d56 course goals n understand cultural context of international technology relationships n study how...
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D56 Course Goals
understand cultural context of international technology relationships
study how culture impacts various tech. management issues
identify practices and lessons learned by top firms to deal with these issues
In Order to: avoid costly mistakes
build needed capacity
benefit from diversity
Culture Issues in Global TechnologyRelations - Course Structure
Regions & Countries China Japan W. Europe Israel Latin America Eastern Europe Emerging Nations
Technology Relations Technology Transfer Technology Sourcing Standards Collaborations Legal, IPR, Regulatory Negotiations
Cultural IssuesHistory Social Language Norms Etc.
Structures Values
Lectures Speakers Readings Projects
Foundations
1. Culture (old D56)
2. Technology management (D59)
3. Culture Technology Cases
4. Technology Transfer and Sourcing
5. Technology Standards; Collaborations; Roadmapping
6. Legal & regulatory issues; IPR; Negotiations Regional Experiences
7. Asia (China, Japan)
8. Western Europe/Israel and Latin America
9. East/Central Europe; Emerging/Developing economies Projects
10. Oral reports
DEFINING CULTURE
Integrated and contextually dependent system of learned values
Decision making, behavioral and emotional patterns and artifacts are characteristic of the society
Describes social group’s total way of life, what/how they think, say, do and make
Their customs, language, material artifacts, shared systems of attitudes, values and feelings
Is learned and transmitted from generation to generation
Cultures Vary in how Members Perceive:
People- selves, ethos- others, stereotypes
World- dominance, harmony- knowledge, thought
Human Relations- individual/collective- compete/cooperate- inter-generations- gender- norms, taboos, ethics- ownership, meritocracy
Activity- do/achieve, be- control, reward/punish- risk taking- home vs work life
Time- past, present, future- linear, cyclical- time horizons- mono/poly-chronic
Space- public/private- definitions/limits
Ethnic, Linguistic
ProfessionalOccupationalOrganizational
ClassCaste
ReligiousIdeological
RuralUrban
GeographyClimateConditions
Etc.
RegionNationTribe/clanFamily
LOCUS OF CULTURAL VARIATION(SUB-CULTURES)
Organization Culture
Function National Culture(s)
TechnologyDemands
UNCERTAINTY CHANGE
Cultural Dynamics
US ORGANIZATIONAL CULTURES(Values & Ideologies)
Competitive achievement (social Darwinism)
Performance-based/Scientific management
Efficiency Rationality Individualism (plus Human Relations) Egalitarianism Progress & Materialism Quality of life/Humanitarianism Ethnocentrism
Management Practicesreflect the interplay of:
Context – market– technological– competitive– economic– political– legal
Culture– national– ethnic/religious– class– organizational– group– profession/occupation
Corporate US Culture Shifts
From Paternalism Male Authoritarianism Traditional family Hierarchy Old boy network
To Fraternalism Female Democracy Blended family Horizontal Team
French-German Management Issues Comparison
France Strong sense of person Individuality but rigid rules and
centralization Rigid social structure Work to enjoy the good life Privacy; little employer-
employee discussion Cartesian logic Strong government role; many
state-owned enterprises Little use of consultants Catholic majority
Germany Strong group loyalty Ingrained sense of authority
figures Movement - since WW II Industrious; proud work ethic Formal but communicative;
management-worker rapport Specialism & experience Free enterprise spirit; modest
government involvement Considerable consultant use Protestant majority
French-German Similarities
Delegation of authority Mergers Marketing and advertising Hiring and firing Industry size Planning Family
High-Low Context by Profession?
High Context
Human Resources
Marketing/Sales
General Management
Manufacturing
R&D
Product Development
Design
Engineering
Information Systems
Finance
Accounting
Low Context
Culture-based US Strategy
Identify new market
Develop new technology
Develop newmarket
maturing
Milk marketSell technology
Cede market
Support - minorimprovements
Foreign Competition
Ignore/underestimateOther’s competencies
Short-termsolutions
Identify newmarket
Develop newtechnology
Create supportive environment
Close domestic market
Build scale
Set targetgoals
Acquire foreigntechnology
Develop competitive products
Enter foreignmarkets
Expand marketbase
Improve technology
Develop newtechnology
Improve products& processes
Move up-market & up technology ladder
Identify tech.needs/sources
DominatemarketRecycle at
highertechnology level
Japanese Strategyof the 1970s
Aspects of Japanese Culture Impacting Technology
National high-context village; self-perpetuating elites An articulated commitments and obligations system;
power usually wins, is accepted but recourse possible Hierarchical, with bottom-up participation; controlled
decentralization, use of task-forces Harmony, cooperation and consensus valued over
personal achievement; relationships critical Defined, “know your place”, roles; tolerance for
subordinate failure Visionary long-term & broad obligation leadership Detail oriented processes and measures plus images
and symbolism, complex context (“ba”) critical
Culture Technology
View of the world; relation to nature Rules, standards, laws/regulations, truth and rituals High/low context; deeply embedded “knowledge” and
beliefs, tolerance for deviation Communication values; openness and sharing vs. secrecy Risk propensity; attitudes towards change, importance of
tradition; being/doing Time perspectives Ownership rights (individual/corporate vs. communal) Technology impact on culture
•Legacy base, interaction (conflicts/synthesis) with existing technologies and systems
•Appropriateness (cultural/linguistic fit, skills, resources, development-base, physical environment)
•Capacity to absorb (education and training, language, infrastructure)
•Patterns of use and benefit, equitywho/access – (class, public/military/private, urban/rural,
networks), gender, generationalwhere (industry, organization size, school, medical,
home)how (direct, mediated), training, support, packaged/
unpackaged, adaptation/improvement benefits/costs/risks – to whom, how, when?
Technology Transfer:Domains for Cultural Impact (I)
Technology Transfer:Domains for Cultural Impact (II)
•Rate/pattern of diffusion/adoption, opinion leaders, early/late adopters, mobility, communication
•Intra- and Inter-institutional (between firms, university-industry, government/military-private, etc)
•Time factors, learning curves•Control/ownership, dependency (domestic/foreign)•Valuation (sender/receiver differences, cost-benefit, comparison
to alternatives, psychological)•Technology change/life-cycle (goals, expectations, fears)•Distance (geographic, time, culture)•Technology transfer processes (formal/technical, human-based,
mobility)
Technology Globalization Perspectives
Globalization of technology: capacities, sources and flows; markets and trade; supply chains; standards; manufacturing; R&D, engineering & design; consultants, institutes and intelligence; competitors; alliance partners, IPR; inter-governmental arrangements.
Plus high cost & complexity of technology development
are requiring global: technology sourcing,
alliances and licensing technology management,
processes and structures tech. transfer mechanisms personnel relations/mobility
Of Tofflerian Waves
Sta
nd
ard
of
Liv
ing
• CONFORMITY• SCALE/MASS• LONG CYCLE TIMES• CENTRALIZED CONTROL
• FAMILY/TRIBE• SURVIVAL• RANDOM (WEATHER)• LOCAL CONTROL
• INDIVIDUALITY• CUSTOM• IMMEDIATE• INDEPENDENT
Time
Agricultural
Revolution
Industrial Revolution
Knowledge Revolution
1750 -1850
1970 -2010
The Coming Strategic Inflection Points“Let’s not mince words: A strategic inflection point can be deadly when unattended to...
Companies that begin a decline as a result of its changesrarely recover their previous greatness.”
Bioelectronics
• Adapted from Dr. Robert McCarthy (Roche) and Andy Grove’s Only the Paranoid Survive)
Communications Technology
InformationTechnology
2nd WaveDecline
3rd Wave Growth
China becomes the largest economy
Classical Challenges To Technology Management
Uncertainties and ambiguities Shifting requirements; shortcomings in forecasting Tough to align technical activity with
– business strategies– key organizational players– requirements of internal and external customers
Maintaining focus and control while encouraging innovation and avoiding obsolescence
Some Key Concepts in Science & Technology
Definitions and Relationships:Science - understand, explain, predict; discover knowledgeTechnology - application of knowledge to social ends
What drives technology?Invention vs Innovation
Science & Technology and SocietyCorporate Tech. Functions: Development/Deployment/Support
(R&D, engineering, design, manufacturing, standards, quality assurance, technical marketing/sales, tech. service, tech. forecasting & intelligence, tech. management, etc.)
Products, processes, services and their interplayTechnology push vs Applications pullRadical vs Incremental innovationLife cycles, time horizons; learning curvesTechnology platforms, families, trajectoriesTechnology competencies; minimal critical mass; obsolescenceOrganizational dynamics and dilemmas
Today’s Competitive Environment
Rapid technology change and shortening life-cycles Increased, globalized and diffused technology-based
competition Rapid market changes; be responsive to voice of the
customer Growing technology development and deployment costs Drive toward lean operations, changing technology
relations with customers, suppliers, partners; R&D downsizing and outsourcing
Technology Innovation ProcessesRequirement: Linked processes at the Corporate, Business Unit and R&D levels
Environmental Monitoring Technology-Product
Strategy Development and Planning
Operational Planning/Roadmapping
Resource Allocation/Funding;
Personnel Management Project Selection Technology Portfolio
Management Project
Execution-R&D/Engineering; Etc.;
Ideation Performance Management Feasibility Studies Technology Transfer Technology Adoption;
Change Management Post-Product Support Post-Product Audit Product Line Management Intellectual Property
Management Alliance/Merger Mgm’t New Business Development
Figure 4Technology Management Processes
27.Post-ProjectAudit
Corporate
CentralR&D
BusinessUnits
1.Environ.
Monitoring(Corp)
2.BusinessStrategy(Corp)
3.Technology
Strategy(Corp)
4.New BU Dvlpmt(Corp)
12. Technology Alliance
Mgt
8.BusinessStrategy
(BU)7.Environ.
Monitoring(BU) 9.
TechnologyStrategy
(BU)
13.Product
Portfolio Mgt (BU)
10.Product
Line Plan.(BU)
5.Environ.
Monitoring(R&D)
6.Technology
Strategy(R&D)
19.Ideation
20.Feasibility
21.InitialProject
Selection
22.Project
Execution
25.Post-
Project Support
26.TechnologyAdoption
16.Funding
15.Personnel
Mgt
17.Perform.
Mgt
18.Intellect. Property
Mgt
23.Technology
Needs Assessment
14.R&D
PortfolioMgt
24. Technology
Transfer
11.Technology Roadmap.
(BU)
MATI II Members and Associated Organizations
Baxter Healthcare Coca Cola Ford IBD Inc. Kellogg Kraft Lucent Technologies McDonald’s Motorola Redex Packaging Roche Rockwell International
Rohm and Haas Siemens-Westinghouse United Technologies USG (Associate) Cambridge UniversityConsortium(collaborating
organization):
British Aerospace, BG Technology, Domino Printing Sciences, Federal Mogul Technology, Hoogovens, Marconi, Rolls Royce Aero, The Post Office, Unilever, Com. Dev.
MATI II Community Interaction
MATI BoardGroup Participation
Project CollaborationWebsite
Interactio
n
Reports
Presentations
Workshops/Roundtables
Informal Exchange
Inter-company Visits
MATI I Achievements (1)
1. Industry-Academic Collaboration Model
2. Integrated Technology Process Management
MOAD - Linchpin Processes:
1. Roadmapping (Lucent, Rockwell, Westinghouse)
2. Technology Transfer (Rockwell)
3. Voice of the Customer (Kodak, GM)
4. Technology Portfolio Management
MATI I Achievements (2)
3. Corporate Roadmapping Studies
1. Roadmapping Templates
2. Experience Sharing
3. Roadmapping in Practice (Kappel dissertation)
4. Acceptance of Roadmapping (Lucent study)
5. Cross-functional Study (Kodak)
6. Progressive Implementation (Rockwell)
7. Roadmapping Benefits/Pre-audit Instrument
8. Roadmapping Limitations/Scenario Planning & Linkage
9. Industry - Corporate Roadmapping Linkage
10. Roadmapping in Small Firms
MATI I Achievements (3)
4. Patent Claims Intelligence Study
5. Life Sciences/Food Industry Roadmapping
6. Small Firms Studies
7. Organizational Linkage/Knowledge Management Study (Levin
dissertation)
8. International (Cambridge, Far East, Israel)
Roadmaps and RoadmappingA Roadmap
– is the view of a group of how to get where they want to go or achieve their desired objective. (Discipline)
–helps the group make sure the capabilities to achieve their objective are in place at the time needed. (Focus)
Roadmapping – is a Learning process for the group.– is a Communication tool for the group.
Creating Linkage Is a Political Process
2000 2001 2002 2003 2004 VISIONCore
Technologies
Customer drivers
ReliabilitySelf DiagnosisRemote MaintModular DesignRedundancy
Low CostPower ProcessorsMemories DSPs VLSIBuilt-In Self Tst
ProcessorTSIMessage SwitchPSUPHService Ckts
ArchitectureAdmin ModuleComm Module
SignalingUSInternational
Import.Compet.Position
Techn.M/B
L M H - 0 + C = Current F = Future
CFC
FC
FC
CF
CF
FCF
CFC
C
CFCF
CF
CF
CF
CF
FCCF
F
Funded
UnfundedDecisionRequired
M
B
?
M
B
M
MBMM
M
M
?
B
BMM
M
M
Switching Core
C F
F
C
F M
Make or Buy (Sourcing) Recommendation
Voice of the Customer
Enabling Technologies
Specific Device Change-Out
Relative Importance (Now and in the Future)
Current Competitive Position (Now)
Illustrative Data
Figure 18: Linear Extrapolation: The Corporate ‘Mission’
))
Unfolding Events and TechnologiesUnfolding Events and Technologies
Boundaries: (artifactsof past problems)
Boundaries: (artifactsof past problems) Uncharted (including
opportunities unrealized)
Uncharted (including opportunities unrealized)
The PresentThe Present
Starting Point: Current Competencies
and Capabilities
Starting Point: Current Competencies
and Capabilities
Mission(Linear)
Mission(Linear)
ContingencyPlans
ContingencyPlans
Anderson, Radnor& Peterson, 1998 A Point in the FutureA Point in the Future
Figure 19: ‘New Horizons’ - Managing the Present from the Future
Unfolding Future Events and TechnologiesUnfolding Future Events and Technologies UnchartedFuture
UnchartedFuture
PotentialDiscoveries and
Additions to Science
PotentialDiscoveries and
Additions to Science
Current Time &Understanding
Current Time &Understanding
CurrentCompe-tencies
CurrentCompe-tencies
Anderson, Radnor& Peterson, 1998
Area of Immediate New Opportunities
Area of Immediate New Opportunities
Starting Point: Vision
Starting Point: Vision
Figure 20: Close-Up Of the ‘New Horizons’
Core Capabilities
Accepted Periphery
Actual Green Fields
Recognized Green Fields
Recognized Core Gaps
Unrecognized Black Holes
Technology Transfer Definitions
Technology Transfer Process defines how technology is transferred between two business/project entities
Technology Transfer is defined as a single event or a sequence of events that use “defined mechanisms” to achieve the transfer of a “technology” between two functional areas– Technology Transfers may be scheduled/planned within a project– Technology Transfers may occur on an opportunistic unscheduled basis
within business operations– Technology Transfers are always Bi-directional in nature
Technology Transfer Mechanism - defines a specific instance of how technology is transferred
Deliverables are defined as the technology transferred between the business or project entities.
Goal of Technology Transfer Process Optimize both process attributes and transfer mechanisms to
achieve a successful transfer– Given that an individual project is accountable for the
selection of its own goals and resources, then “variables” that potentially can be standardized are “transfer mechanisms”
– Given that there may be different transfer requirements within the same project then a set of mechanisms may be required to be used to achieve a successful transfer.
To promote consistency, ease of use, leveraged re-use and efficient use of resources without constraining innovation and ingenuity of participants using the process
Major Elements Required in Technology Transfer Expertise/Know-how Coordination of matched resources at correct time Common Domain Language Comfort Level / Buy In
How does one measure and develop each of the elements during the life of the project to ensure successful transfer ?
How are are success measures judged and by whom ? Measures usually Lag the Technology Transfer
Action Measures are largely subjective
Receiver / Customer Project Sponsor Project Team Technology Source / Creator
Factors Impacting Technology Transfer Success Project Sponsorship e.g. Executive Management Co-Location of team Support - Training of project participants Shelf Technologies Need Better Support / Publication-Awareness Lack of Hard Quantifiable Measures Lack of visible success due to long Technology Life Cycle
( Research to Product) Failures breed lessons that are not captured Contract Paradigm versus Agile Learning Paradigm
(Measures Output) versus (Measures Process) Buy In From The Participants Expertise Is Available in all required areas in both source and receiver Team Member Relationships
Successful Transfers Involve People Technology Transfer is the result of successful human
relationships The most successful Transfer Mechanism involves
personnel transfer– Hard to achieve, not compatible with current Western
organizational (employment/work methods) and Social Structures
Technology Transfer may be significantly improved in the future by computer aids/information sharing tools
Attributes of a successful technology transfer process Is the result of good planning Needs to use quality resources Use efficient mechanisms and/or
tools Operate in a timely manner
Technology Transfer Summary
Movement from a measure of discrete event output to that of an agile continuous process
Move to provide a library of proven technology transfer mechanisms with their individual metrics for different types of transfer situations
The single technology transfer process for a company may be sufficiently defined as
– Identify Project– Identify Deliverables– Identify Transfer Mechanisms– Identify Resources– Execute Project Plan