Technology Strategy for R&D and Product Development
Dates Oct 23, 2008 - Oct 24, 2008 Feb 23, 2009 - Feb 24, 2009 Jul 14, 2009 - Jul 15, 2009 Oct 08, 2009 - Oct 09, 2009
Cost (2008):
$2,595.00
Cost (2009):
$2,595.00
Provide a strategic focus to your product and technology investment decisions by developing technology roadmaps focused on customer needs.
Attend this technology strategy course to learn how to drive innovation, sustain growth, and avoid surprises.
Ensure your technical investments provide value by linking to future needs. Learn how to make investments in technology and product development that anticipate customers’ unarticulated needs and leverage potentially disruptive technologies.
Benefits
Contents
Who Should Attend
Instructor
Hours & Credits
Build value-driven technology roadmaps that link technical investments to future needs
Formulate technology strategies to guide technology investments
Select project portfolios that balance often conflicting market and organizational demands
Form and manage internal ventures, technology alliances, and other forms of open innovation to leverage limited resources and manage the risk accompanying innovation
Making Technology Relevant to Your Business: Insights From 50 Years of Research on Innovation
Creating value by linking technologies to needs
Avoiding business disruptions by anticipating the effects of maturing technologies and maturing customer needs
Six processes critical to successful technology management
Implications for technology planning and strategy
Case: Dissecting failed innovation at a major multinational firm
Maximizing the Business Potential of Your Technology Developments
Structuring your thinking about the dynamic competitive landscape by using the Customer Focused Technology Planning® framework
The why and how of forming effective cross-functional teams
Focusing your planning on the highest impact market segments
Profiling the major drivers of your business: current and future customer needs
Why a need’s leverage, not its importance, should drive technology investments
Linking needs to obvious and not so obvious technical solutions
Integrating customer, technology, and competitor relationships and trends
Developing a common language to promote cross-organizational dialogue and understanding
Exercise: Identifying project opportunities using CFTP® assessment maps
Identifying Opportunities to Enhance Current and Future Product, Process, and Service Offerings
Identifying threats and opportunities by using the CFTP® maps to:
Overcome competitive deficiencies or exploit competitive strengths by enhancing current products, services, or processes
Explore new product and business opportunities to stimulate growth
Strengthen your technology base to meet anticipated tactical and strategic business challenges
Create the portfolio: a two-step project selection process that balances project and portfolio measures of merit
Avoiding Surprises by Anticipating Changes in Technologies, Needs, and the Competitive Landscape
Anticipating unarticulated needs through problem research, context assessment, lead user analysis, and other customer research tools
Anticipating technological obsolescence and the emergence of ‘disruptive technologies’
Technology scouting—techniques to formally identify and acquire external technology
Managing the effective and efficient collection of relevant external information—fundamentals of competitive intelligence
Case: Identifying unarticulated needs to anticipate change
Creating Technology Roadmaps to Provide Direction to Long Term Investments
How roadmaps are used to improve technology vision, coordination, measurement, and linkage to customer needs
The critical difference between landscape maps and route maps
Keeping your roadmaps up to date—why an old roadmap is a route to disaster
Developing a Technology Strategy to Focus Scarce Resources and Position Your Business for the Future
Core technologies—capabilities providing a competitive strategic advantage
The innovation strategy—deciding to be first or a fast second
The sourcing strategy—weighing the ‘make or buy’ of technology
The balancing strategy—guidelines for managing your project portfolio
Implementing strategies to protect long-term development efforts
Visualizing portfolio balance using matrices
Managing Risk and Speeding Development Through Open Innovation and Corporate Venturing
Overcoming the three R’s (resources, risk, and resistance) that limit using traditional development paths for pursuing innovative opportunities
Managing the risk of developing and commercializing innovative products or businesses through corporate venturing
Selecting the best development approach
Creating and managing successful technical strategic alliances
Integrating distributed planning and development through virtual teams and intranets
Forming internal ventures and spin-offs to accelerate innovative developments and protecting them from organizational resistance
Adapting entrepreneurial thinking to the corporate environment—lessons from venture capitalists
Case: Determining the best development option
This course is designed for senior executives and managers in engineering, R&D, business development, product planning, strategic planning, marketing, alliance management, quality management, and general management.
Jay E. Paap Oct 23, 2008 - Oct 24, 2008
Feb 23, 2009 - Feb 24, 2009
Jul 14, 2009 - Jul 15, 2009
Oct 08, 2009 - Oct 09, 2009
Jay E. Paap
Jay E. Paap, PhD, is president of Paap Associates, a Fellow of the Society of Competitive Intelligence Professionals (SCIP), and a PDMA Certified New Product Development Professional. For over 30 years, he has helped industrial and governmental organizations throughout the world leverage technology to promote their firm's growth and strategy objectives by linking technical and product developments to current and future customer needs. He has helped design, launch, and support initiatives dealing with product and technology planning, competitive intelligence, R&D organization, technology transfer, corporate venturing, strategic alliances, technological innovation, and new product development.
Dr. Paap’s clients include 3M, Abbott, Apple, AstraZeneca, AT&T, Baxter, Boeing, British Telecom, Dow Corning, DuPont, ExxonMobil, Ford, Gillette, Hewlett-Packard, IBM, Johnson & Johnson, Kellogg, Kimberly-Clark, Kobe Steel, Kraft, Lockheed-Martin, Mars, Motorola, National Research Council (Canada), Novell, Procter & Gamble, Sandia National Laboratories, SC Johnson, Shell, Steelcase, Unilever, and Xerox.
He is a popular speaker at executive forums throughout the Americas, Europe, Asia, and the Pacific Rim. He has participated in programs sponsored by M.I.T., Business Week, the Industrial Research Institute (IRI), the Nomura Research Institute (NRI), Nihon University, SCIP, and the Product Development and Management Association (PDMA).
Dr. Paap is editor of the SCIP Foundation book: Competitive Technical Intelligence to be published in 2009. He has served on the editorial boards of the Journal of Competitive Intelligence and Management, Technology Management, and the Competitive Intelligence Review, where he guest edited a special issue on competitive technical intelligence. His article, "Anticipating Disruptive Innovation," published in Research Technology Management, won the IRI Maurice Holland Award. Dr. Paap teaches the Caltech Industrial Relations Center courses, Technology Strategy for R&D and Product Development, A Customer Focused Framework for Managing Technology Investments Through Technology Roadmaps and Competitive Technical Intelligence.
He received his PhD from MIT’s Sloan School of Management and has held faculty positions at the Sloan School and Indiana University.
Preview the Technology Strategy course in this webinar, Using Technology Roadmaps to Stimulate Innovationwith the instructor, Dr. Jay Paap, April 2008.
Participants are invited to attend a dinner the first evening of the course, providing an oppportunity to share information and ideas with the instructors and other participants.
Comments from Past Participants
"The program is well organized and excellently delivered. The scope of the course surpassed my expectations with a mix of Jay's abundant and real business examples. I will work to integrate the technology strategy and customer focused technology plan from this course into my organization."
Demis Desta, PMP Head of Inter-Operability Testing Nokia, Inc. "Excellent instructor! Keeps everyone engaged in the topic, providing a wealth of information and usefu, real-life stories. The case studies were highly applicable, as well as the templates provided."