Samenvatting Technologiemanagement
Video 1
Identification → het in kaart brengen van de huidige en toekomstige technologie.
Identificatieprocessen:
1. Technology auditing
2. Forecasting technology, markets and external environment
3. Identification of organizational capabilities
4. Documenting and disseminating the information
1. Technology auditing → een gedetailleerde technologische evaluatie van de beschikbare in-house
technologieën en hun status.
Objective: identificeren en evalueren van de organisatie haar technologische resources en potentie, en
deze beoordelen.
Competitive impact
● Base technologies → low, but essential
● Critical/key technologies → high, a driver of cost or differentiation
Potential competitive impact
● Pacing technologies → proven, and could be high
● Emerging technologies → unproven, but promising
,Market/technology matrix
1. Clear leder: sets the pace and direction of technological development and is recognized for being
leader in the industry
2. Strong: able to express independent techical actions and set new directions
3. Favourable: able to sustain technological competitiveness in general and/or leadership in
technical niches
4. Tenable: unable to set independent course, continually in catch up mode
5. Weak: unable to sustain quality of technical output versus competitors: short term fire fighting
focus
2. Forecasting technology, market and external environment
→ mapping products, technologies, markets (current/potential)
STEEPA analysis: used by business leaders worldwide to build their vision of the future.
● Social: demographics, society
● Technological: impact, technology, transfer, R&D
● Economic: stages of business cycle, growth, employees
● Environmental: sustainability, cost of waste
● Political: government, laws, taxes, regulations
● Aesthetic: acceptance of design
3. Identification or organizational capabilities
→ analyze the resource base
→ discover strengths and weaknesses of the internal TM infrastructure
, 4. Documenting and disseminating the information
→ putting outcomes of analyses into usable format
Selection → strategy making capability focusing on the technologies and businessmodels to be developed
by assembling and orchestrating internally or externally owned resources (verschillend technologische
alternatieven naast elkaar zetten)
Technologiestrategie → een overzicht van de technologische keuzes die een bedrijf heeft gemaakt / wil
maken op strategisch niveau. Dit hoeft niet altijd vast te staan in bijvoorbeeld een document.
Policies, plannen en procedures voor het verkrijgen van kennis en vaardigheden, deze managen binnen
het bedrijven en ze exploiteren voor profit.
Effectief gebruik van technologiestrategie kan leiden tot kostenvoordeel en differentiatie.
Technologie- en businessstrategie moeten close aan elkaar gerelateerd zijn.
Core technolgy competencies identificeren: welke strategie zullen we volgen; welke technologieën
hebben we nodig; hoe kunnen we voldoen aan klantbehoeften etc.
● Base technologies → maintain competitiveness, but do not overinvest
● Key technologies → develop and exploit agressively and aim for superiority
● Pacing technologies → develop and exploit selectively and maintain flexiblity
● Emerging technologies → monitor progress and experiment.
Technological impact versus costs
Video 1
Identification → het in kaart brengen van de huidige en toekomstige technologie.
Identificatieprocessen:
1. Technology auditing
2. Forecasting technology, markets and external environment
3. Identification of organizational capabilities
4. Documenting and disseminating the information
1. Technology auditing → een gedetailleerde technologische evaluatie van de beschikbare in-house
technologieën en hun status.
Objective: identificeren en evalueren van de organisatie haar technologische resources en potentie, en
deze beoordelen.
Competitive impact
● Base technologies → low, but essential
● Critical/key technologies → high, a driver of cost or differentiation
Potential competitive impact
● Pacing technologies → proven, and could be high
● Emerging technologies → unproven, but promising
,Market/technology matrix
1. Clear leder: sets the pace and direction of technological development and is recognized for being
leader in the industry
2. Strong: able to express independent techical actions and set new directions
3. Favourable: able to sustain technological competitiveness in general and/or leadership in
technical niches
4. Tenable: unable to set independent course, continually in catch up mode
5. Weak: unable to sustain quality of technical output versus competitors: short term fire fighting
focus
2. Forecasting technology, market and external environment
→ mapping products, technologies, markets (current/potential)
STEEPA analysis: used by business leaders worldwide to build their vision of the future.
● Social: demographics, society
● Technological: impact, technology, transfer, R&D
● Economic: stages of business cycle, growth, employees
● Environmental: sustainability, cost of waste
● Political: government, laws, taxes, regulations
● Aesthetic: acceptance of design
3. Identification or organizational capabilities
→ analyze the resource base
→ discover strengths and weaknesses of the internal TM infrastructure
, 4. Documenting and disseminating the information
→ putting outcomes of analyses into usable format
Selection → strategy making capability focusing on the technologies and businessmodels to be developed
by assembling and orchestrating internally or externally owned resources (verschillend technologische
alternatieven naast elkaar zetten)
Technologiestrategie → een overzicht van de technologische keuzes die een bedrijf heeft gemaakt / wil
maken op strategisch niveau. Dit hoeft niet altijd vast te staan in bijvoorbeeld een document.
Policies, plannen en procedures voor het verkrijgen van kennis en vaardigheden, deze managen binnen
het bedrijven en ze exploiteren voor profit.
Effectief gebruik van technologiestrategie kan leiden tot kostenvoordeel en differentiatie.
Technologie- en businessstrategie moeten close aan elkaar gerelateerd zijn.
Core technolgy competencies identificeren: welke strategie zullen we volgen; welke technologieën
hebben we nodig; hoe kunnen we voldoen aan klantbehoeften etc.
● Base technologies → maintain competitiveness, but do not overinvest
● Key technologies → develop and exploit agressively and aim for superiority
● Pacing technologies → develop and exploit selectively and maintain flexiblity
● Emerging technologies → monitor progress and experiment.
Technological impact versus costs
