TECHNOLOGY

MANAGEMENT
DESING & PHASES
 investment
Projects
of TI
performance Application
sector
l education
Technologica with
Cooperation
Businnes direction
sector
management Technological Big data /
Strategic
Technology
inspection databased
Patents

Inputs

Outputs
Technological
capability
Processes

Sustainability
CI product
Organizatio CI process
Organizatio
nal nal
innovation performanc
Environment
e
al
uncertainty
TECHNOLOGICAL
PERFORMANCE
¿WHY?
•Generate value in our customers
•Integrate into a value chain
•Competitiveness
•Productivity
•Quality improvement
DEFINE A SCALE

•1 – 5. Define five alternatives for each

characteristic (time, investment, etc..)
•1-3. Value scale (bad, good, excellent)
•1-10. Subjective value each individual
•Other, you see will
PROJECTS INVESTMENT

• Infrastructure
• Acquisition of new equipment
• Certifications and new certifications
• Employee training
• Technology level
TECHNOLOGY LEVEL

From better to worse

• New for international market

• New for local market
• Adaptep from international market
• Adaptep from local market
APPLICATION OF TI

• Number of processes where software is used.

• Number of software used.
• New services or products through technology.
• Development of proprietary technology that
creates value.
• % use of technological equipment.
STRATEGIC DIRECTION (GUIDELINES)

Define your scale if your organization names the

technology intention in these items:
• Mission
• Vision
• Policies
• Goals
• Process map
STRATEGIC DIRECTION (TECHNOLOGY
TRANSFER)
• Joint venture (Investmen, investigation, outsourcing,
technology)
• Advice
• Share production capacities
• Share machinery and equipment
• Share purchase of machinery, equipment and material
• Share training
RESULTS

Projects Investment
Thecnological performance
Infrastructure 5,6
Acquisition of
new 7 Projects investment
equipment
6
Certifications 6
Technology transfer Technology level
Employee
training 4,4 1

Average 5,75

Strategic direction Applicatión of TI

TECHNOLOGICAL
INSPECTION
PATENTS

ADAPTED RESEARCH
TECHNOLO
GY NEW
TECHNOLOGY
PORTFOLIO
SALES

TECHNOLOGICAL
INSPECTION
 RESULTS
TECHNOLOGICAL INSPECTION
40
35 34
30 30
30
25 24
25 23 24
20
20 18 17
15 12 13
10 13
10 8 10
6
5 4 4
4 4 12 2
0
PATENTS RESEARCH A.T. N.T. PORTFOLIO SALES
GLOBAL MAX. COMP. M.O.B.
LINKS
• https://www.camaramedellin.com.co/site/Cluster-y-Competitividad.aspx
• https://sitios.dane.gov.co/visor-anda/
• http://www.sena.edu.co/es-co/Empresarios/Paginas/mesasSectoriales.aspx
• http://
sipi.sic.gov.co/sipi/Extra/IP/Mutual/PublicationQbe.aspx?sid=636735546254
850998
• http://
www.sic.gov.co/documentos-elaborados-por-el-grupo-de-estudios-economic
os
• https://patentscope.wipo.int/search/es/search.jsf
ELECTRONIC DATABASED

• Base Cátedra de E-libro

• Taylor and Francis
• Digitalia
• EBSCO host DATA BASES
• ScienceDirect
• Scopus
• Springer
TECHNOLOGICAL CAPABILITY
Technological capability
Inputs

Outputs

Processes

Sustainability
 STEPS
•IDENTIFY ALL OPERATIONAL PROCESSES OF THE COMPANY, WITH IT’S SEQUENCE

•LIST OF THE MATERIALS, RAW MATERIALS, SUPPLIES AND INFORMATION THAT

ENTERS THE PROCESS

•KEY PERFORMANCE OF PRODUCT OR SERVICE

•NUMBER OF PEOPLE WORKING IN THE PROCESS

•SUBSTANTIAL CHANGES IN THE PROCESSES IN THE LAST FIVE YEARS

•FINANCIAL INDICATORS
 HOW TO DESING?

PROCESS 1
HUMAN RESOURCE INNOVATIVE IDEAS (H.R.) ACKNOWLEDGMENT (H.R.)
(H.R.)
INVESTMENT ($) TRAINING ($) EQUIPMENT ($) SOFTWARE ($)

PROCESS 2 TRAINING (#H.R.) GRADE (#H.R.) PROMOTION (#H.R.) STAFF (#H.R.)

HORIZONTAL
% WASTE
PROCESS 3
PROCESS TIME
COLLABORATION METHOD (H.C.)
MATTER (H.C.) (H.C.)
(H.C.)

% USE
OPTIMIZED PROCESS, # PRODUCTS OR
PROCESS N…
DEPRETIATION
EQUIPMENT &
(E&M) SERVICE, TIME, FINANCIAL (E&M)
MACHINERY
(E&M)

% USE SOFTWARE DEPRETIATION OPTIMIZED PROCESS, # PRODUCTS OR

(%S) (%S) SERVICE, TIME, FINANCIAL (%S)
Organizational innovation
CI product

CI process

Organizational
performance
Environmental
uncertainty
 ORGANIZATIONAL INNOVATION.
• OI1 Use of databases of best practices, lessons and other knowledge.
• OI2 Implementation of practices for employee development and better worker
retention.
• OI3 Use of quality management systems.
• OI4 Decentralization in decision-making.
• OI5 Use of inter-functional working groups.
• OI6 Flexible job responsibilities.
• OI7 Collaboration with customers.
• OI8 Use of methods for integration with suppliers.
• OI9 Outsourcing of business activities.
CI PRODUCT
• CI1 My firm is able to replace obsolete products & services.
• CI2 My firm is able to extend the range of products & services.
• CI3 My firm is able to develop environmentally friendly products & services.
• CI4 My firm is able to improve product & service design.
• CI5 My firm is able to reduce the time to develop a new product & service
until its launch in the market.
 CI PROCESS
• CP1 My firm is able to create and manage a portfolio of interrelated technologies.
• CP2 My firm is able to master and absorb the basic and key technologies of business.
• CP3 My firm continually develops programs to reduce production costs.
• CP4 My firm has valuable knowledge for innovating manufacturing and technological
processes.
• CP5 My firm has valuable knowledge on the best processes and systems for work
organization.
• CP6 My firm organizes its production or processes efficiently.
 CI PROCESS

• CP7 My firm assigns resources to the production or design department

efficiently.
• CP8 My firm is able to maintain a low level of stock without impairing
service.
• CP9 My firm is able to offer environmentally friendly processes.
• CP10 My firm manages production or processes organization efficiently.
• CP11 My firm is able to integrate production or process management
activities.
 ORGANIZATIONAL PERFORMANCE

• In this item, you have the capacity to determine the financial

aspects that you consider necessary, demonstrating or not, the
financial capacity of the company for investment projects in
innovation and technology. Minimun five.
 ENVIRONMENTAL UNCERTAINTY
• EU1 Frequency of change in the most relevant areas of the environment.
• EU2 Instability of demand.
• EU3 The degree of radical change in market structure.
• EU4 Frequency of product innovation.
• EU5 Customer pressure shown through radical changes in attitude.
• EU6 Unpredictability of challenges presented by changes in the environment.
• EU7 The degree of radical change in technology.
• EU8 The degrees of social, political, and cultural change that influence environment
turbulence.
 ENVIRONMENTAL UNCERTAINTY
• EU9 Abundance of resources.
• EU10 Growth of sales in the industry or sector.
• EU11 Implicit risk in the activity.
• EU12 Degree of environmental hostility.
• EU13 Number of competitors in the industry.
• EU14 Diversity of consumers in terms of their purchasing habits.
• EU15 Diversity of suppliers.
• EU16 Extent of the presence of differentiated products within the industry.
• EU17 Technological diversity.
ADAPTED OF:
León, J. G. M., & Valenzuela, A. V. (2014). Aprendizaje, innovación y gestión
tecnológica en la pequeña empresa: Un estudio de las industrias
metalmecánica y de tecnologías de información en Sonora. Contaduría y
administración, 59(4), 253-284.
Cantú, S. O., & Zapata, Á. R. P. (2006). ¿ Que es la Gestión de la Innovación y la
Tecnología (GInnT)?. Journal of Technology Management & Innovation, 1(2), 64-
82.
Camisón, C., & Villar-López, A. (2014). Organizational innovation as an enabler
of technological innovation capabilities and firm performance. Journal of
business research, 67(1), 2891-2902.
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