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By shashank chandra


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INTRODUCTION


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Technology Transfer also called Transfer of Technology (TOT) and TechnologyCommercialisation is the process of transferring skills, knowledge, technologies, methods ofmanufacturing, samples of manufacturing and facilities among governments or universitiesand other institutions to ensure that scientific and technological developments are

accessible to a wider range of users who can then further develop and exploit thetechnology into new products, processes, applications, materials or services ORKNOWLEDGE TRANSFER

The transfer of a new idea or method for solving a problem from one group or individual toanother, typically from a process improvement consulting group to a client business.

Innovation transfer is an important part of Six Sigma and other best practices deploymentapproaches.

Working at the interface between science and business offers an opportunity to bring ideasto Market.

The process to commercially exploit research varies widely. It can involve licensingagreements or setting up joint ventures and partnerships to share both the risks and

rewards of bringing new technologies to market. Many companies, universities and governmental organizations now have an Office of

Technology Transfer (TTO, also known as "Tech Transfer" or "TechXfer") dedicated toidentifying research which has potential commercial interest and strategies for how toexploit it


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Why innovation?

People with innovative spirit are the main factor in using the technology fordevelopment . They can ease both the technical development, and the social one,they can assure the link between research-development, industry and decisionfactors.

The purpose is: an intelligent, sustainable and competitive economy . One wishes the involvement of all the actors and regions in the innovation cycle. The Innovation Union of the Country wants to improve the access towards

financing for research and innovation , to make sure that the innovative ideas canbe turned into products and services that can determine growth, competitivenessand jobs.

The public and private sectors must work together through the Innovation Partnership ;

The technology transfer is developed through knowledge transfer. Purpose: The growth of the capacity to promote the innovation, competitiveness,

research, technology transfer as a regional development policy sustainable by theinter-connection of the knowledge, technologies and people.


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Vision

Research and innovation towards the MarketThe valorization of research, market transferable results

Market facing Research and Innovation, as means forcompetitiveness increase

Research = knowledgeInnovation

Technology transfer

Formation


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TYPES OF INNOVATION TECHNOLOGY

OPEN INNOVATION. Technical invention Systems solution

Product improvement Process improvement New business models Market extension Socio-organizational


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Technology Transfer

KnowledgeManagement

Patents &Licenses

Technology Transfer

Technology acquisition

Skill Development -Know How

Technology adaptation

Dissemination

Forms

Phases

Increases production efficiency - Long Term competitiveness of SMEs


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Technology Transfer - Process

Verification

Knowledge

Awareness

Decision Making

Application

Brokering

DevelopmentInnovation

Design

Testing

Technology Creation

ModificationIdentification

Evaluation

Testing

Technology Sourcing

Technology Transfer is the suite of processes encompassing all dimensions of the origins and uptake ofknow-how, experience and equipment amongst, across and within countries, organizations and

institutions.


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OBJECTIVES Principal Investigator. Company Partner. TO ANALYZE ECONOMY OF COUNTRY AND POLICIES OF THE

COMPANY. TOI projects focus on the identification of one (or more)

existing innovative solution(s) for adaptation andimplementation in some target countries and/or sectors

Development of Innovation projects develop new solutions

to help several countries and/or sectors to cope with acommon challenge which is not yet addressed at Europeanlevel.

Technology Competitiveness in Developing countries.


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Objectives:

Principal InvestigatorPublicationsSupport of studentsLong-term relationshipMultiple sponsor relationship/consortiumTimeframe

Overall research programPending research projects


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Objectives:

Company PartnerPast relationshipWhat do they expect? What will theycontribute to research project?TimeframeCompany position and likely strategies


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Levels and Units of Analysis Economy, industry, and public policies (e.g., cost of capital) Markets and users Organizational structures, incentives, and procedures (e.g., university

policy on software copyrighting) Work group culture and dynamics (e.g., faculty tenure criteria) Individuals involved, their characteristics and roles (e.g., having an

industrial-experienced graduate student) The technology itself

LESSON: What you do in terms of bench-level science is only part ofthe story


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Transfer across functional and organizational boundaries

Organizationalcultural differences

Timing When How long

Nature of innovation How tacit or explicit How radical Complexity

Absorptive anddelivery capacities Experience

Effectivenessof transfer


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Effectiveness of cross-national Innovationtransfers

Differences innational cultures

Timing When How long

Nature of innovation How tacit or explicit How radical Complexity

Absorptive anddelivery capacities

Effectivenessof transfer

Co-opetitors


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TROUBLESHOOTINGS

Differences in national cultures Co-opetitors


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Differences in national cultures

Different national cultures can dampen therate of transfer of technological knowledge

Managerial styles Working environment

Office space Policies

Office hours No-smoking policies

NIH syndrome


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Co-opetitors There can be differences between co-opetitors from one

nation to the other It is important to consider mismatch of transmitter s and

receiver s co-opetitors A firm may need to establish relationship with the local co-

opetitors or build its own entity Collaboration with competitors may be necessary to lend

some creditability and to convince complementaryinnovators to invest in complementary productdevelopment

Examples McDonald s had to invest in the growing of potatoes and beef toenter Russia

Japanese automobile manufacturers had to build U.S. auto partssupplier networks


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Co-opetitors during international innovationtransfer

Differencesin nationalcultures

Timing Nature ofinnovation

Absorptiveand deliverycapacity

Manufacturer




Complementaryinnovator


Timing Nature of

innovation


CompetitorsDifferencesin nationalcultures

Timing Nature of

innovation


Customer




Supplier


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Co-opetitors (contd.)

Co-opetitor s importance depends on the complexity of theinnovation

Complexity is a function of The number of primary components and linkages between them The innovation s attributes perceived by its local environment The number of interfaces between the innovation and peripheral

innovations and their interrelatedness The number of organizations in the innovation s local environment

The more complex the innovation, the more likely it is thatthe co-opetitor will play a critical role in the receivingnation


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RECOMMENDATIONS Overcoming the impediments to innovation transfer Cross-functional Cross-organizational

Cross-national


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Overcoming the impediments to innovationtransfer

A firm needs an organizational structure,strategies, systems, and people that enable it to

Quickly spot ideas or innovations Boost the absorptive and transmission capacities of

receiving and transmitting entities Reduce the impedance mismatch between transmitterand receiver created by physical, cultural, national,and knowledge gaps between the two entities

Three boundaries

Cross-functional Cross-organizational Cross-national


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Cross-functional Boundary spanners

Reduce gaps between their functions and otherfunctions of the value chain

Understand their functions, take function-specificquestions, and make it understandable for the other Champions

Articulate a vision of innovation that receiving and

transmitting functions can identify with Sponsors

Use considerable influence to encourage cooperation


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Cross-functional (contd.)

Suggestion Locate people together to encourage

communication and brainstorm The functions to be involved jointly plan initiating

the transfer Move employees around from the transmitter

function to receiver function Performance and reward systems


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Cross-organizational Gatekeepers

Reduce gaps between their organizations and theoutside (suppliers, competitors, customer, lab., etc.)

Understand their organizations and the outside, takeinternal questions, and make it understandable for theoutside

Suggestion Hire the person (from the outside) with ideas Reverse-engineer inventions

Establish alliances with universities, competitors, orsuppliers Build its own absorptive capacities


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Cross national

Suggestion Send employees of the receiver to the

transmitter s country

Set up training sessions for employees from bothtransmitter and receiver to explore cultures The receiving firms need gatekeepers to

understand both cultures Establish joint ventures, alliances, acquisitions Hold continued workshops in the challenges of

cultural differences


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CONCLUSIONS great innovative companies stay that way by developing a

managerial class that understands the creative process andcreative people, and knows how to usher bright ideas intocommercial reality.

PAN AFRICAN NETWORK.


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PAN AFRICAN NETWORK53 PAN-African countries to be connected as one network through Satellite and

Fiber Optics Tele-education VVIP communicatioN network Video-conferencing

Support e-governance,e-commerce, resource mapping

and metrological services

To connect 5 universities to 53 learning centers, 10 Super specialtyhospitals to 53 Remote hospitals in rural areas

Indian Institutions to only make the programme running till the expertiseis passed on to PAN-African countries

Tele-medicine Internet VOIP services


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