ifm briefing day 15 may 2012 - institute for manufacturing · ifm briefing day 15 may 2012 ... rob...
TRANSCRIPT
CTM research: themes, topics and peopleStrategic technology
managementIndustrial emergence
and evolution
Technology acquisition and protection
Industrial resilience and sustainability
Open innovation and intelligence networks
Technology entrepreneurship gp p
CTM executive education calendar
DecValuing and selecting technology projects Customised
in companyNov Jan
Roadmapping
Technology intelligencein-company
courses
Oct FebRoadmapping
Realising the al e of earl
Technology and
MarchSept Roadmappingvalue of early stage
technologiesTechnology and
Innovation Management
Aug
J l M
April
M k b d i i
NewNew
June
July May Make or buy decisions
Visual approaches for strategy and innovation management
Roadmappingand innovation management
NewNew
Today’s menu
Open Innovation Tim MinshallTechnology Acquisition and Protection Simon Ford
SResilience Simon FordRisk Handling in Roadmapping Imoh IlevbarePortfolio Project Selection Rick MitchellPortfolio Project Selection Rick MitchellVisualisation Clive Kerr
Questions and Discussion
Open Innovation
Dr Tim Minshall
What is open innovation?Research Development Commercialisation
p
C
Products in-sourced (e.g. Co-branding)
Intellectual Property (IP) in-
licensing
Core Market Focus
Company Boundaries
Intellectual
Technology Spin-outs
Property (IP) out-licensing
Ideas & Technologies
Docherty, M. (2006), Primer on ‘Open Innovation’: Principles and Practice, pdma (Product Development and Management Association) Vision (April 2006), pp.13-17.Chesbrough, H. (2003), Open Innovation: The New Imperative for Creating and Profiting From Technology, Boston: Harvard Business School Press.
Two types of open innovation projects
Open Innovation in the FMCG Value ChainA Practitioner Forum
Open Innovation in the FMCG Value Streamp
Kick-Off Meeting 14th July 2010IfM C b idIfM Cambridge
Dominic OughtonDominic OughtonPaul Christodoulou
Letizia MortaraRuth Thomson
OI Practitioner Forum in the Food & FMCG Value Chain
Internal External
• Partnerships
OIBest Practice
ce
• Intermediaries• IP
g B
est P
ract
i Informing B
Thought Leadership
Practitioner Experience
Metrics• RoI on OI
• Practice Assessment
Dep
loyi
nBest P
ractice
Core ForumMembership
Machinery Manufacturer
Matching “Needs” &
Retailer ConsumerRaw Materials
ProcessedMaterials
FMCGProducer
Packaging
FMCG
Matching Needs & “Competencies”
Support NetworksSMEs
Science Base
Distribution, Logistics & Waste ManagementFMCGValueStreamInsights
Identifying Opportunities on FMCG Roadmap
Intermediariesg
Open innovation and engineeringp g gEnergy, fluid
dynamics and turbo
Electrical Mechanics, materials and
design
Civil, structural and
sustainable
Manufacturing and
management
Information
turbo-machinery
design sustainable management
E t t d b i f t tEnergy, transport and urban infrastructure
Uncertainty, risk and resilience
Engineering for life sciences and healthcare
Inspiring research through industrial collaboration
Report – front cover and sample pages
Letizia Mortara and Simon Fordhttp://www.ifm.eng.cam.ac.uk/ctm/estap.html
CC Howard Chen
How can organisations become more resilient?
CC Rolf Unterberg
How do Open Innovation practices effect firm resilience?practices effect firm resilience?
CC Highways Agency
How can the emergence and diffusion of innovations in UK infrastructure be improved?innovations in UK infrastructure be improved?
CC Phil Williams
What strategies can be used to mitigate the effects of obsolescence?mitigate the effects of obsolescence?
How can system-of-systems architectures be designed to improve their resilience?be designed to improve their resilience?
C smdc.arml.mil
F f th i f ti t h l i iti ili hFor further information on technology acquisition or resilience research
Simon Ford, [email protected]
I ti ti th t t t f t i tInvestigating the treatment of uncertainty and risk in roadmapping
Imoh Ilevbare
Where are the uncertainties, where are the risks?
Foresight Vehicle technology roadmap, 2002
What did we proceed to do?What did we proceed to do?
ROADMAPPINGROADMAPPING
Ri k tRisk management
… to deal with this deficiency
Manifestations of, and response to uncertainty and risk in roadmapping
Know‐why Clarify Identify d
roadmapping
Risk eventsFuture market uncertainty
External environment
and assess
Know‐what Value propositions
Under threat or suboptimal
Uncertainty in search
Uncertainty in choiceValue propositions Address/
iti tAugment search
Structure choice
mitigate risk issues
Know‐how Risks of failure of capabilities and resources
Uncertainty over required capabilities and resources
Resources and capabilities applied by the Clarify
Identify and assesspp y
organisationClarify and assess
Actions/ Next Thi t d/steps Things to do
Risk-aware roadmapping: based on the CTM’s roadmapping workshop methodology
Roadmapping workshop Techniques to address uncertainty and risk
Assumptions analysis
SWOT analysis MCDA analysis
Real options thinkingProbability‐consequence analysis
Scenarios thinkingTRIZ
Technology readiness/ obsolescence analysis
Devil’s advocacy + SWIFT
Risk‐reward analysisRolling wave planning
Opportunity to pilot the process• Good value at no fee
C ( @ )Contact: Imoh Ilevbare ([email protected])
Comparing and selectingComparing and selecting Innovation Projects
1. Customised scoring systems for i iti i l t j tprioritising early stage projects
2 V l i d i l t t2. Valuing and comparing later stage projects with choices
Looking for examples and applications
Rick Mitchell
1 Multi factor Scoring methods1. Multi-factor Scoring methodsFor early stage projects, when
• Inadequate information for ROI calculations.• But you have to make a decision anyway
• Factors may have to evolve as projects mature
Key is choosing the right factors for OUR businessKey is choosing the right factors for OUR business
Example from Dupontp p
2. Later, when financial information is available but projects may evolve in various waysbut projects may evolve in various ways
How to include management options in valuation, and still be able to comparevaluation, and still be able to compare projects?
A typical staged innovation project
-0.5m -2m -5m50% 80% 90%
+35m
50% 20% 10%
Possible outcomes
PROB.
“Average”
035m-7.5m RETURN
Comparing two projects. Which is preferable?p g p j p
Likelihood
1. Simple way to value and prioritise2. Also for more complex decision trees
Value+£
+£
+£Stop
+£
Likelihood£
Stop Stop?
Value
Visualisation
CImage: Diamond Sky Images
Clive Kerr
Why do we create visualisations?Answer questions (or discover them)Answer questions (or discover them)Make decisionsS d t i t tSee data in contextExpand memorySupport graphical calculationFind patternsd patte sPresent an argument or tell a storyInspireInspire
Heer (2010)
Image: Gahan Wilson
Image: Ted Goff
Sibbet (2010)
Workshop templates & Communication graphicsWorkshop templates & Communication graphics
Images: Robert Phaal / NASA
Image: Dave Gray
Image: Sunni Brown
Concept sketch to final graphic
Images: Clive Kerr / NASA
Image: Andrew Abela
Image: Clive Kerr
Questions?
DiscussionDiscussion