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TRIFOLD- technology transfer through customized capacity development measures in Tunisian Research Centers – making process-driven adaptation (PDIA), innoSpice and technology roadmapping work
Abstract
TRIFOLD- technology transfer through customized capacity development measures in Tunisian Research Centers – making process-driven adaptation (PDIA), innoSpice and technology roadmapping work
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In the 30 years since technology roadmapping first became a topic of broader interest in aca-demia, business, and administration, it has rapidly evolved to a valuable technique for identi-fying new opportunities and addressing risk and uncertainty in the management of technolo-gy. In contrast to the variety of concepts proposed in literature and to many applications in various industries, however, technology roadmapping is rather used as a standalone technique, yet.
While roadmapping seems to become part of technology management affairs, at least to a certain degree, interaction with corresponding methods along innovation planning, product development, and project management are of greater importance today, in particular linkages with other instruments and tools of operational innovation planning need to be developed and established.
- For example, how can the potential of technology roadmapping to support operational innovation planning be exploited, e.g. for project planning and controlling, resource allocation, capacity scheduling, capability planning, and human resources planning, among others?
- How can the future outlook visualized in roadmaps be transformed into clear steps, and well defined activities with measurable indicators, while identifying critical system requirements and milestones for meeting targets?
- Which tools may provide help to break down roadmaps into alternate technology roads, and which concepts could bridge the gap to promising innovation plans?
Technology roadmapping approaches are increasingly being adopted (and adapted) around the world, at company, sector and national levels, since its first application in the late-1970s to support integrated product-technology planning. In the future, it is anticipated that roadmapping will be increasingly used as a core integrating mechanism for supporting strategic dialogue. This 'next generation' approach to roadmapping needs to be agile, responsive, scalable and flexible to meet the demands of an ever more competitive, global and dynamic competitive environment. In this paper, some of the design principles for next generation roadmapping are described, emphasising the need to position roadmapping at the heart of strategy and innovation.
'Mode 3' allows and emphasises the co-existence and co-evolution of different knowledge and innovation paradigms: the competitiveness and superiority of a knowledge system is highly determined by its adaptive capacity to combine and integrate different knowledge and innovation modes via co-evolution, co-specialisation and co-opetition knowledge stock and flow dynamics. The 'Quadruple Helix' emphasises the importance of also integrating the perspective of the media-based and culture-based public. What results is an emerging fractal knowledge and innovation ecosystem, well-configured for the knowledge economy and society.
The definition of an effective innovation policy is a major challenge in developing countries, a task that has become more complex as increasing attention is being paid in policy issues to inclusive development, raising quite different requirements for what an innovation system should deliver, and how it should therefore be organised.It is argued that foresight is an appropriate instrument to shape innovation systems and support policy-making processes, thus, foresight has attracted interest in developing countries. However, the ability to effectively exploit its results is hampered by the limitations of their governance systems to take into account the complexity in the definition of public policies. In such a context, foresight needs to be more thoroughly integrated into the policy making process to be effective.Attempts to engage excluded indigenous or poor peasant, communities in development plans have also been made and in this context, foresight activities in these communities have been conducted, but the consultations have not been strategic and forward-looking enough to connect to policy-making beyond the specific local settings.In this paper, we propose a novel interconnected multilevel approach containing two elements of policy making to support innovation for inclusive development: a) the close interplay between foresight and policy making, and b) the linking of local community-level to national level foresight. Such an approach is well suited for using foresight to inform and guide policy to frame the national innovation system that can attend both economic and social development goals.
A novel approach to Technology Foresight has been developed by BP and used to devise an R&D strategy embracing the core business areas of the company. It is based on the use of Roadmaps which are visual descriptions summarizing the outcomes of numerous discussions involving all the personnel responsible for procuring, planning, funding, monitoring, and implementing R&D. This emphasis on visual, easy-to-comprehend descriptions of customer needs, technology responses, and R&D programmes offers several benefits. It facilitates the structured dialogue essential to the Foresight process; it also greatly aids communication, both at the operational commercial and technical level, and with senior management too, as well as providing a practical means for ensuring R&D programmes are apposite, correctly prioritized, and adequately resourced. The essential differences from more conventional methods of developing strategies and plans are that 1. it places greater emphasis on, and provides practical assistance to facilitate the construction of the plan by enabling all the participants, whether technically expert or otherwise, to play a full part in the process, 2. it enables the overall impact and relevance of individual technology components of a business strategy to be assimileted repidly and reliably, and 3. it greatly facilitates identification of gaps and/or duplications of effort These advantages stem primarily from the combination of logical analysis, widespread construction and discussion, and use of graphical techniques, all of which are key features of this approach.
There are several tools in the literature that support innovation in organizations. Some of the most cited are the so-called technology roadmapping methods, also known as TRM. However, these methods are designed primarily for organizations that adopt the market pull strategy of technology–product integration. Organizations that adopt the technology push integration strategy are neglected in the literature. Furthermore, with the advent of open innovation, it is possible to note the need to consider the adoption of partnerships in the innovation process. Thus, this study proposes a method of technology roadmapping, identified as method for technology push (MTP), applicable to organizations that adopt the technology push integration strategy, such as SMEs and independent research centers in an open-innovation environment. The method was developed through action-research and was assessed from two analytical standpoints: externally, via a specific literature review on its theoretical contributions, and internally, through the analysis of potential users' perceptions on the feasibility of applying MTP. The results indicate both the unique character of the method and its perceived implementation feasibility. Future research is suggested in order to validate the method in different types of organizations
The purpose of this paper is to report the integration studies of business modeling and roadmapping methods for the “Innovation Support Technology (IST)” and the IST's practical application to real-world cases. The IST is conducted for the purpose of offering a convenient tool for engineers and researchers in order to enhance corporate value from R&D outputs. “Japan's lost decade” has forced companies to change R&D management and R&D operation style, especially regional industries. We propose the framework for revitalization of regional industries by using the Strategic Technology Roadmap made by the Ministry of Economy, Trade and Industry (METI-TRM) with business modeling. We applied this IST method to several real-world cases to show its effectiveness. This study represents the result of over four years (fall 2002) of work with the value creation framework of the business modeling method for R&D outputs, done by a group of researchers from JATES (Japan Techno-Economics Society).
This paper describes the Graphical Modeling System, a computer-based process for generating roadmaps. The system offers the
following advantages and capabilities: (1) Graphically portraying relationships between research and potential applications;
(2) Helping accelerate science conversion by promoting champion interest in further research development; (3) Showing the
node-link relationships of a project/capabilities/requirements network; (4) Treating nodes (projects/capabilities/requirements)
as multi-valued (multi-attributed) quantities which are allowed to exist in many different research-requirement pathways simultaneously.
This multiple perspectives capability provides a more accurate depiction of the multi-application nature of most research
and technology, and the software enables the user to highlight just those specific node-link subnetworks of interest (the
desired researchrequirement. pathways) without being overwhelmed by all possible node-links which constitute the larger network;
(5) Promoting communications; (6) Identifying science and technology gaps; and (7) Identifying obstacles to rapid and low-cost
technology development.
Recently, technology roadmap has received increasing interest from academics and practitioners alike, as it is a powerful and inherently flexible approach in terms of architectural structure and construction process. However, the potential benefit may not be fully exploited due to the difficulty in customizing roadmaps to fit specific needs and/or to accommodate unusual circumstances. In response, the main purpose of this research is to provide guidance for customizing roadmaps. Specifically, we adopt a modularization method for mass customization and suggest a set of different roadmaps for different purposes such as forecasting, planning, and administration. In addition, a web-based system is developed to facilitate the roadmapping activities, which in turn ensures the creation, dissemination, and upkeep of roadmaps. With the system having a customization function, a set of customized roadmaps can be generated simply by selecting the application purpose and then meeting the input requirements. The function helps prospective users design roadmap formats and contents.
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