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Reading -3

Transferring Research
Results to Operations

A v a n t i k a Ty a g i 2 0 1 3 S M N 6 7 7
Sakshi Dhingra 2013SMN67
Saurabh Handa 2013SMN69
Laveshwar Kumar 2013SMN
Rajat Oberoi 2013SMN6757
Sadhvee Sharma 2013SMN6

Four Step Program


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Targeting Research

Technological Transfer
Points

Four Step
Program
Exploiting R&D Results

Motivational
Environment

Step I. Examine Technological Transfer Points


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Analyze the critical points across which technology must

flow if it is to be successfully exploited. Critical points

Fundamental research
Applied research
Development
Engineering

Recognize the potential resistances to the flow at each of

these interfaces.

Lack of market knowledge


Physical decentralization
Lack of urgency in research
Short term management incentive

Technological transfer points


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Fundamental
research

Applied
research

Development

Engineering

Technological transfer points


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Resistance to
Change

Keep number of transfer points minimum


Maintain continuity as much possible
Give people involved in the change enough info about tech
consequences to keep irrational reactions minimum

Information
Problem

Purposeful isolation of research


Lack of market knowledge
Physical decentralization

Motivational
Restraints

Short Term management incentives


Lack of urgency in research
Entrenched ideas and vested interests
Aging of key management and operating personnel

Non-Controllable
Restraints

Rigidity and complexity of the market


Strength and actions of competitors
General economic conditions, legal, government
Strength of labour unions opposing the change

Step II. Provide Information to Target Research


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Generate adequate information so that research can be

targeted toward company goals and needs.


Develop a comprehensive long-range planning program

to determine what technology is relevant to the company's


future and to serve as a focal point for information flows.
Establish special organizations where needed to seek

specific new technological opportunities for the company, to


provide commercial intelligence information about
competitive activities, and to make careful economic
evaluations of technologically based new ventures.

Target Reasearch
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Long-Range Planning
Serves as a systematic means
for bringing to bear
information that targets
research toward company
goals
Long range planning helps
smooth the way for anticipated
technological changes in
operations

Information Infeeds
Opportunity seeking functions

Commercial intelligence
functions

Economic evaluation functions

Step III. Foster a Positive Motivational Environment


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Establish a motivational environment which actively stimulates

technological progress and its associated organizational


change.

Control the organization toward long-term goal


Interchange of Personnel
Involvement in the Technical Program.
Reward for Change

Develop tough-minded top-management attitudes, policies, and

long-term controls which foster rather than hinder the


production and use of new technologies.

Appraisal of Research Performance


Long-Term Controls
Competition Between Operating Units.

Motivational Environment
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Management Policies
Contributing maximum to planned environment of organization
Enunciated by higher levels of management (in written or oral form)
Management attitude, unconscious reflection in a series of minor
decisions appear to form policy

Long Term Controls


Recognizing the need for longer term viewpoint to make
effective use of R&D

Step IV. Plan and Control Exploitation of R & D Results


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Design special exploitation organizations and procedures

to ensure
(a) that competent groups have both the authority and the
obligation to develop new technologies at each of their critical
stages,
(b) that each major technological transfer is planned and
monitored to control effort expenditures, cash flows, and timing, and
(c) that the entire transfer system implements the critical strategy
which determines success or failure at each major technological
transfer point.

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Creation of
Formal
Organization
Task force groups
Corporate development
units

Transfer
Procedures

Types of
Procedures

Must ensure that


program is adequately
planned from research to
exploitation

PERT Networks

Venture Analyses

Outside companies
Staff groups at corporate
level
Top executive with
multifunctional authority

Decision Plans
Must provide a basis for
controlling the transfer
throughout its cycle

Adaptations of Rational
decision model

Using Critical
strategies
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Short cycle time


High reliability and long term low cost
Maximum short term commercial impact
Continuous flow of small impact technologies
Development of few products with massive technical and financial
requirements
Advanced scientific research

Summary
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Top management should make sure R&D efforts are targeted

toward company goals


No longer leave it to research director
Research results should be effectively picked up and used by

organizations
No single technology transfer system is optimal for all companies
Transfer system must be tailored to companys needs

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