as micro, small, medium sized, orlarge. Technologically, the sector is said touse low-level inputs and skills, to have

much greater labour intensity, to producelower priced products, and to operate on asmall scale.

F i fl i h h i f

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Factors influencing the choice oftechnology by SSEs

Entrepreneurs decide at theenterprise level which technologiesto use. The main factors influencing

their choice of technology include theobjectives of the firm, the resourcesavailable, the nature of the market,

and their knowledge of availabletechnologies.

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Technology Sourcing

Undertaking make-or-buy decisionsrequires an analysis of in-house andoutside manufacturing technologies

and capabilities. Therefore,companies should be able tounderstand and identify the way the

technology portfolio should be builtin order to balance in-house andoutsourced technologies.

M i t i t ( i k

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Managing uncertainty (riskmanagement)

Managing change particularly inthe context of Extended Services often requires school change teams

to rely on other things falling intoplace and other people playing theirpart. In these situations, that is,when the outcome is not entirely

under your control, you are facedwith uncertainty and the risks thatarise.

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Complexity Management

A content management system(CMS) requires contributions frommany different skill sets and

coordination across diversedepartments and roles. A CMSproject can cost hundreds of

thousands or even millions of dollarsand require months or years todesign and implement.

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What isChaos ?

The first concept comes from Chaos,which is defined as "the irregular,unpredictable behavior of

deterministic, non-linear dynamicalsystems."Chaos is fast replacingbureaucracy as the new science of

organizations.

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What is Complexity?

The second concept comes fromComplexity Theory, which states that"critically interacting components

self-organize to form potentiallyevolving structures exhibiting ahierarchy of emergent system

properties."

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A Taxonomy of Innovations

Three dimensions:

discontinuous and incremental

product, process and conceptual replacement and enhancement.

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Questions

What is the effect of flexibility inmanagement on prdductivity?

Is there a relationship between need forsourcing technology and the choice oftechnology? Explain.

Elucidate on the menas of increaseproductivity in research and design.

Perform a business appraisal of an emergingtechnology of your choice.

Define innovation. How does in help insurvival of a business. Explain.

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Unit Structure III

3.1 Global Competitiveness

3.2 Technology Planning

3.3 Technology strategy3.4 Technology Alliances

3.5 Joint Ventures

3.6 Technology Bridging3.7 Corporate Venturing

3.8 Road Mapping Technology

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Introduction

This unit is meant to throw a bit oflight on technology planning,strategy and alliances. The

objectives and advantages of jointventures are also discussed. Threecases on technology bridging have

been illustrated. A brief discussion oncorporate venturing is documented.

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Global Competitiveness

The Global Competitiveness Report is ayearly report published by the WorldEconomic Forum. The first report was

released in 1979. The 2007-2008 reportcovers 131 major and emergingeconomies. The report "assesses theability of countries to provide high levels

of prosperity to their citizens. This in turndepends on how productively a countryuses available resources.

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Global competitiveness - Contd

The variables are organized into ninepillars, with each pillar representingan area considered as an important

determinant of competitiveness.

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Pillars of global competitiveness

In the factor-driven stage countries competebased on their factor endowments, primarilyunskilled labor and natural resources. Companiescompete on the basis of prices and sell basic

products or commodities, with their lowproductivity reflected in low wages. To maintaincompetitiveness at this stage of development,competitiveness hinges mainly on well-functioning public and private institutions (pillar

1), appropriate infrastructure (pillar 2), a stablemacroeconomic framework (pillar 3), and goodhealth and primary education (pillar 4).

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Pillars of global competitiveness -

Contd

As wages rise with advancingdevelopment, countries move into theefficiency-driven stage of development,when they must begin to develop moreefficient production processes andincrease product quality. At this point,competitiveness becomes increasinglydriven by higher education and training

(pillar 5), efficient markets (pillar 6), andthe ability to harness the benefits ofexisting technologies (pillar 7).

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Pillars of global competitiveness -

Contd

As countries move into the innovation-driven stage, they are only able to sustainhigher wages and the associated standard

of living if their businesses are able tocompete with new and unique products. Atthis stage, companies must compete byproducing new and different goods using

the most sophisticated productionprocesses (pillar 8) and throughinnovation (pillar 9).

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Technology Planning

A technology plan serves as a bridgebetween established standards andclassroom practice. It articulates,organizes, and integrates the content and

processes of education in a particulardiscipline with integration of appropriatetechnologies. It facilitates multiple levelsof policy and curriculum decision making,

especially in school districts, schools, andeducational organizations that allow forsupportive resource allocations

Basic Principles of Technology

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Basic Principles of TechnologyPlanning

Be an organized and continuous process, use asimple straightforward planning model, and resultin a document that improves how technology isused for instruction, management, assessment,

and communications. Take into account the mission and philosophy of

the organization and be "owned" by thatorganization, its administrators, and instructors.(While outside assistance, such as that provided

by a consultant, can bring a broad perspectiveand knowledgeable opinions to the technologyplanning process, the process must have thecommitment of decision makers and staff.)

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Basic Principles of TechnologyPlanning

Be broad but realistic in scope, with economicaland technically feasible solutions.

Involve all the stakeholders--includingadministrators, instructors, staff members,students, parents, community leaders, and

technology experts--with experience ineducation.

Identify the strengths and weaknesses of theorganization and how each will impact theimplementation of technology.

Formalize the procedures and methods formaking technology decisions, including thesetting of priorities and the purchase, evaluation,upgrading, and use of technology.

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Technology strategy

A Technology strategy (as inInformation technology) is a planningdocument that explains how

information technology should beutilized as part of an organization'soverall business strategy.

Typical structure of a (IT)

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Typical structure of a (IT)technology strategy

Executive Summary - single page summary ofthe IT strategy High level organizational benefits Relationship to overall business strategy Resource summary

Staffing Budgets Summary of key projects

Internal Capabilities ITProject Portfolio Management - An inventory of

current projects being managed by the informationtechnology department and their status. Note: It is notcommon to report current project status inside a future-looking strategy document.

Current IT departmental strengths and weaknesses

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External Forces Summary of changes driven from outside the

organization

Rising expectations of users Example: Availability of open-source learning

management systems

List of new IT projects requested by the organization

Opportunities Description of new cost reduction or efficiency increase

opportunities Description of how Moore's Law (faster processors,

networks or storage at lower costs) will impact the

organization's return on investment - ROI for technology

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Threats Description of disruptive forces that could cause the

organization to become less profitable or competitive

Analysis IT usage by competition

IT Organization structure and Governance IT organization roles and responsibilities IT role description

IT Governance

Milestones

List of monthly, quarterly or mid-year milestones andreview dates to indicate if the strategy is on track

List milestone name, deliverables and metrics

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Audience

A technology strategy document isusually designed to be read by non-technical stakeholders involved in

business planning within anorganization. It should be free oftechnical jargon and information

technology acronyms.

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When are joint ventures used?

Joint ventures are common in the oiland gas industry, and are oftencooperations between a local and

foreign company (about 3/4 areinternational). A joint venture isoften seen as a very viable businessalternative in this sector, as the

companies can complement theirskill sets while it offers the foreigncompany a geographic presence.

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Corporate Venturing

Investment in a new or existingventure by another company. Usuallycorporate venturing is undertaken by

large firms investing in start-ups orsmall, rapidly growing companies.Corporate venturing means thatgrowing firms have access to more

venture funding and are able toreceive advice from the investingcompany.

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Questions

What parameters are significant forbeing globally competitive?

Elaborate on technology alliances

Explain the objectives andmethodology of joint ventures.

Using an example of your choiceexplain corporate venturing.

How can business be mapped totechnology? Explain.

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Unit Structure - IV

4.1 Globalisation of Industry

4.2 Managing Technology

4.3 Nanotechnology & MaterialScience

4. 4 Biotechnology

4.5 Biological engineering

4.6 Telecommunications

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Learning Objectives

How to bring about flexibility inManagement ?

Role of Management in Change

Choice of Technology in SSEs

What is Technology Sourcing?

Meaning of complexity, chaos andUncertianty.

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Globalisation of Industry

Globalization (or globalisation) in itsliteral sense is the process oftransformation of local or regional things

or phenomena into global ones. It can alsobe used to describe a process by whichthe people of the world are unified into asingle society and function together. This

process is a combination of economic,technological, sociocultural and politicalforces.

f f

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Promotion of free trade:

Reduction or elimination of tariffs;creation of free trade zones with smallor no tariffs

Reduced transportation costs, especiallyresulting from development ofcontainerization for ocean shipping.

Reduction or elimination of capitalcontrols

Reduction, elimination, or harmonizationof subsidies for local businesses

R i i f f d

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Restriction of free trade:

Harmonization of intellectual propertylaws across the majority of states, withmore restrictions.

Supranational recognition of intellectualproperty restrictions (e.g. patentsgranted by China would be recognizedin the United States)

M i l b li i

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Measuring globalization

Looking specifically at economic globalization, it can bemeasured in different ways. These center around the fourmain economic flows that characterize globalization:

Goods and services, e.g. exports plus imports as aproportion of national income or per capita of population

Labor/people, e.g. net migration rates; inward or outward

migration flows, weighted by population Capital, e.g. inward or outward direct investment as a

proportion of national income or per head of population Technology, e.g. international research & development

flows; proportion of populations (and rates of changethereof) using particular inventions (especially 'factor-

neutral' technological advances such as the telephone,motorcar, broadband)

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Managing Technology

Technology has changed the rules ofbusiness and provided more tools tocapitalise on new opportunities.

However, it has also brought acomplexity that comes withmanaging computers, networks,

websites and more.

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How to Protect Your Computer

Use Password Protection

Protecting files with passwordsensures that only authorised users

can open a data file. Your operatingsystem most likely has a built inpassword protection system andmost software applications including Microsoft Office let youpassword-protect files and folders.

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Choose Creative Passwords Your spouse's, child's or dog's name should be off-limits as

passwords. The reason: People in the office know them andcould guess that they may be your password. The samerule applies to birthdates, street addresses, favourite bandsor singers, and other terms or words that people are likely

to associate with you. Also, keep in mind that it is harder tocrack a password that is made up of a mixture of numbersand letters in upper and lower case, as well as one that ischanged frequently. Facilitate use of passwords byproviding instructions to everyone in your company on howto create them, when to change them, and how to protectfiles and folders.

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Never Leave Data Unattended

Something as simple as encouraging yourstaff to close files before leaving their

desks can limit PC security risks. Withoutthis precaution in place, a break for lunchcan leave PC files open to anyone whopasses by. Support PC security by

imposing rules that require staff to closeall documents while not in use.

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Limit Laptop Breaches

The use of laptop PCs enhances productivity, butit also threatens the security of your business ifproper precautions are not taken. Encourage all

remote workers to keep security in mind outsideof the office by using small fonts when workingon confidential documents in public place. If yourstaff members use public technology resources,show them how to ensure that documents remain

on their laptop hard drives, rather than on theresource's computers. Encryption can also protectlaptop computers that are used outside of anoffice.

Vid C f i

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Video Conferencing

An interactive use of video,computing and communicationtechnologies to allow people in two

or more locations to meet eitherone-on-one or in groups of up to adozen people or so without being

physically together. Video can bestreamed over the Internet orbroadcast over television monitors.

W b C f i g

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Web Conferencing

Video conferencing without the video or, put another way,teleconferencing with the addition of

the web for interactive presentations,using PowerPoint, Excel or otherdocuments. Audio can be transmitted

by telephone and/or PCmicrophones.

Teleconferencing

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Teleconferencing

Teleconferencing services are offeredby long-distance carriers orindependent service bureaus using

sophisticated call connection"bridges" to join many differentphone calls into a single

conversation.

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Nanotechnology

Nanotechnology refers to a field of appliedscience whose theme is the control of matter onan atomic and molecular scale. Generallynanotechnology deals with structures 100nanometers or smaller, and involves developing

materials or devices within that size. Nanotechnology is a highly diverse and

multidisciplinary field, ranging from novelextensions of conventional device physics, tocompletely new approaches based upon

molecular self-assembly, to developing newmaterials with dimensions on the nanoscale, evento speculation on whether we can directly controlmatter on the atomic scale.

Nanomaterials

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Nanomaterials

Interface and Colloid Science has givenrise to many materials which may beuseful in nanotechnology, such as carbonnanotubes and other fullerenes, and

various nanoparticles and nanorods. Nanoscale materials can also be used for

bulk applications; most presentcommercial applications ofnanotechnology are of this flavor.

Progress has been made in using thesematerials for medical applications; seeNanomedicine.

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Genetic testing

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Genetic testing

Genetic testing involves the direct examination of the DNAmolecule itself. A scientist scans a patients DNA sample formutated sequences.

There are two major types of gene tests. In the first type, aresearcher may design short pieces of DNA (probes)whose sequences are complementary to the mutated

sequences. These probes will seek their complement amongthe base pairs of an individuals genome. If the mutatedsequence is present in the patients genome, the probe willbind to it and flag the mutation. In the second type, aresearcher may conduct the gene test by comparing thesequence of DNA bases in a patients gene to disease inhealthy individuals or their progeny.

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Introduction

In this unit a little light is thrown onexiting procedures such as BPR andTQM and how these procedures

enable global competitiveness.Additionally, a little discussion oncollaborative intelligence is alsodocumented. Some technology

compertitiveness of developed anddeveloping countries are alsodiscussed.

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Business Process Reengineering

Business process reengineering (BPR) is amanagement approach aiming atimprovements by means of elevatingefficiency and effectiveness of the

processes that exist within and acrossorganizations. The key to BPR is fororganizations to look at their businessprocesses from a "clean slate" perspective

and determine how they can bestconstruct these processes to improve howthey conduct business.

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Quality Management

Quality management is a method forensuring that all the activities necessaryto design, develop and implement a

product or service are effective andefficient with respect to the system and itsperformance. Quality management can beconsidered to have four main

components: quality planning, qualitycontrol, quality assurance and qualityimprovement.

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Quality improvement - Contd

Zero Defect Program - created by NECCorporation of Japan, based upon StatisticalProcess Control and one of the inputs for theinventors of Six Sigma.

Six Sigma - Six Sigma is based upon Statistical

Process Control. PDCA - Plan Do Check Act cycle for quality

control purposes. Six Sigma's DMAIC method (Design,

Measure,Analyze, Improve, Control) for more

general improvement purposes. Quality circle - a group (people oriented)

approach to improvement.

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Quality improvement - Contd

Taguchi methods - statistical oriented methods includingQuality robustness, Quality loss function and Targetspecifications.

The Toyota Production System reworked in the west intoLean Manufacturing.

Kansei Engineering, an approach that focuses on capturing

customer emotional feedback about products to driveimprovement.

TQM - Total Quality Management is a management strategyaimed at embedding awareness of quality in allorganizational processes. First promoted in Japan with theDeming prize which was adopted and adapted in USA as

the Malcolm Baldrige National Quality Award and in Europeas the European Foundation for Quality Management award(each with their own variations).

TRIZ meaning "Theory of inventive problem solving"

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Quality Standards

The International Organization forStandardization (ISO) created the QualityManagement System (QMS) standards in

1987. These were the ISO 9000:1987series of standards comprising ISO9001:1987, ISO 9002:1987 and ISO9003:1987; which were applicable in

different types of industries, based on thetype of activity or process: designing,production or service delivery.

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Quality management terms

Quality Improvement can be distinguished fromQuality Control in that Quality Improvement isthe purposeful change of a process to improvethe reliability of achieving an outcome.

Quality Control is the ongoing effort to maintainthe integrity of a process to maintain thereliability of achieving an outcome.

Quality Assurance is the planned or systematicactions necessary to provide enough confidence

that a product or service will satisfy the givenrequirements for quality.

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Essentials of COIN

The five essential elements ofcollaborative innovation networks(what Gloor calls their "genetic

code") are that they evolve fromlearning networks, feature soundethical principles, are based on trustand self-organization, make

knowledge accessible to everyone,and operate in internal honesty andtransparency.

Technology competitiveness in

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Technology competitiveness inDeveloped Countries

The global market for high-technologygoods is growing at a faster rate than thatfor other manufactured goods, and high-technology industries are driving economicgrowth around the world. During the 19-year period examined (198098), high-technology production grew at an

inflation-adjusted average annual rate ofnearly 6.0 percent compared with 2.7percent for other manufactured goods.

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Ten Major Technology Areas

Biotechnologythe medical and industrial application ofadvanced genetic research to the creation of drugs,hormones, and other therapeutic items for both agriculturaland human uses.

Life science technologiesthe application ofnonbiological scientific advances to medicine. For example,

advances such as nuclear magnetic resonance imaging,echocardiography, and novel chemistry, coupled with newdrug manufacturing, have led to new products that helpcontrol or eradicate disease.

Opto-electronicsthe development of electronics andelectronic components that emit or detect light, includingoptical scanners, optical disk players, solar cells,photosensitive semiconductors, and laser printers.

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T M j T h l A

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Ten Major Technology Areas

Advanced materialsthe development of materials,including semiconductor materials, optical fiber cable, andvideodisks, that enhance the application of other advancedtechnologies.

Aerospacethe development of aircraft technologies, suchas most new military and civil airplanes, helicopters,

spacecraft (with the exception of communication satellites),turbojet aircraft engines, flight simulators, and automaticpilots.

Weaponsthe development of technologies with militaryapplications, including guided missiles, bombs, torpedoes,mines, missile and rocket launchers, and some firearms.

Nuclear technologythe development of nuclearproduction apparatus, including nuclear reactors and parts,isotopic separation equipment, and fuel cartridges (nuclearmedical apparatus is included in life sciences rather thanthis category).

T h l T f

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Technology Transfer

Technology transfer is the process ofsharing of skills, knowledge, technologies,methods of manufacturing, samples ofmanufacturing and facilities among

industries, universities, governments andother institutions to ensure that scientificand technological developments areaccessible to a wider range of users who

can then further develop and exploit thetechnology into new products, processes,applications, materials or services.

C ll b ti I t lli

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Collaborative Intelligence

Collaborative intelligence is a measureof the collaborative ability of a group orentity. According to Stephen James Joyceauthor ofTeaching an Anthill to Fetch Developing Collaborative Intelligence @Work, "collaborative intelligence (CQ) isthe ability to create, contribute to and

harness the power within networks ofpeople and relationships".

L i Obj ti

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Learning Objectives

To know about

The principles of a Knowledge LeveragingCommunity Infrastructure Supporting

Technologies Why should you be a Learning

Organisation ?

How to create a Learning Organisation

Facets of World Class Organisation

How to build a world class organisation

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Science and technology policy

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Science and technology policysystems

Science and technology have hadunprecedented impact on economicgrowth and social development.

Knowledge has become a source ofeconomic might and power. This hasled to increased restrictions onsharing of knowledge, to new norms

of intellectual property rights, and toglobal trade and technology controlregimes.

L i K l d

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Leveraging Knowledge

Knowledge-leveraging practices andcommunities engage the fullness ofour human ability to learn, create,

change. Thus, e-Knowledge addsvalue to knowledge-leveraginginitiatives primarily by participating as co-learner and empathic

provocateur in the journey ofoptimizing organizationalperformance.

Knowledge Leveraging

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Knowledge LeveragingCommunity Infrastructure

Community implies a common interestand it is the pursuit of this commoninterest that the knowledge-leveraginginfrastructure must support. Whether thecommon interest is to deal with asituation, avoid something, maintainsomething, or accomplish something, the

common interest serves as the basis forthe purpose and vision of the community.

I t ti P i i l

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Interaction Principles

L i O i ti

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Learning Organisation

A Learning Organisation is one inwhich people at all levels, individualsand collectively, are continually

increasing their capacity to produceresults they really care about

Steps in Creating a Learning

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p g gOrganisation

Awareness

Environment

Leadership

Empowerment

Learning

The Golden Rules to learn

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The Golden Rulesto learn

Thrive on ChangeEncourage Experimentation

Communicate Success and Failure

Facilitate Learning from the SurroundingEnvironment

Facilitate Learning from Employees

Reward Learning

A Proper SelfishnessA Sense of Caring

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Internal Benchmarking

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Internal Benchmarking

Internal Benchmarking is theprocess of identifying the "BestPractices" developed within an

organization and creating a businesscase for their implementation.

Transferring Skill and

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gKnowledge

Transferring Skill and Knowledgemeans the process of identifying,demonstrating, and transferring a

successfully demonstrated process orpractice to other units.

Dual use technology

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Dual-use technology

Dual-use is a term often used inpolitics and diplomacy to refer totechnology which can be used for

both peaceful and military aims. Itusually refers to the proliferation ofnuclear weapons, but that of

bioweapons is a growing concern.

Overview of the Roadmapping

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pp g

process

Summary

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Summary

This unit gave some insight into thepolicies of technology managementsystems, methods to build and

maintian a learinging and a worldclass organisation and the dual usetechnology alogwith a road map to

technical planning.

Have you understood?

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Have you understood?

Are policies a boon or a bane totechnology management?

Why and how can knowledge beleveraged?

Elaborate on the steps in creating alearing organisation. How can you differentiate a world class

organisation from a medoicareorganisation?

Prepare a road map towards techinalplanning for a project of your choice.

References

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References

Gerard H. Gaynor, 1996, Handbook ofTechnology Management McGraw Hill.

Tarek M. Khalil, 2000, Management of

Technology McGraw Hill

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Documents