1. TECHNOLOGICAL CENTER FOR PRODUCTION TECHNOLOGIES WORKSHOP: INNOVATION MANAGEMENT, TECHNOLOGY WATCHING AND PROJECT PORTFOLIO MANAGEMENT 10TH MAY 2011, ZAGREB MIQUEL ANGEL PEREZ

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

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. Program A B C D E F Portfolio in t1Portfolio in t2 A, B y DC, D y E Portfolio I.e. Apolo Program: Send the mankind to the moon I.e. Portfolio of the NASA in 1977 Set of projects and programs in a given time for one organization Group of project with relationship, managed coordinately in order to reach the objectives and strategic benefits for the organization Project Set of activities with relations during a period that deliver a unique result I.e. TPOT: Unlock the Croatian Textile Research Potential

7. Funnel model for innovation 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 wide narrow

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 the project selection Balance the different project typologies in the global portfolio Maximize project portfolio value, optimizing resources Assessment of strategic alingment of project porfolio We cant implement all ideas Not all ideas are good Limited budget (even the big ones) Limited time

10. innovation project low competition high competition substitution first sale break even reduce margins discountinuation product in stores project kick-off Time to Market The effect to arrive later to a market or the rule The one that strikes first, it strikes twice! low ROI high ROI project risk

11. 2 0 2 4 6 8 10 20406080100 Performing costs Importance OrganizationalProductProcessSales Knowledge or Technology based Strategic importance High Low Example of a project porfolio previos selection All of them seem to be aligned into importance and cost, so what will be selected?

12. Plan de I+D+i Programa Plan de I+D resultado Programa Conjunto de todos los proyectos de I+D+i que compromete una organización mediante recursos (tiempo, personas, económicos…) a realizar, tanto como soporte a los programas de desarrollo de producto como a la generación de conocimiento para utilizar en un futuro y explotar por otras vías no incluidas en el modelo de negocio habitual. Contempla tanto la I+D interna como la que se subcontrata o se colabora. Normalmente se estructura por tecnologías o grupos de investigación.

13. Assessment of different points of view in an organization OrganizationMarketingR&DManufacturingFinance Consensus

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

15. Decision matrix Stablish selection criteria Cultural and strategic Culture and vision Business and corporate strategy Technological strategy Value proposal Marketing Market approach Commercial Success probabilities : market size and growth Competitive position Sale system (channels) Result lifecycle Other product impact Research and Innovation Resources and capacities Benefit ownership Tech Succes: gap, complexity Sum to Science and technology Sum to corporate knowledge and habilities Other project synergies Cost and time Manufacturing Resources and unallocated capacity Industrial Scalability Change management probabilities Sum to habilities Other process or procuerement synergies Finances Finance indicators (NPV, ROI) Ratios (Cost/benefit…) Funding and tax benefits Cash flow. Other project financing

16. Define the value of the criteria. When a criteria set is not high, we could make 1 to 1 comparisons and the sum the results FactorC1C2C3C4TotalValue C1x2316 C21/2x41/54,7 C31/31/4x12,58 C4151/2x6,5 Decision matrix

17. CriteriaC1C2C3C4TotalValue C1x2316x3 C21/2x41/54,7x2 C31/31/4x12,58x1 C4151/2x6,5x3 Define the value of the criteria. When a criteria set is not high, we could make 1 to 1 comparisons and the sum the results Decision matrix

18. Individual score for each project and reorder regarding its score. Its important to define a scale that dont create huge differences (i.e. 1 to 5) CriteriaC1 x3C2 x2C3 x1C4 x3TotalRanking P12351 P22232 P33443 P42321 Decision matrix

19. CriteriaC1 x3C2 x2C3 x1C4 x3TotalRanking P1235120#2 P2223219#3 P3344330#1 P4232117#4 Individual score for each project and reorder regarding its score. Its important to define a scale that dont create huge differences (i.e. 1 to 5) Decision matrix

20. Adjustment to project portfolio regarding a resources filter (finance, people…) PriorityCostScore P3100.00030 P1150.00020 P280.00019 P420.00017 Budget for Research and Innovation = 200.000 Decision matrix

21. Adjustment to project portfolio regarding a resources filter (finance, people…) PriorityCostScore P3100.00030 P1150.00020 P280.00019 P420.00017 Budget for Research and Innovation = 200.000 Decision matrix

22. PP control and monitoring Visual organization of projects Hierarchy (programs, core developments…) Term (short, mid, long) KPI Dinamically manage the PP Accelerate project Pause a project Kill a project

23. 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) Recommendations for a project portfolio management

25. Technology Watching

26. – Systematic process to alert organizations about new knowledge that could become an opportunity or threat and increase its competitiveness Capture Analyze Disseminate Explote (act) – In private sector (tech innovation): Look at the Science and Technology environments in order to find something that pushes an innovation for our organization Definition

27. Lets look an example of watching: the prison surveillance model Our focus or strategy: We are the best prison, so we dont 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 theres a movement, then look at the camera, if it persists, then send people and ask them, if it doesnt answer, then increase emergency level and notify the warden… (protocol or process) And assume some risks… (not controlled data)

28. Planning Needs Information sources and evaluation Access ways Search Formal and informal sources Internal and external sources Treatment Filtering, qualifying Complement Validation and distribution Information volume Receptor - match Value proposal Planned top- down Not planned bottom-up TW process activities

29. TW resources Resource (time, people) NormalRecommended Data adquisition 40%20% Analysis 30%20% Dissemination 20% 50% Other 10% Information flow Report Share Disseminate !

30. 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 Myths about TW

31. TW activities at a glance Visit sectorial fairs and make salespeople to report R&D Technical reviews: underline and disseminate (intranet) Study competition products: dont do the same Study other sector leaders: what you can takeaway to your organization Technological platforms: where will be the funding, align to your R&D agenda University chats and seminars: identify the experts Internet search (blogs, free tools), trending topics Scientific publications: do for dummies versions or summaries Private database mining (thomson) Patent search (WIPO) Social network research Text and Data mining Basic (for companies, SME) Advanced (for R&D) The most important is to deploy the process and then apply continuous improvement

32. 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) Information to reach

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

34. Innovation Relay Center – http://www.innovationrelay.net/ Science Direct 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 Some information sources Technological providers – www.ideal-ist.net – Technological platforms www.textile-platform.eu Projects – www.cordis.lu

35. Anticipation Opportunity exploitation Risk reduction Improvement lines Required progress Innovation Cooperation Interest environment creation 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 Derived actions TW results must become in action that have support from the management staff. La VT/PT debe realizarse en base a unos objetivos estratégicos, que conduzca a unos resultados previstos Results from TW

36. 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) At the project start Korean company is looking for hemp technologies for #textile applications http://bit.ly/mPpbN8 #opportunity Konoplja

37. 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 At the project start 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

38. 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 During the project

39. 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 Main issues of TW outsourcing IMPORTANT: You cant outsource our competitiveness. That activity is outsource but is unreal no to make parallel TW activities to complement Having the TW in hands of an expert doesnt mean that well achive all information Your ORGANIZATION EXTERNAL INCREASING THE KNOWLEDGE FIELD OF A PROJECT Your PROJECT

40. Technology Watching and PPMgmt in a Open Innovation Paradigm

41. 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

42. 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

44. Puno hvala. Vidimo se uskoro! Miquel Angel Pérez maperez@leitat.org Keep connected on innovation