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PLANNING AND IDENTIFICATION OF THE MARKETABLE TECHNOLOGY FROM THE RESEARCH AREA. Fernando A. Kohrs Aldape Director of planning and technical support of the Institute of Electric Research (México). CONTENTS. BACKGROUND 2. COMMERCIALIZATION OF TECHNOLOGY 3. TECHNOLOGY MANAGEMENT FRAMEWORK

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slide1

PLANNING AND IDENTIFICATION OF THE MARKETABLE TECHNOLOGY FROM THE RESEARCH AREA

Fernando A. Kohrs Aldape

Director of planning and technical support of the Institute of Electric Research (México)

slide2

CONTENTS

  • BACKGROUND
  • 2. COMMERCIALIZATION OF TECHNOLOGY
  • 3. TECHNOLOGY MANAGEMENT FRAMEWORK
  • 4. KEY FEATURES OF AN INTERNATIONAL MODEL OF COMMERCIALIZATION
  • 5. THE MODEL OF COMERCIALIZATION OF THE IIE
slide3

Expansion of knowledge

Growth of the world competition

Fragmentation of the markets and change in the consumers’ preference

Technology diversification with greater capacity and response flexibility

Technologies for the same product

TECHNOLOGICAL TRENDS

slide4

Pretend that tomorrow would continue today (maybe different mix –same configuration)

What is value for our costumers?

Take advantage of the unforeseeable

Planning – To optimize tomorrow today trends

Strategy – exploit new and tomorrow’s different opportunities

BUSINESS STRATEGIES FOR TOMORROW

slide5

“Management is the organ of institutions, the organ that converts a mob into an organization, and human efforts into performance”

Peter F. Drucker

slide6

Preparing today’s business for the future

Innovation performance

Know when to score a goal or only play beautiful

What is being done well and what needs to be improved?

Process control

MEASUREMENT OF MANAGEMENT

slide7

2. COMMERCIALIZATION OF TECHNOLOGY

( D E F I N I T I O N )

“The process of acquiring new ideas, augment them with complementary knowledge, developing and selling the goods in the market”

Michell W., Singh K

“To move a new technology from its creator organization into market place”

World Intellectual Property Organization

“Technology comercializaction involves a set of skills including identifying customer needs, developing product concepts, designing products and processes, prototyping and manufacturing”

Shane S.

slide8

Sources of technological uncertainty

Will the new product work as promised?

Will the delivery timetable be met?

Will the vendor give you high quality service?

Will the product or service have side effects?

Will the new technology make old obsolete?

Sources of market uncertainty

What needs might be met by the new technology

How will need change in the future?

Will market adopt industry standards?

How fast will the innovation speed?

How large is the potential market?

Moriarty and Kosnik 1989

CHARACTERISTICS OF HIGH TECH MARKETS

slide9

Market uncertainty, arising in good part from costumer suspicion and / or confusion

Technological uncertainty

Competitive volatility and technology cycles

HIGH TECHNOLOGY MARKETING

A MANAGEMENT MUST ADAPT ITSELF TO THE FOLLOWING CHARACTERISTICS:

slide10

Technology push vs. market pull

Local vs. global market

Complete solution vs. incomplete product

Business intelligence

We know vs. they do not know

Who is my costumer?

ALIGNMENT OF THE TECHNOLOGICAL STRATEGY WITH THE COMMERCIAL STRATEGY

slide11

Environment

Organization

Commercial perspective

Strategy

I

Pull mechanisms - requirements

(Knowledge flows)

P

Technology base

Push mechanisms

– capabilities (Knowledge flows)

Innovation

Operations

S

E

A

Technological perspective

Showing technology management process (Identification, Selection, Acquisition, Exploitation and Protection) highlighting the dialogue that is needed between the commercial and technological functions in the business to support effective technology management

Phaal Robert, Farrukh Clare y Prober David t, Technology Roadmapping: linking technology resources to business objectives, Center for Technology Management, University of Cambridge.

3. TECHNOLOGY MANAGEMENT FRAMEWORK

slide12

To inventory

To identify technologies that the company dominates.

To follow the evolution of the new technologies. To watch over the technologies of the competitors

To watch

To determine the own technological potential. To study possible strategies.

To evaluate

To plan the projects of research. To buy technologies. To form alliances.

To enrich

To optimize

To use the resources in the best possible way.

To defend the industrial property with patents, brands, etc.

To protect

TECHNOLOGY MANAGEMENT

slide13

What does motivate it?

Benefits & value of creating

What for?

Why?

How to achieve goals

Products & services

What?

How?

Areas of priority and of approach

Key competitions to be developed

Which ones?

Where?

Resources

Value Creation

With what?

When?

ELEMENTS FOR A SUCCESSFUL MODEL OF COMMERCIALIZATION

Clear & simple to be understood

slide14

4 . KEY FEATURES OF AN INERNATIONAL MODEL OF COMMERCIALIZATION

1.

The commercialization is based on risk taking

  • Policies Must Encourage Such Risk Taking and Must Respect Constructive Failure.

Successful commercialization should allow the end customer to be a driver of the commercialization process

2.

  • It is more common for downstream buyers and receptors to provide feedback that guides industry-oriented R&D practices.

Education and skills development

3.

  • Ongoing and lifelong learning to develop and enable a skilled workforce are critical components.
  • Education in entrepreneurship and managerial skills is also critical to commercialization.
slide15

Intermediary organizations

4.

  • Suitable mechanisms must be developed to ensure that the outcomes of cooperative projects can be diffused

5.

Understand and Establish Appropriate Incentives for Researchers, Firms and Intermediaries

  • Lack of, or even negative, incentives for academics (for instance, slower professional advancement) to become involved in commercialization activities is a major barrier to innovation in some countries

Development of a Consistent System for Intellectual Property Management

6.

  • Many countries are recognizing the importance of developing a community patent (similar to the U.S. system of patents for research supported by federal funding under the Bayh-Dole Act).
slide16

COMMERCIALIZATIONS STRATEGIES BEING USED IN OTHER COUNTRIES

The United States

Australia

Europe

Finland

France

Sweden

The United Kingdom

slide18

Mission

Vission

To promote and support innovation through value-adding applied research and development to increase the competitiveness of the electric industry.

To be a leading institute formed by prestigious scientific and technical groups whose results provide benefits to the national electric industry and contribute to protect the ecological and the sustained develpment of the energy sector.

slide19

Technologi-cal services and specialized engineering

Basic and applied research

Technological development

SUBSTANTIVE ACTIVITIES AND OF BUSINESS OF THE IIE

  • Experimental or theoretical works.
  • To generate advances in the scientific knowledge with orientation to topics of potential practical application.
  • To generate innovative solutions to specific problems of engineering.
  • Using the knowledge generated by the basic and applied investigation and the available one in the means.
  • Application of well-known methodologies and available knowledge for the solution of the clients' problems
slide20

CENTER KNOWLEDGE

COMPLEXITY

INNOVATION

CONTINUES IMPROVEMENT

CONTINUES IMPROVEMENT

OPERATION

OPERATION

OPERATION

TIME

15

5

10

CONSTRUCTIVE PROCES BY STEPS

slide21

FIDEICOMISO PARA EL AHORRO DE ENERGIA

(TRUST FOR THE SAVING OF ENERGY)

COMISION FEDERAL DE ELECTRICIDAD

(FEDERAL COMMISSION OF ELECTRICITY)

LUZ Y FUERZA

(LIGHT AND POWER COMPANY)

COMISION NACIONAL PARA EL AHORRO DE ENERGIA

(NATIONAL COMMISSION FOR THE SAVING OF ENERGY)

PETROLEOS MEXICANOS

(MEXICAN OIL COMPANY)

CONDUMEX GROUP

MAIN USERS

slide22

STRATEGIC PLANNING

RESEARCH & DEVELOPMENT

HUMAN RESOURCES

MISSION & VISION

MARKET

MANAGEMENT

FINANCE

OPERATION FRAMEWORK OF THE IIE: HIGH PERFORMANCE TEAMS

Balanced Scorecard (BSC)

Business Inteligence

Customer Relationship Management (CRM)

Project management

slide23

RESEARCH & DEVELOPMENT

  • 27 lines of R&D linked with the chore of the companies of the Energy Sector of Mexico
  • HUMAN RESOURCES
  • 17% Doctorate
  • 37% Master
  • 46% Licentiate

Researches:

200520062007

503 517 509

Number of projects:

200520062007

283 300 315

  • 5% Controls means and superiors
  • 52% Researches
  • 6% Administrative staff
  • 37% Union employees

Staff strength:

200520062007 975 986 984

MARKET

  • 65% CFE
  • 24% Pemex
  • 8% CLyF
  • 3% Otros

MISSION & VISION

Billing in millions of pesos:

2005 20062007 499.3 488.5 520

  • FINANCE
  • 59% Projects under contract
  • 23% Agreed projects with CFE
  • 14% Fedeeral Goverment
  • 4% Others

Revenues in millions of pesos:

200520062007 546.6 595.5 674.8

OPERATION FRAMEWORK OF THE IIE

  • MANAGEMENT
  • Certification in ISO 9001:2000
  • Modern systems of Information for the operation and internal administration (Computer Software)
  • Strategic Planning
slide24

5 . THE MODEL OF COMERCIALIZATION OF THE IIE CONSIST IN:

Establishing and supporting the permanent contact with the users to identify opportunities, to detect needs, to commercialize and to make concrete the supply and application of products, services and integral solutions, orientating the institutional efforts to guarantee the satisfaction of the user.

slide25

Other centers of research and development

Universities

Technical trainers

Technological capacity of the IIE

2

5

1

Recognition of the technological available capacity

7

Activities of commercial intelligence for the area of technological promotion, managerial and research

4

6

Valuable contribution to the user productive processes

Negotiation of technological solutions

Execution of technological solutions

Breakdown Structure

3

Recognition of the needs and user requirements

User needs

TECHNOLOGY COMMERCIALIZATION PROCESS OF THE IIE

slide26

Agility, Flexibilitt, Scalabilty

Innovation, Business diferentiation

COMPLEXITY, RISK MANAGEMENT, COMPLIANCE

Cost managment

Security, protection, continuity

FOUNDATIONS GLOBAL STRATEGY OF THE IIE

slide29
1. Activities of commercial intelligence for the area of technological promotion, managerial and research

Exploration of the market

  • Alertness on the potential technologies
  • Identification of potencial costumers

Initial contact

  • Meetings with the electrical industry executives

Activities of institutional promotion

  • Participation in fairs, congresses and seminars
slide30

Follow up of our key users

Identification of problems and necessities susceptible to be satisfied by the IIE.

Presentation before the users of the capacities and resources of the IIE.

Objective: to visualize to the IIE as a solver of technological problems

Creator of innovative solutions

2. Recognition of the available technological capacity

slide31

3. Recognition of the user needs and requirements

Identification and rating of the technological resources of the IIE for the satisfaction of the necessities of the user.

Search of synergies with universities and other investigation and development centers with the purpose of having a larger technological covering of the products and services to be offered.

slide32

Elaboration of proposal of solution technological preliminary:

Negotiation and agreement of the terms of the proposal of technological solution with the tally, until achieving the final version, settling down:

  • Mount
  • dates of beginning
  • Validity
  • Areas technological participants

4. Negotiation of technological solution

  • Defining the objectives and the reach
  • Mount, taking in consideration the chart of Prices of human resources
slide33

Formalization of the negotiation of the contractual framework, through the signature of the contract.

  • Alliance
  • Agreements
  • Research projects and technological development
  • Technological services
  • Specialized engineering

5. Breakdown Structure

slide34

The project of conformity is developed to that agreed

  • It is reported the advances monthly until the termination of the project.
  • Activities made at the same time of the execution of the technological solution
  • Identificación de servicios adicionales y determinación de rutas tecnológicas con posibles reemplazos de tecnologías.

6. Execution of technological solutions

slide35

Bigger impact in the productive processes of the users

Bigger institutional performance

Management of knowledge based on the contribution of value

  • Resultados

- Know –how technological

- Benefit technician and economic

- Optimization of their parameters of efficiency, dependability and readiness.

- Impact technological in the user's competitiveness and of the energy sector.

7. Contribution of value to the productive processes of the users

  • Solve technological integral
  • - Efficacy
  • - Effectiveness
  • - Efficiency
  • Experimental infrastructure
  • Main activities
  • - B&AR
  • - TD
  • - TS&SE
slide36

T H E U N I T E D S T A T E S

Basic Data on Commercialization

  • Almost a third of industrial research projects in the U.S. make use of public research, more than a fifth make use of public instruments and techniques, and the impact of public research on industrial R&D is at least as great as that of R&D undertaken by rival firms in the same sector.
  • The private sector accounts for 70 percent of total R&D in the U.S.
  • Industry supports 6–8 percent of total academic research in the U.S.
  • In 2000, public research institutions in the U.S. produced 4200 inventions, 2100 patent applications and 1400 new patents.
slide37

Specific Commercialization Initiatives and Programs

  • Cooperative Research and Development Agreements

Through these standard agreement templates, the performing companies retain the title to the inventions created through the funded research.

  • Business Incubators

In 2001, there were 950 active incubators assisting 35 000 start-ups and earning more than US$7 billion annually in the U.S.

  • Industry-University Cooperative Research Centers and Engineering Research Centers
  • The 50 Industry-University Cooperative Research Centers and 20 Engineering Research Centers are administered by the National Science Foundation. The majority of funding for these come from partnering firms to support partnered approaches to new and emerging research areas.
slide38

Specific Commercialization Initiatives and Programs

  • The Bayh-Dole Act:

Promote technology transfer by granting the intellectual property rights for research undertaken with federal funding to the institutions performing federal research. It is widely acknowledged to be a cornerstone of U.S. commercialization activities

  • Technology Transfer Offices

All federal labs have technology transfer offices. The lack of skilled personnel is a huge barrier to the success of these offices as the nature and complexity of deals increase and their staff need to master increasing numbers of skills.

  • Small Business Innovation Research

Use the small business sector to meet federal R&D needs.Increase the private sector commercialization of innovations derived from federal R&D.

slide39

A U S T R A L I A

Basic Data on Commercialization

  • Australia has improved the turnover by companies from publicly funded research from A$300 million in 1983 to A$1.5 billion in 2002.
  • A couple of hundred Australian SMEs have emerged from publicly funded research, including a limited number of stars and solid performers.
  • These stars tend to be based on cutting-edge technology, while the solid performers can be based on incremental research and a supportive commercialization environment.
  • Investments in the R&D system have not yet fully paid off for Australia.
  • Policy-makers need to take a longer-term and consistent approach to commercialization.
slide40

Specific Commercialization Initiatives and Programs

  • Australian institute for Commercialisation

Coordinate commercialization activities on a national scale, respond to areas of market failure.

  • Building on Information Technology Strengths Incubator Program

Assist in the development of business plans and marketing strategies and provide start-up and seed funding. In return for these services and investment capital, Incubators take equity in the firms that they assist.

  • Commercial Ready Program

Encourage the growth and successful innovation of Australian companies by increasing the level of research and development, proof-of-concept and early-stage commercialization by Australian businesses.

slide41

E U R O P E

Basic data regarding technology transfer institutions in 15 European Union countries

  • Technology transfer institute activities include:
  • Patenting;
  • Licensing of intellectual property rights;
  • Liaison for contract research;
  • Support of spinoffs including business services; and
  • Financing of spinoffs.
slide42

Specific European Commercialization Initiatives and Programs

  • European Business and Innovation Centres Network

Promote the growth of BICs in order to support the creation and expansion of SMEs. To this end, the network provides a range of services, including technical assistance, risk analysis and business plan support.

  • Sixth Framework Programme
  • Create the European Research Area as a vision for the future of research in Europe. Focus on progressive integration of European research activities.
  • EUREKA

Enhance European competitiveness through support to businesses, research centres and universities that carry out pan-European projects to develop innovative products, processes and services.

slide43

F I N L A N D

Basic Data on Commercialization

  • Drivers of success for the development of the current of Finland S and T ecosystem:
  • Selecting the right technologies and appropriate levels of funding, and avoiding the dispersal of promotion efforts;
  • Developing suitable mechanisms to ensure that the outcomes of cooperative projects can be diffused,
  • Encouraging cooperation between industry and research enterprises in order to address the increasing risk of applied research
  • Acknowledging that communications technologies can play a predominant role in the rate of technology diffusion.
slide44

Policy Bodies

  • Science and Technology Policy Council of Finland

Act as a contract research organization providing a wide range of technology and applied research services for its clients, private companies, institutions and the public sector.

  • VTT Tecnological Research Center of Finland
  • Promote the competitiveness of Finnish industry and the Finnish service sector by technological means
slide45

F R A N C E

Basic Data on Commercialization

  • Public sector research enterprises and Universities had their own technology transfer offices.
  • The National Centre for Scientific Research has a subsidiary program, to address issues of commercialization and technology transfer.
  • There are also a number of regional technology transfer institutions focused on French SMEs.

Specific Iniciatives

  • OSEO anvar
  • Promote and finance innovation in French industry, particularly among SMEs. Facilitate the emergence of new products and processes in all fields of activity.
slide46

S W E D E N

  • Sweden's relative spending on R&D has been the highest in the world for more than a decade
  • The performance of its academic start-ups has been weak
  • In 2002, only 11 of 47 universities in Sweden had subsidiaries that managed patenting and the commercialization of intellectual property rights.
  • Police bodies
  • Swedish Government Research Advisory Board
slide47

Specific Iniciatives

  • VINNOVA — Swedish Governmental Agency for Innovation Systems

Promote sustainable growth by financing problem-oriented R&D and developing effective innovation systems.

  • Swedish Industrial Development Fund

The fund provides loans and equity finance to innovative, fast-growing companies that have strong export potential and strong management teams.

slide48

T H E U N I T E D K I N G D O M

  • Policy Bodies
  • Council for Science and Technology
  • Technology Strategy Board
  • Specific Iniciatives
  • Small Business Research Initiative
  • Provide opportunities to small firms whose businesses are based on providing R&D. Create opportunities for starting new technology-based or knowledge-based businesses.
  • Technology Programme
  • The program focuses on supporting research into potential big-breakthrough, disruptive technologies. Suppor the following products: Collaborative Research & Development, and Knowledge Transfer Networks.