MOT Ok

Program S2
MMT-ITS
INTRODUCTION TO TECHNOLOGY
MANAGEMENT
Dr.Udisubakti Ciptomulyono.M.Eng.Sc
MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 1

DEFINISI TEKNOLOGI
Technology will mean the tools, techniques, and procedues
used to accomplish some desire human purpose
Technology provides the technical

knowledge for goods and services that a firms produces
TEKNOLOGI
Hardware Software
MMT-ITS Manajemen Teknologi dan Inovasi - PM092102

DEFINISI TEKNOLOGI
Webster’s International Dictionaries
The Science of the application of knowledge to
practical purposes
The totality of the means employed by people
to provide itself with the objects of material culture
The oxford English Dictionary
The scientific study of the practical and industrial arts
Raindo House Dictionary of the English Language

The branch of the knowledge that deals with industrial
arts, applied science, engineering, etc
The sum of the ways in which a social group provide
themselves with material objects of their civilization

Technology is the way we do thing
Khalil Tarek
Technology is the practical implementation
of knowledge
4 Pilar utama (komponen) teknologi

Hardware : The physical structure and logical layout of the equipment
or machinery that is to be used to carry out the required task
Software : The knowledge of how to use the hard ware in order to

carry out the required task
Brainware : The reason for using the technology in a particular way

(Know-Why)
Know-how : The learned or acquired knowledge of or technical skill

regarding how to do things well

Technology is :
Product
Tools Knowledge
Processes
Methods
yang dipergunakan untuk

menciptakan produk atau
jasa

Knowledge VS Technology
Information Information
fenomena alam Temuan Buatan Knowledge
is all that has been perceived
or grasped by the mind from
the range of information
available
Information
Technology
Kesejahteraan Kehancuran

Klasifikasi Teknologi
• New Technology : teknologi baru yang diintroduksi dan

diimplementasikan pada perusahaan
• Emerging Technology : teknologi yang belum dikomersialisasikan
• High Technology : teknologi canggih/sophisticated
• Low Techology : teknologi yang umumj dipakai masyarakat
• Medium Technology : teknologi antara high dan low technology
• Apropriate Technology : teknologi tepat guna (teknologi dan
sumberdaya yang digunakan secara optimal
• Codified Technology : teknologi yang dapat dikodifikasi
• Tacit Technology : non articulated knowledge

Management Science Approach
Analisis Sistem
Implentasi Formulasi Problem
Analisis Model Pengembangan Model

Management Science dan Integrated
Approach
• Proses optimasi dan pendekatan sistematik terintegrasi
dalam menyelesaikan permasalahan
• Keterbatasan sumber daya (limited resources)
• Penggunaan Model Matematika dan Statistik untuk
penyelesaian problem dalam memperoleh solusi
keputusan
• Alat bantu pengambilan keputusan

BERBAGAI DEFINISI MOT:
Bidang kajian interdisipliner yang mengintegrasikan Iptek dan

pengetahuan/ teori manajemen dan prakteknya untuk menciptakan
kesejahteraan (wealth creation)
Pendekatan interdisipliner yang berkaitan dengan perencanaan,

pengembangan dan implementasi kemampuan teknologi untuk
mencapai objektif operasiona/strategis organisasi (level--mikro)
Bidang pengetahuan yang berkaitan dengan penetapan dan

implementasi kebijakan pengembangan teknologi dan
penggunaannya, dampak teknologi terhadap masyarakat, organisasi,
individu dan alam dengan tujuan untuk mensimulasikan inovasi,
penciptaan pertumbuhan ekonomi dan menjaga teknologi untuk
kesejahteraan umat manusia (level-makro)

Manfaat MOT:
• Bagaimana teknologi diciptakan

• Bagaimana eksploitasinya untuk menciptakan bisnis
• Bagaimana integrasinya strategi tek vs bisnis
• Bagaimana penggunaannya : kompetivitas advantage
• Bagaimana bisa menciptakan fleksibilitas sistem/manft.
• Bagaimana menstrukturkan organisasinya
• Kapan dan bilamana menerapakan/memutuskannya

Pentingnya MOT bagi industri
Perkembangan yang terjadi :
* Era Globalisasi
* Era Persaingan Bebas
* Era Industrialisasi
Apa sikap Manajemen

?
Kebutuhan Sosial
Kebutuhan Pasar
Teknologi Konversi
Penciptaan
dan pengu-
saan teknologi
Produksi
Pelanggan
Standar hidup, isu sosial

lingkungan
FOKUS PENGEMBANGAN TEKNOLOGI

MESIN PERTUMBUHAN EKONOMI

MENGAPA MOT DIPERLUKAN SEKARANG
• Dunia Pasca PD II
• * Negara maju mendominasi teknologi dan ekonomi
• *Teknologi mengalami perubahan yang stabil: “as

• business as usual*
•
• *Teori Manajemen dan praktis didisain dalam
• lingkungan yang stabil
• * Persaingan global tidak terlalu significant

MENGAPA MOT DIPERLUKAN SEKARANG
• Dunia Saat ini (Abad XXI)

• Percepatan perubahan teknologi :variasi dan skope-nya
• Persaingan global sebagai suatu yang baru, persaingan
antar bangsa
• Lahirnya tata dunia baru (new word order)
• Perubahan kompetisi antar negara: masuknya negar baru
• Pembentukan blok perdagangan baru: EU, AFTA, NAFTA
pengaruh GATT

NEW PARADIGM
Economical Change Technological Progress
* Competitively * Computer/Information
* Global market * Automation
Industrial System
* Diversification
* Customer satisfaction
Reactivity
Adaptability
Flexibility Teknologi
29

Technological Development
1780 1880 1980

30

Karekteristik Skala (volume)
SKALA Scope (Variasi)
EKONOMIS, SCOPE DAN INTEGRASI Integrasi
Proses Continues Flow, mesin-2 Batch (jumbled), mesin Continus flow, software
yang spesifik general purpose spesifik ,CIM
Product Barang/komiditas Standart Customized dan multi Costumized Commidity

product
Facility Tersentralisasi Desentralisasi Setengah desentralisasi
Tingkat Besar (in size) dan rendah Kecil (in size) dan tingkat Medium (In sized) dan
(sulit diotomisasi) otomisasi tinggi tinggi (flexible otomisasi)
otomisasi
Total flexibility Rendah Tinggi Tertinggi
Unit cost relatif: Unit Cost Unit Cost: Tertinggi dan Terendah
Rendah/Tinggi Tinggi/Rendah
Fixed/Variable
Kurva belajar Not too flat (datar) Flat (sangat datar) Sangat datar dan rendah
Organisasi Orientasi Proses Orientasi product Product
Pemasaran Beaya rendah, Flexibility, inovasi Beaya rendah, flexibilitas

ketergantungan tinggi product dan dependebale
inovation

Abad-Abad Perubahan
(Kresnayana Yahya, 2000)
Agricultural Age Industrial Age Information Age
food & knowledge

Wealth Definition food things
slaves/serfs employees partners

People work as
People work in hierarchies bureaucracies teamnets/networks

organization organization organization
mass-production mass-customization
Production system one-piece
customization mfg system mfg-system
Scarcity of resources Abundance of information
32
Shift of economic growth centers in the 21 st Century
The challenge for Asian countries

Technology dan Pertumbuhan Yang
Berkelanjutan
Kapabilitas
Tehnologi
Economic
Trade
System
Competitive
Entreprise
Sustainable Economic
Growth

Peran management
Labor
Technology
Public Market
Capital Policy

The Role of Technology in Creation
of Wealth

Value Added
(Functional & Economical)
Finished
. Material
. Human Proses Produksi Goods
Products
. Machines/
Equipment
Industri
. Information
. Energy
Waste,
Defects, etc
Transformation Process
(Fisik & Non-Fisik):Teknologi,Management
37

FAMILY TREE PRODUK TEMBAGA
House Applaines
Industri Automobil
Industri
Cupper Rod Transformator
Kebutuhan ; 1989: 90.00 ton/ th Telephone Industri
Industri Elektromotor
Industri Elektronik
Bijih tembaga Copper cathode Cooper Bar dan

Section
Industri Automobil
Copper sheet dan Industri House

Strip Appliance
Accessories
Manufacturer
Cooper tube dan
pipe
( produksi lebih kecil , dari

10.000 ton/ tahun )
38

PENGOLAH KELAPA SAWIT DI DALAM NEGERI
PERKEBUNAN BAHAN PEMBANTU PENGEMAS IKLAN LAIN - LAIN
Minyak kulit sawit
Sabun
Galvanisir
Minyak goreng
Margarin
ekspor
Asam lemak
Kelapa Soap stock
Sawit
Gliserol
Kosmetik
Parmasi
Minyak inti sawit
Makanan ternak
Bungkil
Arang tempurung Arang aktif

ekspor
Asap cair Industri makanan
Industri karet
39

FAMILY TREE INDUSTRI BESI
BIJIH BESI/PASIR BESI
PALET BESI PEG
BESI SPON
FOUNDRY INGOT
Baja Tuang Besi Tuang
White Cast Iron

Naileable Cast
Iron
Ductile Cast Iron
Alloy Cast Iron BILLETS SLABS BACONS
Gray Cast Iron
BARS ROD PIPE & TUBE SKALF FLAKE SHEET & STRUTUFAL RALIS TORFINGS
COILS
Wire Pin, Nults, Bolts Springs Tin Flake Galvanited

Sheet
Stranded Wire Wire Nesh Barbed Wire Net
Wire Rope
40

FAMILY TREE PRODUK
House Applaines
TEMBAGA
Industri Automobil
Industri
Cupper Rod Transformator
Telephone Industri
Industri Elektromotor
Industri Elektronik
Bijih tembaga Copper cathode Cooper Bar dan

Section
Industri Automobil
Copper sheet dan Industri House

Strip Appliance
Accessories
Manufacturer
Cooper tube dan
pipe
(produksi lebih kecil, dari 10.000 ton/tahun)
41
EVOLUTION BY AGE OF TECHNOLOGY
Biotech.
Age
Information
Age
Space
Age
Electronic
Age
Nuclear
Age
Electricity
Steam Age
Iron Age
Bronze Age
Stone Age
Age
43

Inovasi Teknologi Yang Penting

Evolusi Teknologi Produksi

Technology And National Economy
• Wealth is created on the basis of technology, production and smart works
• One can not to continue to improve economic condition on the basis of paper
transaction on money exchanges in bank, savings and loan association or
board room

Share Product Hightech

Country GDP,1994 GDP Growth Rate GDP-1998 Real GDP Growth
($,billion) 1990-1994 (%) ($, billion) 1998(%)
United State 6,648.0 2.5 8,508.9 3.9
Japan 4,590.9 1.2 3,786.2 -2.84
Germany 2,045.9 1.1 2,118.3 2.80
France 1,330.3 0.8 1,418.7 3.80
U.K 1,071.3 5.7 1,377.8 2.50
China 522.2 12.9 960.9 9.06
Korea 376.5 6.6 301.6 -4.26
Australia 331.9 3.4 359.8 4.00
India 293.6 3.8 345.8 5.89
Taiwan 234.0 6.5 261.4 4.83
Indonesia 174.6 7.8 53.3 -14.50
Thailand 143.2 8.2 107.6 -7.80
Malaysia 70.6 8.4 71.3 -4.79
Hungary 41.3 -2.0 47.1 5.00

The Critical Factors in
Managing Technology

Faktor Kreatifitas
• Teknologi adalah sarana kreativitas manusia
• Mengelola teknologi perlu penciptaan, pengembangan
dan pemasaran yang continus
• Pengelolaan teknologi perlu investasi, R&D yang ber
resiko
• Penciptaan teknologi memerlukan “chain of event”
dimulai dari invensi dan berakhir di pasar

• Penemuan (invensi)
Penciptaan konsep atau teknologi baru terjadi secara
kebetulan atau dengan “trial error” untuk memenuhi suatu
objektif
• Inovasi
Penciptaan produks,jasa dan proses merupakan sesuatu
yang baru bagi organisasi (tahap introduksi dalam pasar)
Proses yang meliputi integrasi teknologi dengan penemuan
untuk menciptakan produks, jasa sistem atau proses yang
baru atau termodifikasi

Keterkaitan Antara Science dan Teknologi
• Science berkaitan dengan pemahaman hukum

alam yang menjadi tumpuan pengetahuan dasar
• Science bersifat netral
• Sebelum abad XIX, science dan technology tumbuh
secara terpisah, sekarang saling “interseksi”
• Science = scientific discovery, technology = inovasi
teknologi
• Pasar terkadang mengabaikan/membeli inovasi

• Inovasi Teknologi:
The initiation of the technical idea, the acquisitionof the
necessary knowledge, its transformation into usable
hardware or procedure and its introduction into society and
its diffusion and adoption to the point where its impact is
significant
Proses
Event
Idea komersialisasi
Scientifique
Orientasi ke
Jarang
pasar
Invention Inovasi

Mungkin tidak dikembangkan untuk dipasarkan
Invensi
Tidak
Memiliki
Nilai Penemuan Adaptasi
Inovasi Invensi
Komersiel Iptek
Pasar Siklus Inovasi
Adopsi/Abaikan Inovasi
Macam Inovasi
Inovasi bisa mempengaruhi kepada produk, proses, jasa atau
Sistemnya
Untuk bisa diterima di pasar, inovasi harus memberi kontribusi
pada penciptaan nilai (value creation)
• Inovasi Radical Inovation

Terobosan baru yang berbasis invensi, menciptakan industri baru
• Incremental/Evolutionary Inovation
Proses “continues improvement”, perbaikan sedikit untuk bisa
mempertahankan keberadaanya
• Routine Inovation
Introduksi sesuatu yahng baru bagi perusahaan tetapi hampir
sama
dengan apa yang dilakukan dimasa lalu.
55
Creativity dan Inovasi
Innovation = creation of value
Value = satisfaction of a customer need
Creation = mesin inovasi, combining two or more ideas to arrive at an

entirely new one
Creativity = a sense of dissatisfaction with existing practise
Lingkungan konduksif untuk kreatif : kebebasan bekerja, mendukung jejaring,

memperbolehkan resiko, mentolereir kegagalan/cacat, pemberian penghargaan
dan pengakuan.
Contoh : Inovasi di Jepang

Henri Ford (industri mobil) 56

Creative People dan Inovasi ( Barron, 1969)
• Conceptual fluency
• Kemampuan mengahasilkan banyak idea secara cepat
• Kemampuan menghasilkan ide yang orisinal dan tidak umum
• Kemampuan memisahkan antara sumber dan isi dalam mengevalusi informasi
• Kemampuan mempertahanlam idea dan membedakan dengan ide lain
• Ketertarikan pada problem dalam satu facet
• Ketekunan/kekerasan hati untuk selalu mengikuti problem yang dihadapi
• Mudah menunda judgment dan tidak gampang membuat komitment secara
terburu-buru
• Kemauan untuk menganalisis, dan eksplorasi secara kuat dan konsistent
• Cara padang yang genius terhadap suatu permasalahan kognitif/intelektual

Technology Price Relationship
Price Tech.
Know Own knowledge
ledge
Gap
Costumer
Knowledge
Technology Gap Time or Diffusion

Leader Vs Follower
• Leader
Perusahaan yang menempati keunggulan pasar/inovasi
• Follower
Perusahaan/organisasi yang ketinggalan dalam kapitalisasi
teknologi dan menyadari dampak teknologi pada bisnis
• Laggard
Perusahaan yang mampu merealisir potensialnya untuk mendapat
kan profitnya, survive-nya tergantung pada adopsi teknologi baru

The Timing Factor
• Waktu yang tepat untuk menciptakan dan meng-introdusir Teknologi

kedalam pasar
• Ketepatan waktu untuk meng-introdusir teknologi inovatif/baru yang
memiliki kinerja yang lebih baik
• Perbaikan produck (continues Improvement) dan kapabilitas produksi
teknologi menjadi penting penting mempertahankan keberadaan
perusahaan
• “ Action must be taken at the right time if an enterprise is to succeed in
a competitive market place”

The Vision to change Strategy
• Disaat teknologi baru mengancam yang lama, lebih baik mengambil

resiko investasi tekmologi yang baru, tugas manajemen adalah menga
lahkan pesaing dan memproteksi diri pada “core” business
• Manajemen harus selalu mengawasi munculnya “emerging” teknologi
yang bisa menjadi pesaing/partner
• Perusahaan tidak perlu melakukan investasi technlogu baru/inovasi,
tetapi perlu menjalankan dan merubah strategi untuk mengakuisisinya
• Bilamana teknologi dikembangkan di perusahaan lain atau tidak
diproteksi sangat sulit mempertahankan posisi
(Kasus Pengembangan PC di IBM)

Managing Change
• Di-era 1970-an (era produksi), manajemen hanya berkonsentrasi
pada perbaikan produkstivitas melalui perbaikan efisiensi operasional
yang memungkinkan menurunkan beaya dan menaikan keuntungan
(Fokus mengelola sumber-2 daya yang ada)
• Pendekatan sekarang, lebih komprehensif, lingkungan berubah
cepat mengelola lingkungan yang dinamis dan turbulent
• Ide-ide baru yang muncul
• Produks baru
• Pengendalian produksi
• Kompetitor yang tumbuh
• Kebutuhan costumer
• Solusi : manajemen menciptakan flexibilitas, responsiveness,
costumer satisfaction/demand driver
•

Productivity,Efectiveness and Competitiveness
• Produktivitas : (to do thing rights)
Ratio output dibagi input, ukuran yang baik dari efisiensi
• Level Perusahaan
• Level Nasional : GDP/Total populasi
• Produktivitas terkait dengan teknologi, kontribusi teknologi 80% pada
output AS.
• Efektivitas :
Kemampuan untuk mencapai goal yang diinginkan,
suatu tingkat sampai sejauh mana organisasi mencapai objektifnya
( Doing the right thing)
• Competitiveness:
Menunjukkan keunggulan posisi suatu perusahaan/negara
dibandingkan kelompoknya yang lain

Kelebihan Versus Kelemahan Leaders
Kelebihan Kelemahan
Pengakuan “citra” :brand image Porsi beaya R&D yang dibelanjakan;
pengujian, testingm prototyping
Posisi pasar : market share lebih baik Leader harus selalu mempertahankan
posisi leader : beaya updating
Kesempatan sebagai trend setter/penentu Beaya investasi awal untuk design, tooling
standart
Perintis dalam “curve learning process” Ketidak pastian dengan introduksi
teknologi baru
Proteksi dengan menciptakan barier Leader akan selalu dijadikan sorotan dan
teknologi target bagi pesaingnya
Profitabilitas yang tinggi, menciptakan
“technology gap”
Mempertahankan loyalitas pelanggan
Dukungan dan sponsorship yang luas

Mempertahankan Posisi Leaders
Poisisi Leader
• Investasi R & D untuk tetap mengembangkan teknologi baru
• Membangun sumber teknologi dan kompetensi baru yang unggul
• Menyebarkan teknologi sambil mencegah pesaingnya masuk dalam pasar
Posisi Follower
• Memiliki kesempatan keunggulan seperti follower ( proses, disain, teknologi)
• Memantau produksi leader dan mengambil kelemahan yang ada di
pesaingnya
• Memiliki biaya investasi R & D yang lebih murah untuk mendapatkan pengem
bangan produks yang diperlukan
Posisi Laggard
• Memiliki kesempatan terkecil dalam berkompetensi untuk memperebutkan
kemampuan teknologi
• Melakukan aliansi strategis yang menaikkan posisi persaingan teknologinya
yang lebih baik.

INNOVATOR IMITATOR-
FOLLOWER
• Pilkinton (Float Glass) • IBM (PC)
win •G.D Searle (NutraSweet) • Matsushita
•Du Pont (Teflon) •Seiko (Q uart)
• RC Cola (Diet Cola) • Kodak

• Bowmar (Calculator) (Instant photography)
Lose • EMI (Scanner)
• Xerox (“Start”) • Northup (F20)
•Du Pont (Teflon)
•DeHavilland (Comet) • DEC (PC))

Peran MOT Untuk Bisnis
• Penciptaan Nilai
Nilai tambag berdasar tanggung jawab sosial (sustainable corporate)
• Kualitas
Hygiene factor : untuk meningkatkan kompetivitas
• Responsibilitas
Mengelola perubahan dan tanggap terhadap perubahan eksternal
• Agility
Produksi yang fleksibel : variasi produks, komunikasi/prosedur
• Inovasi
Peningkatan inovasi untuk bisa kompetitif
• Integrasi
Integrasi asset teknologi untuk mendapatkan keunggulan kompetitif
• Pembentukan team
Membentuk kemampuan bekerja dalam team work/interdisiplinier
• Keterbukaan
Equity dalam distribusi kesejahteraan untuk mengurangi konflik

Definisi Inovasi ( Bordogna, 1997) :
A concurrent, interactive, and nonlinear activity. It includes not
only science, engineering, and technology, but social, political
and economic interactions as weel...... and the public pulicy that
either enables or mutes the whole wealth creation process

A concurrent, interactive, and nonlinear
activity. It includes not only science,
engineering, and technology, but social,
political and economic interactions as
weel...... and the public pulicy that either
enables or mutes the whole wealth creation
process

Technology Life Cycles

Technology performance parameter
Physical Limit
Technology Mature
Improvement Technology
New invention Period Period
Period
Embryonic Growth Maturity Aging
Time
71

Physical Limit B
Physical Limit A
A A’ B

Technology Live Cycles and market Growth
A B C D E F
Market Volume
A. Technology development D. Mature technology

Time
B. Application launch E. Technology Substitution
C. Application growth F. Technology obsolescence 73

Product and market live cycle
A B C D E F
Market Volume
A. Concept Design Prototype D. Mature Stage

Time
B. Product launch E. Substitution Product
C. Product growth F. Product obsolescence 74

Technology can be consisted of several sub technology
(Personal Computer, Automobile)
Physical Limit
Technology
Live Cycles
Sub Technology
Live Cycles 3
Sub Technology
Live Cycles 1
Sub Technology
Live Cycles 2

Progress of Technology in relation to product and Process innovation
Technology
live cycle
Product
Innovation
Process
Innovation
Technological Dominant Aging Technology

Discontinuity Design (discontinuity) 76
(turbulence)

Limit of performance of S1
S1>S2
Technology 2
S2
S1
Technology 1

A Structural Aproach to Corporate
Technology

The need for structured thinking about
technology
Conducting internal research and Development (R&D) activities
Directly investing in new equipment or people
Divesting or acquiring assets (company)
Licensing to or licensing from another company or organization
Actively patenting in a technical area to attack or defend for the
future
Controlling R&D externally with other research organization or
universities
Utilizing the results of public sector
Engaging in joint venture both for product of production process as
well for the necessary R&D for entering a new area
Re-training and re-directing existing resources and capabilities
The “Assets” Process
Competitive
Specify 2 Application Targets
Position
Technology
Company Strategy Organizational Returns
Market
Strength Systems & Impact
need Approach Criteria
Asses 1 Select 3 Plan Execute 4 Transfer 5
Current Technology Project Technology results for
Situation portfolio Investment Results deployment
Concept Adjustments
Secure 6 Operational
Business Assets
Long-Term
environment trend Position
External
Environment 93

1. Asses Current Situation
Internal Situation
•Company Goals External Situation
•Strategies • Business Environment
•Capabilities • Technical Environment
•performance
Future Business Environment

Customer
Suppliers
Competitors
Demand for product 94

2. Specify Technology Strategy
Four main strategies

 Customers
 Competitive approach
 Investment
 Organizational culture
 What technologies to develop or buy

 Whether to seek technology leadership
 How to protect property right
 How to capture economic return
?
95

STRATEGI TEKNOLOGI ANTAR PESAING
POSISI TEKNOLOGI POSISI TEKNOLOGI
Kuat Cukup Bertahan Kuat Cukup Bertahan
POSISI PESAINGAN
Kuat
Inovator Inovator Follower Inovator Follower Aquisisi
Kuat
POSISI PESAINGAN
Follower
Cukup
Cukup
Inovator Aquisisi Proteksi ? Rasio
Proteksi nalisasi
Bertahan
Bertahan
Proteksi Joint Rasio Joint Rasio Liquidasi
Venture nalisasi Venture nalisasi
Industri di fase Industri di fase akhir

Awal pertumbuhan pertumbuhan dan
awal kematangan
PEMILIHAN STRATEGI -TEKNOLOGI-POTENSI-PASAR
Karekteristik Tipe Akivitas Uraian Rekomendasi

1. Potensi (kuat) + Posisi • Pertahankan posisinya di pasar
Pasar (kuat) + Keung- • Dukungan pengembangan
gulan Teknologi (kuat)
Stars • Konsilidasi keungulan teknologi
.
2 Potensi (lemah) + Posisi • Tarik posisinya dari pasar, keuali ada
return yang bisa menurunkan biaya dan
Pasar (lemah) + Keung- Kematian tanpa investasi yang berlebihan
gulan Teknologi (lemah)
.
3 Potensi (lemah + Posisi
• Tarik semaksimal mungkin likuiditas
dengan investasi yang minimal
Pasar (kuat) + Keung- Cash Cows • Eksploitasi kompentensi teknologinya dan
aplikasi/tranferst untuk potensi yang paling
berkembang
• Investasikan semaksimal mungkin untuk
.
4 Potensi (kuat) + Posisi Dilema posisi yang terbaik (komersil dan reknologi)
Pasar (lemah) + Keung- (2 risk/ pasar • Tarik aktivitas jika ada potensi lain yang
gulan Teknologi (lemah ) dan teknologi) lebih baik (komersial/teknologinya)

PEMILIHAN STRATEGI -TEKNOLOGI-POTENSI-PASAR (lanjt;)
Karekteristik Tipe Akivitas Uraian Rekomendasi

5. Potensi (kuat) + Posisi • Kerjasama untuk mendaptakan profit
Dilema
Pasar (lemah) + Keung- dengan pertukaran teknologi yang
partial
gulan Teknologi (kuat) dikuasai dan posisi pasar
(resiko komersial) • Jual kemampuan teknologinya
6. Potensi (kuat) + Posisi Dilema • Kuasai secapat mungki kompotensi teknologi
Pasar (kuat) + Keung- partial (exteriur) : lisensi, brevet, akuisisi perusahaan
gulan Teknologi ((lemah) (resiko teknologi) untuk mzmperoleh keuunggulan komersial
7. Potensi (lemah + Posisi • Turunkan investasi dan hasilkan likuiditas

Pasar (kuat) + Keung- semaksimalkan mungkin
gulan Teknologi ((lemah)
Cash Cows • Tingkatkan kompetensi teknologi dan percepat
aktivitas yang menghasilkan
8. Potensi (lemah) + Posisi • Tinggalkan sedikit demi sedikit sambil men-
Pasar ((lemah) + Keung- ciptakan likuitditas
Kematian • Cari kompetensi teknologi unggulannya dan
eksploitasi semaksimal mungkin : aplikasikan
pada aktivitas lain atau transfer keluar
Sumber : Allouche and Smith (1996) : Le Outils de La Decision Strategiqye

Project Achievement Indicator

Greek Engineering
500-400 BC: Golden Age of Greece ( Art, Philosophy, Science,
Literature, and Government )
440 BC : Pericle Built Temple on the Acropolis
350 BC : Demetrius Produced the Most Fearsome
War Machine ( Belfry Had 9 Stories, 75 Feet
Square at the Base, Stood 150 Feet Tall, Weighed
180 Tons, Pushed by 3400 Soldiers)
270 BC : Ktesibios Designed Water Clock in Alexandria
Aristoteles: Mechanika Is the First Engineering Text
Plato: Natural Law
Archimedes: Archimedes Principle

Greek Engineering
500-400 BC: Golden Age of Greece ( Art, Philosophy, Science,
Literature, and Government )
440 BC : Pericle Built Temple on the Acropolis
350 BC : Demetrius Produced the Most Fearsome
War Machine ( Belfry Had 9 Stories, 75 Feet
Square at the Base, Stood 150 Feet Tall, Weighed
180 Tons, Pushed by 3400 Soldiers)
270 BC : Ktesibios Designed Water Clock in Alexandria
Aristoteles: Mechanika Is the First Engineering Text
Plato: Natural Law
Archimedes: Archimedes Principle

COMPETITIVENESS
Competitiveness is the process by which one entity strives

to outperform another.
Entity : Person
Country
Company
Goals
To Win

To be Competitive
Ability
Desire to Win
Commitment
Availability of the resources

Competitiveness of the nations
Standard or quality of living of their citizens
High Standard
Guru
Of LivingBesar
Trade
S3 & Calon S3
Productivity
Investment
In Productive Facilities

Xerox Experiences
Invention : Chester Carlson (Astoria NY).
Adanya pemikiran untuk menggandakan dokumen dengan cepat
dan mudah
Scientific and Technological

progress Invention
Materials & Physical Phenomenon Electro photography
Electrostatic charging &
Photoconductivity
XEROGRAHPY
XEROS=Dry
GRAPEIN = Writing or drawing108

Xerox Machine Development
Improvement
Commercialization •Th 1959, Xerox 914

Fully Automatic
Prototype •Th1970, Xerox 9200
Th 1949, Xerox 914 high speed
Research
1944
Idea 1944

COMPETITIVENESS
Competitiveness is the process by which one entity strives

to outperform another.
Entity : Person
Country
Company
Goals
To Win

To be Competitive
Ability
Desire to Win
Commitment
Availability of the resources

Stage of Technological Innovation
1. Basic Research
2. Applied Research
3. Technological Development
4. Technological Implementation
5. Production
6. Marketing
7. Proliferation
8. Technology Enhancement

Process of Technologial Inovation
Idea Generation
Concept Definition Technical Analysis
• Recognition of need
•Alternative ways to meet
the need
• Analysis of alternative Apropval
Solution
•Section of best solution
Market Analysis Business Plan
and criteria for selection
•Proposal for
implementation
Full Production and Test Market Development

Disposal
Commercialization

Innovation Chain Equation
Scientific Engineering Entre- Recognized Supportive

Invention + Development + preunership +Management + Social need +Environment
Commercially
= Successful
Innovation

INNOVATOR IMITATOR-
FOLLOWER
• Pilkinton (Float Glass) • IBM (PC)
win •G.D Searle (NutraSweet) • Matsushita
•Du Pont (Teflon) •Seiko (Q uart)
• RC Cola (Diet Cola) • Kodak

• Bowmar (Calculator) (Instant photography)
Lose • EMI (Scanner)
• Xerox (“Start”) • Northup (F20)
•Du Pont (Teflon)
•DeHavilland (Comet) • DEC (PC))

Perkembangan Teknologi
Perbaikan
Goal
Awal
Teknologi
Teknologi
Teknologi
Teknologi

Transformasi Energi
Sumber Daya
& Energi
Informatik
Sumber Daya
& Energi
Elektrik
Sumber Daya
& Energi
Mekanik
Sumber Daya
& Energi
Alamaiah

EVOLUTION OF PRODUCTION TECHNOLOGY 1980
1970
• Technology
1960 revolution
• Control
Theory • Manageme
1950 • Automation • Large-Scale nt of
• System System Technology
Design • Total System
1940 • Teleprocessin Design
• Computeriza-
tion g • Social
• Tool Design • Reliability • Information Systems
1920 • Productivity Systems • Cybermetics
• Oper. • Decision
• Eng. Economy Research • Behavioral
Theory theory
1900 • Inventory • Statistical
• Production • Simulation • Personal
Theory Analysis
control • Systems’ Eng. Computers
• Human Factors • Network
• Queueing • Optimazation
• Materials • Techniques
1880 • Organizatio • Wage Theory
Handling
Incentive
• Scientific nal • Layout
• Inventory
Management Concepts Models
1880 • Time Studies
• Mngt.
• Division of • Motion
• Slow Planning
Labor
Progress in • Standardizati Study • SQC
science and on
technology • Piecework
• Mass
• Agricultural Production
society • Labor Unions
• The
industrial
Revolution
119

IMPORTANT TECHNOLOGICAL INNOVATIONS
1970
•Microprocessor
1950-1969
•Recombinant DNA
•Sputnik I (USSR) •Laser Printer
•NASA •MRI Scanner
1940-1949 •Integrated Circuit
•Space Shuttle
1901-1939 •Operable Laser
•Color TV •Scanning
•First Man in Space
•Air Conditioner •Manhattan Project Tunneling
•Telstar Satelite
1830-1900 •First Flight (Wnght •General Purpose, Microscope
•Keviar
Bros.) Electronic, Digital
1973-1829 •Telegraph (Morse) Computer •Fiber Optics
•Model T (Ford)
•Improved plow •Supersonic Flight •Apollo XI
(Deere) •Liquid-fueled
•Cotton gin Rockets •Transistor
(Whitney) •Vulcanized Rubber
•Safety Elevator •FM Radio •Instant Camera
•Practical Steamboat (Otis) •Jet Engine •Jet Airliner
(Fulton) •Internal Combustion
Engine •Xerography
•Steam powered •Telephone (Bell) •Helicopter
locomotive for •Phonograph
passengers and (Edison)
•Radio (Marconi)
freight

Evolution of manufacturing systems

Dampak Perkembangan Teknologi informasi pada Sistem Produksi
Awal th 1960
Manajemen persediaan
th 1960- th 1965
Penjabaran Kebutuhan Bahan
Perhitungan Kebutahan Bahan yang

didasarkan pada struktur produk (BOM, OPC) : th 1965- th 1970
MRP
Perhitungan Kebutahan Bahan yang

didasarkan pada struktur produk (BOM, OPC) th 1970- th 1980
dengan memperhitungan penyesuaian secara
langsung (Closed-loop MRP)
Sejak awal 1980
Just in Time, Kanban, dan Optimized Production

Technique (OPT)
Perencanaan Kebutuhan Sumber secara terpadu

(MRP II)

Perkembangan Teknologi manufakturing
CIM
FMS
CNC
Elektro
Mekanik mekanik

Technology Life Cycles

Physical Limit
Technology Mature
Improvement Technology
New invention Period Period
Period
Embryonic Growth Maturity Aging
Time
Physical Limit B
Physical Limit A
A A’ B

Technology Live Cycles and market Growth
A B C D E F
Market Volume
A. Technology development D. Mature technology

Time
B. Application launch E. Technology Substitution
C. Application growth F. Technology obsolescence

Product and market live cycle
A B C D E F
Market Volume
A. Concept Design Prototype D. Mature Stage

Time
B. Product launch E. Substitution Product
C. Product growth F. Product obsolescence

Technology Planning

Technology Planning Frame Work
• Forecast the technology

• Analyze and forecast the environment
• Analyze and forecast the market/user
• Analyze the organization
• Develop the mission
• Design organizational actions
• Put the plan into the operation

Forecasting Technology
Present
Future
Time
Limit of performance of S1
S1>S2
Technology 2
S2
S1
Technology 1

Roman Engineering
1200 BC : Central Indirect Housing Heating in Beycesultan,
Turkey
312 BC : Appian Way( Roma - Capera) First Major Surfaced Roa
in Europe
40 AD : Claudius Built a Tunnel to Drain Lake Fucius for
Irrigation
100 AD : Alexandria Produced Engineering Manuscripts Entitled:
Mechanics, Pneumatics, Siegecraft, Automation-making,
The Surveyor’s Transit, and Measurement and Mirrors
97-104 AD : Frontinus Built Roman Aqueduct
137
Oriental Engineering
1. China
• Great Wall
400 BC : Invented Escapement Mechanisms for Clock
105 AD : Paper Was Made in China
1200 AD : Magnetic Needle Was Made
2. India
• Ironwork
• Jundishapur Was World Science Capital
• 700 AD: Indian System of Numbers Was Informed to
Western Civilization

European Engineering
1286 : Eyeglasses Invented in Europe
14 Century : Cannon Was Invented in Germany
15 Century : Renaissance
1474 : Republic of Venice Developed the First Formal
Patent Law
1483 : Leonardo Da Vinci Was One the Great Geniuses
Moved to Milan
1514 : Michelangelo Was Selected in Completing St
Peter’s Cathedral`
1594 : Galileo Was Issued a Patent on a Device for Lifting
Water

Oriental Engineering
1. China
• Great Wall
400 BC : Invented Escapement Mechanisms for Clock
105 AD : Paper Was Made in China
1200 AD : Magnetic Needle Was Made
2. India
• Ironwork
• Jundishapur Was World Science Capital
• 700 AD: Indian System of Numbers Was Informed to
Western Civilization
140

Modern Engineering Era
Big Five Engineering Newer Engineering

•Civil •Nuclear
•Mechanical •Computer
•Electrical •Bioengineering
•Industrial Engineering •Chemical
•Environmenta
•Etc.

Big 5 Disciplines
• Military Engineering
• Civil Engineering
• Mechanical Engineering
Mathematics + Physics Mechanical Principle Steam Engine
• Electrical Engineering
Mathematics + Physics Electrical Science
Telegraph: Samuel Morse
Carbon filament lamp: Thomas Edison
• Chemical Engineering
Mathematics + Physics + Chemistry Synthetic Material
• Industrial Engineering
The need for structured thinking about
technology
Conducting internal research and Development (R&D) activities

Directly investing in new equipment or people
Divesting or acquiring assets (company)
Licensing to or licensing from another company or organization
Actively patenting in a technical area to attack or defend for the future
Controlling R&D externally with other research organization or universities
Utilizing the results of public sector
Engaging in joint venture both for product of production process as well for
the necessary R&D for entering a new area
Re-training and re-directing existing resources and capabilities

Performance Criteria
Biaya Inventori Total ( Ot)
Ot = Ob + Op + Os
Ot = biaya inventori total

Ob = biaya pembelian
Op = biaya pemesanan
Os = biaya penyimpanan

The “Assets” Process
Competitive
Specify 2 Application Targets
Position
Technology
Company Strategy Organizational Returns
Market
Strength Systems & Impact
need Approach Criteria
Asses 1 Select 3 Plan Execute 4 Transfer 5
Current Technology Project Technology results for
Situation portfolio Investment Results deployment
Concept Adjustments
Secure 6 Operational
Business Assets
Long-Term
environment trend Position
External
Environment

Internal Situation
•performance

Customer
Suppliers
Competitors
Demand for product 147


 Customers
 Investment
?

Market Competence : What value to offer to customer
“product differentiation”, “low Cost producer”
Market Scope : Which market boundaries to target

“ Larges market shares”, “Specialized market share”
Market Timing : When to introduce Innovation

“ First Mover”, “Wait to improve ”

3. Select Technology Portfolio
Identify suitable candidate :

 Scanning literature
 Observing technical environment
 Monitoring competitor
 Forecast the emergence technology
 Monitoring supplier
Criteria : Payback-cost benefit ratio, marker or spin-off potential,

Business sector priority, etc

4. Execute Technology investment
 Organizing the work team
 Staffing the work activities
 Directing and leading the effort
 Controlling the activities to ensure compliance
with plan and need
Project management

with plan and need
Project management

5. Transfer Results for Deployment
 Prototype development
 Scale up
 Production-purchase
 Distribution or installation

6. Secure Long Term Position
Monitoring

Methods of Acquisition and Exploitation of
Technology
 Using internal R &D

 Participating in a joint venture
 Contracting out for R&D
 Licensing in technology
 Buying the technology

Internal Situation
•performance

Customer
Suppliers
Competitors
Demand for product

 Customers
 Investment

?
Market Competence : What value to offer to customer
“product differentiation”, “low Cost producer”
Market Scope : Which market boundaries to target

“ Larges market shares”, “Specialized market share”
Market Timing : When to introduce Innovation

“ First Mover”, “Wait to improve ”

3. Select Technology Portfolio
Identify suitable candidate :

 Scanning literature
 Observing technical environment
 Monitoring competitor
 Forecast the emergence technology
 Monitoring supplier
Criteria : Payback-cost benefit ratio, marker or spin-off potential,

Business sector priority, etc


with plan and need
Project management

5. Transfer Results for Deployment
 Prototype development
 Scale up
 Production-purchase
 Distribution or installation

6. Secure Long Term Position
Monitoring

Methods of Acquisition and Exploitation of
Technology
 Using internal R &D

 Participating in a joint venture
 Contracting out for R&D
 Licensing in technology
 Buying the technology

Acquisition Company’s Urgency Commitmen Technology Categories of
method relative of t/investment life cycle technology
standing acquisitio involve position
n
R&D High Lowest Highest Earliest Most
distinctive
Joint Lower Early Distinctive or
venture basic
Contracted Low Early Distinctive or
out R&D basic
License High Lowest Later Basic
Buying Low High No All stages Basic

commitment

• Bidang kajian interdisipliner yang mengintegrasikan Iptek dan

• Pendekatan interdisipliner yang berkaitan dengan perencanaan,

pengembangan dan implementasi kemampuan teknologi untuk mencapai objektif
operasiona/strategis organisasi (level--mikro)
• Bidang pengetahuan yang berkaitan dengan penetapan dan implementasi kebijakan

pengembangan teknologi dan penggunaannya, dampak teknologi terhadap masyarakat,
organisasi, individu dan alam dengan tujuan untuk mensimulasikan inovasi, penciptaan
pertumbuhan ekonomi dan menjaga teknologi untuk kesejahteraan umat manusia (level-makro)
• Manfaat MOT:
* Bagaimana teknologi diciptakan
* Bagaimana eksploitasinya untuk menciptakan bisnis
* Bagaimana integrasinya strategi tek vs bisnis
* Bagaimana penggunaannya : kompetivitas advantage
* Bagaimana bisa menciptakan fleksibilitas sistem/manft.
* Bagaimana menstrukturkan organisasinya
* Kapan dan bilamana menerapakan/memutuskannya

Technology Creation trough R&D
 Basic Research
 Applied Research
 Development
 Technology enhancement

Technology Hierarchy
Research
Embryonic
Embryonic or emerging technology
New generation of technology
Growth New application of technology
Product and process improvement
Technology transfer
Maturity Maintenance

Linear Process for Radical Inovation
Non Proprietary
With Patent Proprietary
Technology
Engineering
Science
Functional Volume
Discovery & Application Manufacturing Production
Understanding Invention Prototype Prototype of Product
Scientific Technical Engineering Pilot

Feasibility Feasibility Prototype Production
Prototype Process
Basic Research
Applied Research
Developmental Research

Technology Transfer

Technology transfer
Technology transfer is a process that permits the flow

technology from a source to a receiver
Source Receiver

Source of Technology
International Technology Transfer
Regional Technology Transfer
Regional Technology Transfer

Cross Industry or cross sector Technology Transfer
Inter-firm Technology Transfer
Intra-firm Technology Transfer

Channel of Technology Flows
General Channel : educating, training, publication, etc
Reverse Engineering Channel :
Planned Channel :
a. Licensing
b. Franchise
c. Joint venture
d. Turkey Project
e. Foreign Direct Investment (FDI)
f. Technical Consortium and Joint Venture of R& D

Technology Hierarchy
Research
Embryonic
Embryonic or emerging technology
New generation of technology
New application of technology
Growth Product and process improvement
Technology transfer
Maturity
Maintenance

Kebutuhan Sosial
Kebutuhan Pasar
Teknologi Konversi
Penciptaan
dan pengu-
saan teknologi
Produksi
Pelanggan
Standar hidup, isu sosial

lingkungan
FOKUS PENGEMBANGAN TEKNOLOGI

MESIN PERTUMBUHAN EKONOMI

• Bidang kajian interdisipliner yang mengintegrasikan Iptek dan

• Pendekatan interdisipliner yang berkaitan dengan perencanaan,

pengembangan dan implementasi kemampuan teknologi untuk mencapai objektif
operasiona/strategis organisasi (level--mikro)
• Bidang pengetahuan yang berkaitan dengan penetapan dan implementasi kebijakan

pengembangan teknologi dan penggunaannya, dampak teknologi terhadap masyarakat,
organisasi, individu dan alam dengan tujuan untuk mensimulasikan inovasi, penciptaan
pertumbuhan ekonomi dan menjaga teknologi untuk kesejahteraan umat manusia (level-makro)
• Manfaat MOT:
* Bagaimana teknologi diciptakan
* Bagaimana eksploitasinya untuk menciptakan bisnis
* Bagaimana integrasinya strategi tek vs bisnis
* Bagaimana penggunaannya : kompetivitas advantage
* Bagaimana bisa menciptakan fleksibilitas sistem/manft.
* Bagaimana menstrukturkan organisasinya
* Kapan dan bilamana menerapakan/memutuskannya

Proses Inovasi Teknologi
• Serangkait aktivitas kompleks untuk melakukan
transformasi ide/iptek menjadi realitas fisik dan
aplikasi nyata
• Proses transformai dari pengetahuan menjadi produk
dan jasa yang memiliki dampak sosial ekonomis
Tahapan Proses Inovasi Teknologi
1. Riset Dasar (baasic Research)
• Pemahaman fenomena alam, hukum alam
• Output pengetahuan bukan terapan
2 . Riset Terapan (Applied Research)
• Riset unruk “problem solving”
• Memperkokoh sistimatis teori lebih kokoh
• Pengembangan teknologi dan implementasinya
3. Pengembangan Teknologi (Techology Dev.)
• Aktivitas mengubah pength/ide menjadi tool (
(sofware, hard ware), produks dan jasa
• Feassibiity Study, pengujian konsep/rancang
bangun, pembangunan dan uji prototye
4. Implementasi Teknologi
• Pengenalan produks di pasar
• Penjajagan dan pengukuran komersialisasi produks
5 Produksi
• Konversi konsep disain,ide menjadi produk/jasa :
manufacturing, control prod., logistik dan distribusi
6.Pemasaran/Marketing
• Memastikan konsumen menjadi user teknologi:
evaluasi pasar, distribusi, promosi dan monitoring
7. Proliferasi
• Strategi penguasaan pasar, jangkauan dan dominasi
• Tergantung teknologi dan cara strategi pemasaran
8. Peningkatan Kapasitas Teknologi

• Maintenance kemutakhiran teknologi sebagai faktor
keunggulan kompetitif: kualitas, biaya, kostumisasi

A concurrent, interactive, and
nonlinear activity. It includes not only
science, engineering, and technology,
but social, political and economic
interactions as weel...... and the public
pulicy that either enables or mutes
the whole wealth creation process

DAUR HIDUP (LIFE CYCLES) TEKNOLOGI
KURVA -S KEMAJUAN TEKNOLOGI:

Suatu pola peningkatan performance dari teknologi mengikuti kurva S :
• performance (sumbu Y) : kepadatan; kecepatan, (atribut teknologi)
• waktu (sumbu X) :
Parameter Performance Teknologi
Keterbatasan Fisis
Periode Periode Perbaikann Periode Periode

Teknologi Obselet
Penemuan Pendewasaan
Baru Teknoogi
Embrio Pertumbuhann Kedewasaan Kema-

tian
Waktu
Kata kunci :
When a technology reaches its natural limits it becomes a mature technology

vulnerable to subtitutions or obselescence.

Beberapa Nilai z
Tingkat Keyakinan Nilai z
diinginkan (%)
90.11 1.65
95.00 1.96
95.45 2.00
99.11 2.58
99.73 3.00
Rumus-rumus Studi Waktu
Faktor Kelonggaran = Waktu tidak bekerja
Waktu total
Rata2 Waktu Elemen =  Waktu Elemen

Jumlah Siklus

TABEL KAREKTERISTIK SETIAP PERUBAHAN PHASE
Faktor Phase Phase Phase

Emergence Pertumbuhan Dewasa
Kompetisi kinerja fungsional variasi reduksi biaya prod.
produks pertumbuhan prod.
Inovasi informasi kebutuhan kesempatan yang tekanan biaya dan
pelanggan berkembang dari perbaikan kualitas
"know-how" internal produksi
Tipe Inovasi perubahan cepat perubahan cepat perubahan bertahap
dominant dan sering produks. dan sering proses, (proses/produk),
volume bertambah produktiv. dan kualitas
Jalur produksi tersebar disain produks majoritas produks
belum stabil standart
Proses produksi fleksibel dan tidak lebih rigid dengan efisien, padat modal,
efisien, perubahan perubahan pada rigid, ongkos
sering terjadi material perubahan mahal
Spesialisasi pekerja fleksibel, otomatisasi sub spesialist, otomatis
proses produksi kelompok kerja dengan pemantauan,
kontrol tugas
Material inputs tidak spesifik spesifik sangat spesifik: bila
tidak tersedia
integrasi vertikal
Pabrikasi skala kecil, situasi mixte skala besar sangat
mirip dengan pilot spesifik untuk
plant produks tertentu
Tipe informal kerjasama, terstruktur,
pengendalian berdasar kelompok hierarkhis, objektif
kerja dan proyek dan berdasar aturan

TERIMA KASIH
ATAS PERHATIANNYA

Knowledge and Innovation

Audit Teknologi

Identifikasi Kebutuhan Teknologi
(Disalin dari MOT-ITB)
• Komponen Teknologi dan Tingkat Sophistikasi

• Penilaian dan Audit Teknologi : Model Audit Teknologi
• Identifikasi Kebutuhan Teknologi (Langkah)
• Infrastrukur Teknologi dan Iklim Teknologi

KOMPONEN-KOMPONEN TEKNOLOGI

Opportunity
Kwadran II Kwadran I
(Ubah Strategi (Progresif)

Weakness
Strength
Kwadran IV Kwadran II
(Strategi Bertahan) (Diversifikasi
Strategi)
Threat

• Pendekatan Kuantitatif SWOT
1. Penyusunan kriteria pada kolom 1 pada ke 2 faktor

2. Pemberian bobot masing-masing kriteria pada kolom ke 2
3. Pada kolom 3 melakukan rating terhadap kriteria terhadap
pengaruhnya pada organisasi
4. Mengisi pada kolom ke 4 perkalian bobot dan rating
5. Penjumlahan total skor untuk masing-masing faktor
internal dan eksternal
6. Meletakan nilai koordinat pada kwadran yang tepat untuk
mendapatkan strategi yang tepat

• Posisi Kwadran I
Organisasi kuat dan berpeluang, melakukan ekspansi, memper-
Besar pertumbuhan (progresif agresif)
• Posisi Kwadran II
Organisasi kuat dengan tantangan besar, rubah strategi yang
Kreatif tidak mengacu pada sebelumnya (diversifikasi strategi)
Turn-around strategy.
• Posisi Kwadran III
Organisasi lemah tetapi sangat berpeluang, ubah strategi yang
Baru karena strategi lama sulit memperbaiki kinerja
• Posisi Kwadran IV
Organisasi lemah menghadapi tantagan besar, strategi bertahan
Mengendalikan kinerja internal supaya tidak semakin terperosok
(Strategi Bertahan)

Uraian Faktor Internal Eksternal Bobot Rating Skor
1.Kekuatan (strength)
 SOP yang berlaku 0.186 3 0.559
 Pekerja yang terlatih 0.283 4 1.131
 Kemitraan yang baik 0.283 4 1.131
 Harga Yang bersaing 0.248 3 0.748
2. Kelemahan
 Ketersediaan bahan (fluktuatif) 0.315 1 0.315
 Peralatan kurang baik 0.159 1 0.159
 Fungsi dan fasiltas R&D terbatas 0.209 1 0.209
 Penganan Bahan belum optimal 0.317 2 0.638
Total Skore Kekuatan- Kelemahan 2.249

Uraian Faktor Peluang- Ancaman Bobot Rating Skor
1.Peluang(Oppurtunity)
 Jumlah populasi yang besar 0.239 3 0.718
 Peningkatan konsumsi 0.158 3 0.476
 Peningkatan tingkat pendidikan 0.363 4 1.452
 Peningkatan pola hidup 0.240 4 0.960
2. Ancaman
 Gangguan keamanan 0.240 2 0.280
 Daya tawar pesaing 0.210 1 0.210
 Daya tawar pekerja 0.183 1 0.183
 Keberadaan usaha sejenis/lain 0.360 2 0.720
Total Skore Kekuatan- Kelemahan 1,99

O
Posisi Perusahaan
(2,249, 1,997)
o
W
S

Competitive Intelligence a national
priority for all the Nations
Political will of the decision makers
Information  idea  action  R&D  money
Henri Jean-Marie Dou

henri.dou@wanadoo.fr
http://www.imcsline.com
Jakarta, February 2, 2006

Extract from the Straits Times (Singapore), Friday, January 27th 2006
From Davos, Switzerland
“Harvard University president Lawrence Summers described as one

of the most important moments of history:
Asia’s new economic might.
What is happening in India and China … the integration of the fourth–fifths

of the world where people are poor with the one-fifth of the world where
the people are rich, has the potential to be one of three most important
economic events in the last millennium, alongside the Renaissance and
the industrial revolution”.
Indonesia should participate to the growing might of Asia

Competitive Intelligence leads you to the Knowledge
Era
A fundamental program for Indonesia
Globalization
Competition
Imaterial Capital
Tacit Knowledge
Internal and external
developments
…..

World of Knowledge
Immaterial
Intellectual Capital
Developed Countries Rupture innovation
Competitive Education
Growing awareness in CI
Intelligence National priority
National « think tanks »
Increase the benefit of

Developing Countries their natural ressources.
Create more added value
products. Benefit from
foreign direct investments
FDI.

The cycle of Intelligence
CEO Strategic information
Vision - Strategy - Questions products
1 - Collect Formal and Informal

Sources
4 - Understand
Experts
SWOT
Information system
2 - Management
Data bases, 3 - Analyze
Intranets.. Automatic or
Manually, software

The example of South Korea
In 1962 the GNP of South Korea was of 87 US$ per capita
In 1997 it was of 10550 US$, the growth rate during this
period being established in the average of 8%
A change in technologies and products:

1960: wigs, toys, reinforcing plate, clothing
1970: ships, steel, electronics
1980: video tape recorders, electronic communication systems
automobile industrial facilities.
1990: television high definition, multi-media, communication systems
cellular,
1962: export 42 million dollars

1999: export 143 billion dollars

South Korea
These objectives were achieved by the development of a global system

of information, by the strategic technological choices,
by the creative imitation, the organization of the technology transfer
by scientific and technical education, a better knowledge
of the external markets, by the improvement of quality,
Thus
implementing the guiding principles

competitive Intelligence

Competitive Intelligence for developing countries
Strategic vision (added value, FDI)
Export A
Capital Immaterial We aim to
IC Increase IC
Need to equilibrate the

Trade balance
Immaterial Capital (IC)
of the Nation Import B
(Tacit, Intangible Knowledge)
ICFor
decrease
Indonesia, this IC remains
is the egal
valorization IC resources
of the natural increase(strong
added value products) which will ensure a long term revenue to create
a National Intellectual Capital.

Example of solution
One product among hundreds

from the Coconut

Technology Watch and Innovation,
creation of added value products
The state of the art in Coconut R&D
Concept, Methods, Tools
Concept, what to do with Coconuts ?

Method, extensive use of technological information
Tools, software, patent analysis
Cretaing kwowledge require human skills and Work flow technology
Political will of the decision makers

Products and uses from coconuts
The use of scientific indicators within the framework of the development of Indonesian Provinces
Sri Manullang, Henri Dou
ISDM Information Science for Decision Making, n°7, avril 2003, article n° 65 www.isdm.org
Problem: Indonesia produces 26% of the coconuts in

the world.
o m
c (from Chem. Abst.)
e .
But upon 2036 papers published on the subjects
n
Indonesia appears only 3 times !
c s l i
. i m
w w
Goal: Stimulate the innovative thinking of the students
: / /
to shift from Tacit w and immobile knowledge to
t t p
h
innovation
Material and Method: we used the European Patent

Office Database (available free) and the software Matheo
Patent to analyze the patent production on coconuts.
MMT-ITS http://www.imcsline.com
Manajemen Teknologi dan Inovasi - PM092102
How does the system works
Matheo-Patent
www.imcsline.com
Internet
European Patent Office
Databases: Espacenet
or USP
Queries
Charts
Matrix
Performing
Networks
automatic
Ranking
analysis
Report Creation of
Updating local Databases
Step 1
The domain is promissing

The number of patents increases
Example one specific search on coconut = 1300 patents

Example what is a Patent
A patent is the protection of an

Invention for at least 17 years in one
or several countries. Patents are a
Unique source of information. A
Patent is taken by a company:
The Applicant, the invention is made
by inventors. Patents have a several
Unique Numbers PR priority, AP …
The field of Technology is indicated
By the IPC (International Patent
Classification). Patent have a first
Page (bibliographiuc data), an
Abstract, the Claims, drawings and
they are available in full text. For
English countries patents as well as
For PCT (World Patents) the text is
In english. For Others it is in the
Country language. Patents may be
Extended to various countries. To take
An international patent may cost several
thousand dollars.
Indonesia as Indonesian Patents (PR)
But no patent extended in other countries.

A simple search with Matheo Patent of the
patents prior to 1995. Step 2
Subject: coconut
Step 3 1988
Technological Public domain
Choices

Other Patents detected
during the same analysis.
At least 20 other are
available! 199
1
1986 Step
Public 3
domain
199
2

Competitive Intelligence in Philippines
ACTION STEP 4
176 million US $ estimated market with China

Did you know that the Philippines' coconut geotextile ( a.k.a.coconet) for
soil erosion control has been chosen as one of the 12 finalists in Newsweek and
BBC's (British Broadcasting Corporation) World's World Challenge?
The World Challenge is basically a competition/search designed at identifying groups or
individuals all over the world whose projects have contributed great impact at grass roots level. A
documentary about Philippine Coconut geotextile or Coconut industry will be shown on the BBC
World cable channel on September 24 around 8:30 GMT and will also be featured in the August
29 special issue of Newsweek.
Another example: Philippine sold 300 m3 (18 containers)

of raw coconut fibers to China: 56000 US$

CHINA EXTENDS $100-MILLION LOAN TO DEVELOP RP COCONUT INDUSTRY
MANILA, March 3, 2004 (STAR) By Rocel C. Felix - The state-controlled China

National Technical Import and Export Corp. (CNTIC) is extending a $100-million
soft loan facility for the Coconut Commodity Development Project (CCDP) of the
Philippine Coconut Authority (PCA).
"The loan should bolster the local coconut industry’s efforts to develop value-added
products for the export market," PCA Administrator Danilo Coronacion said.
The CNTIC and the PCA signed recently a memoradum of understanding to facilitate
the issuance of a guarantee by the Philippine government.
"A big bulk of the loan will be used for the development of some 400,000 hectares
of our coconut lands to enable us to commercially produce geotextiles, coco-peat
and other high-value coconut products for export to China for anti-desertification
and soil erosion applications," Coronacion said.

China Seals Deal to Buy Textiles Made of Coconut
Philippine Daily Inquirer
SORSOGON CITY-Good news for all coconut farmers.

China has committed to import geotextile, a product derived from the coconut husk, from
the Philippines as part of the agreement between the two countries for the implementation
of the Nucleus Farm Development Project (NFDP).
This was disclosed by Philippine Coconut Authority administrator Danilo Coronacion here
recently based on a taped record of his meeting with PCA and Department of Agrarian
Reform officials in the Bicol region.
The NFDP is a joint effort of the DAR and the PCA.

Coronacion said China made an initial order of geotextile measuring about six million square
meters to be used to control erosion in Beijing as part of its preparation for the 2008 Olympics.
Erosion affects almost 240,000 hectares of land in China yearly, according to the PCA Official.
He said the Phfllppin6s has 3.1 million hectares of coconut land t at produces 12.5 billion
coconuts yearly, from where one million metric tons of coconut husks can be used to produce
geotextile.
The NFDP is estimated to cost $100 million.

Competitive Intelligence in Thailand
An example from strategic information analysis
How to prepare strategic information for expert

evaluation and for action !

The search for strategic
Information is not limited
to coconut but it can be
extended in all areas of
development.
Example here with the
Pharmaceutical Industry.
Example Matheo Pharma
Medline is the database

Used as an information
Source.
http://www.imcesline.com

Added value creation
• New products development, the strategic key

points:
– Political will and entrepreneurial spirit
– Develop interconnected information systems with the
necessary facilities
– Threshold of Competitive Intelligence specialists
– Map the natural strategic resouces which can lead to
added value products
– Make various global technological analysis
– The experts answer the questions asked by the decision
makers and provide recommendations

Let us go back to Indonesia
Competitive Intelligence is the art to ask the good questions

Stevan Dedijer
What to do with Competitive Intelligence ?
Oil, gas will not last for ever,

Ores like cadnium, chromium… will not last
But « green » resources regenerate and can
be the base of Indonesia development !
Thank you for your attention


MOT Ok

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Program S2

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 1

Technology provides the technical

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102

The scientific study of the practical and industrial arts

Raindo House Dictionary of the English Language

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102

4 Pilar utama (komponen) teknologi

Software : The knowledge of how to use the hard ware in order to

Brainware : The reason for using the technology in a particular way

Know-how : The learned or acquired knowledge of or technical skill

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102

yang dipergunakan untuk

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 15

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 16

• New Technology : teknologi baru yang diintroduksi dan

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 19

Implentasi Formulasi Problem

Analisis Model Pengembangan Model

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 21

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 22

Bidang kajian interdisipliner yang mengintegrasikan Iptek dan

Pendekatan interdisipliner yang berkaitan dengan perencanaan,

Bidang pengetahuan yang berkaitan dengan penetapan dan

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 23

• Bagaimana teknologi diciptakan

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 24

Apa sikap Manajemen

Standar hidup, isu sosial

FOKUS PENGEMBANGAN TEKNOLOGI

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 26

• * Negara maju mendominasi teknologi dan ekonomi

• *Teknologi mengalami perubahan yang stabil: “as

• * Persaingan global tidak terlalu significant

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 27

• Dunia Saat ini (Abad XXI)

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 28

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102

1780 1880 1980

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102

Product Barang/komiditas Standart Customized dan multi Costumized Commidity

Facility Tersentralisasi Desentralisasi Setengah desentralisasi

Organisasi Orientasi Proses Orientasi product Product

Pemasaran Beaya rendah, Flexibility, inovasi Beaya rendah, flexibilitas

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 31

food & knowledge

slaves/serfs employees partners

People work in hierarchies bureaucracies teamnets/networks

Scarcity of resources Abundance of information

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 34

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 35

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102 36

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102

Kebutuhan ; 1989: 90.00 ton/ th Telephone Industri

Bijih tembaga Copper cathode Cooper Bar dan

Copper sheet dan Industri House

( produksi lebih kecil , dari

MMT-ITS Manajemen Teknologi dan Inovasi - PM092102

Minyak kulit sawit

Arang tempurung Arang aktif

Asap cair Industri makanan