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WORKSHOP: INNOVATION Management, TECHNOLOGY WATCHING AND PROJECT PORTFOLIO MANAGEMENT 10th May 2011, ZAGREB miquel a

WORKSHOP: INNOVATION Management, TECHNOLOGY WATCHING AND PROJECT PORTFOLIO MANAGEMENT 10th May 2011, ZAGREB miquel angel perez. Purpose, mission and vision. Deliver Research and Innovation services to enterprises Adapting to changes in the whole market

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WORKSHOP: INNOVATION Management, TECHNOLOGY WATCHING AND PROJECT PORTFOLIO MANAGEMENT 10th May 2011, ZAGREB miquel a

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  1. WORKSHOP: INNOVATION Management,TECHNOLOGY WATCHING AND PROJECT PORTFOLIO MANAGEMENT 10th May 2011, ZAGREBmiquelangelperez

  2. Purpose, mission and vision Deliver Research and Innovation services to enterprises Adapting to changes in the whole market Lasting high technological value creation

  3. Preliminar presentation

  4. Objectives • Introduce the Project Portfolio Management discipline into the technological innovation process • Definitions and tools • Example • Introduce the Technology Watching process • How to build a TW system • Benefits of performing TW • Examples • TW and PPM in the open innovation paradigm and conclusions

  5. Innovation and Project Portfolio Management

  6. Project Set of activities with relations during a period that deliver a unique result Program I.e. TPOT: “UnlocktheCroatianTextileResearchPotential” A B Program Group of project with relationship, managed coordinately in order to reach the objectives and strategic benefits for the organization C D I.e.Apolo Program: “Sendthemankindtothemoon” E Portfolio F Set of projects and programs in a given time foroneorganization Portfolio in t1 Portfolio in t2 I.e. Portfolio of the NASA in 1977 A, B y D C, D y E

  7. Funnelmodelforinnovation wide narrow The innovation process delivers successful business results from ideas and new knowledge by means of projects. The more ideas, the more possibilities to deliver an innovative result

  8. Project Portfolio Management (PPM) • It consists on: • Selecting projects • Controlling and monitoring portfolio projects • Asign / unassing resources dynamically • … in order to get business objectives “do the right things and do them right”

  9. Purpose of theprojectselection • Balance thedifferentprojecttypologies in the global portfolio • Maximizeproject portfolio value, optimizingresources • Assessment of strategicalingment of project porfolio • Wecan’timplementall ideas • Notall ideas are good • Limitedbudget (eventhebigones) • Limited time

  10. Time toMarket Theeffecttoarrivelaterto a marketorthe rule “Theonethat strikes first, it strikes twice!” discountinuation high ROI reduce margins innovation project low competition high competition substitution low ROI break even project kick-off project risk first sale product in stores

  11. Strategic importance High Low Example of a project porfolio previos selection All of themseemtobealignedintoimportance and cost, so whatwillbeselected? 10 8 Importance 2 6 4 2 0 20 40 60 80 100 Performingcosts Organizational Product Process Sales KnowledgeorTechnologybased

  12. Assessment of differentpoints of view in anorganization Consensus

  13. Idea and projectselection Define what ideas and projects will be planned, allocating specific resources, in order to execute only the projects that fit the organization strategy Decision techniques • External decision (i.e. expert committee) • Influential figure (i.e. CEO) • Intuition • Multivote • Prototypes and testing • Decision matrix or balanced scoreboard

  14. Decision matrix Stablishselectioncriteria

  15. Decision matrix Define thevalue of thecriteria. When a criteria set isnothigh, wecouldmake 1 to 1 comparisons and thesumtheresults

  16. Decision matrix Define thevalue of thecriteria. When a criteria set isnothigh, wecouldmake 1 to 1 comparisons and thesumtheresults

  17. Decision matrix Individual score foreachproject and reorderregardingits score. It’simportantto define a scalethatdon’tcreatehugedifferences (i.e. 1 to 5)

  18. Decision matrix Individual score foreachproject and reorderregardingits score. It’simportantto define a scalethatdon’tcreatehugedifferences (i.e. 1 to 5)

  19. Decision matrix Adjustmenttoproject portfolio regarding a resourcesfilter (finance, people…) BudgetforResearch and Innovation = 200.000 €

  20. Decision matrix Adjustmenttoproject portfolio regarding a resourcesfilter (finance, people…) BudgetforResearch and Innovation = 200.000 €

  21. PP control and monitoring • Visual organization of projects • Hierarchy (programs, coredevelopments…) • Term (short, mid, long) • KPI • Dinamicallymanagethe PP • Accelerateproject • Pause a project • Kill a project

  22. Recommendations for a project portfolio management • what are the right projects (strategy) • what is doing a project right (success indicators) • Who is responsible for a project and program and circuits to collect project high level data • Authorize the responsible for the portfolio management • Choose a good ICT application to make the PP management be humanly possible (but first process and then tool)

  23. TechnologyWatching

  24. Systematicprocesstoalertorganizationsabout new knowledgethatcouldbecomeanopportunityorthreat and increaseitscompetitiveness Capture Analyze Disseminate Explote (act) In private sector (techinnovation): Look at theScience and Technologyenvironments in ordertofindsomethingthatpushesaninnovationforourorganization Definition

  25. Let’s look an example of “watching”: the prison surveillance model Our focus or strategy: We are the best prison, so we don’t leave prisoners to escape from (objective) Identify the information we need: number of prisoners in each pavillion, cell full or empty at night, no one in the courtyard by night… (kind of information) Configure the information sources: Cameras, movement sensors, , surveillors… (information sources configuration) Collect data (who) and analyze (how): Control center, surveillance experts (configuration) Intelligence to act in consequence: If there’s a movement, then look at the camera, if it persists, then send people and ask them, if it doesn’t answer, then increase emergency level and notify the warden… (protocol or process) And assume some risks… (not controlled data)

  26. TW processactivities

  27. TW resources Information flow ! Report Share Disseminate

  28. Mythsabout TW TW is a patent analysis TW is only for big companies, not accessible for SME TW is a software TW requires a specialized technician and full-time TW requires so much money and time TW is for technical people

  29. TW activities at a glance • Visit sectorial fairs and makesalespeopletoreport R&D • Technicalreviews: underline and disseminate (intranet) • Studycompetitionproducts: don’t do thesame • Studyother sector leaders: whatyou can takeawaytoyourorganization • Technologicalplatforms: wherewillbethefunding, aligntoyour R&D agenda • University chats and seminars: identifytheexperts • Internet search (blogs, free tools), trendingtopics • Scientificpublications: do “fordummiesversions” or “summaries” • Privatedatabasemining (thomson) • Patentsearch (WIPO) • Social networkresearch • Text and Data mining Advanced (for R&D) Basic (for companies, SME) The most important is to deploy the process and then apply continuous improvement

  30. Information to reach • Research lines (technologies and product that they are working in, researching, publishing, IP protecting…) • Emergent technologies • Technological roadmaps from main competition • R & D centers, people and teams that are leading new technology production • Interesting patents with no license owner (diversification opportunities) • Sale + Purchase technology (technology brokers)

  31. Other directions to watch product trends, salaries, demographic changes, new preferences, word of mouth… environmetal, R+D incentives, job regulation, international agreements twitter, facebook, delicious public websites, standardization groups, journals Information technologies, manufacturing, management knowledge, patent opportunities Products, customers, markets, providers, fairs, people Private databases, corporate websites

  32. Someinformationsources • Technologicalproviders • www.ideal-ist.net • Technologicalplatforms www.textile-platform.eu • Projects • www.cordis.lu • InnovationRelay Center • http://www.innovationrelay.net/ • ScienceDirect www.sciencedirect.com • Patents: • Worldwide www.wipo.int • Patentscope (WIPO): http://www.wipo.int/pctdb/en/ • European Patent Office www.epo.org • INCENTIV – Intellectual Property Information Centre of the State Intellectual Property Office of the Republic of Croatia http://www.dziv.hr

  33. Anticipation Opportunity exploitation Risk reduction Improvement lines Required progress Innovation Cooperation Interest environment creation Resultsfrom TW Derivedactions • Changes and change expectatives in analyzed environments • Exploit identified advantages • Reduce threats, overcome barriers • Overcome biases and minimize weakness • New ideas and research projects • Potential collaborator identification • Interesting technological or markets environments TW resultsmustbecome in actionthathavesupportfromthemanagementstaff. La VT/PT debe realizarse en base a unos objetivos estratégicos, que conduzca a unos resultados previstos

  34. Starting a product development project (for a private company) How to approach to the problem? Explore technologies that can solve our concept Will be the results protectable by IP laws? Will we have freedom to operate in a market? Patent search What is doing my competition? PCT application. Is there any knowledge stock in that university that I could use? Reduce costs and time by outsourcing to specialized researchers (in universities) Konoplja Korean company is looking for hemp technologies for #textile applications http://bit.ly/mPpbN8 #opportunity At theprojectstart

  35. Starting a technological development project (R&D unit) Is there any kind of knowledge previously developed? Yes: Have we access to that knowledge? If not, could we use that knowledge to make a patent workaround? No: Who is the best in that field? What new science publications could inspire our development How to approach to the problem? Explore substitutive technologies Will be the results protectable by IP laws? Define what “open” dissemination to do. Disseminate could mean no patent strategy Will we have freedom to operate in a market? Patent search Konoplja To improve the fineness and cleanness of the fibres to be hackled in the processing of flax or hemp, the invention provides a continuous hackling process wherein the bast (1) is continuously forwarded by means of conveyor belts (7, 18, 19) and, starting at the tip and extending to the clamped region, is progressively exposed to the action of rotating hackle comb groups (8, 9, 10). The hackle comb groups (8), which are equipped with coarse needles (12, 13) and which are intended for processing the basts in the tip region, have a significantly lower At theprojectstart

  36. Monitoring the state-of-the-art and foresee result exploitation Has anyone developed and patented my technology or anything similar? Solving special issues? Experts, solutions in other markets… Searching an industrial market for technology: license owners, IPC codes for a similar patent Duringtheproject

  37. Mainissues of TW outsourcing INCREASING THE KNOWLEDGE FIELD OF A PROJECT Your ORGANIZATION Your PROJECT EXTERNAL • IMPORTANT: Youcan’toutsourceourcompetitiveness. • Thatactivityisoutsourcebutisunreal no tomakeparallel TW activitiestocomplement • Havingthe TW in hands of anexpertdoesn’t mean thatwe’llachiveallinformation • Provider selection • Methodology (fits with you?) • Technical solvency (UNE 166.006, UNE 166.002) and experience • Environment and access to non formal information • Needs (Request for Proposal) • Purpose, approach, scope, special information • Evaluation of service proposal • Formal agreement • Professiona ethics (piracy) • Confidential (Non disclosure agreement) • Property of the results

  38. TechnologyWatching and PPMgmt in a Open InnovationParadigm

  39. OPEN INNOVATION “a paradigm that assumes that firms can and should use external ideas, and internal and external paths to market, as the firms look to advance their technology”. Henry W. Chesbrough, HaaS School of Business, KIMbcn advisor

  40. Technology Watching • Insource external technology • License internal technologies • Compare maturity of technologies • Identify new markets for our technologies • Locate other firm market licensors • Leverage from other base technologies Project Portfolio Management • Organize projects properly • Balance internal core technology from external (be competitive and add value) • Define investments in core technologies and synergies for diverse markets • Align technologies and markets • Make all profitable and investment returns visible

  41. Keepconnectedoninnovation Puno hvala. Vidimo se uskoro! Miquel Angel Pérez maperez@leitat.org

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