Production Management I - wzl.rwth-aachen.de Management (Prof. Schuh) ... – Definition of Technology and Technique ... - Scanning - Monitoring - Scouting

Technology Management II L02 Page 0

Production Management (Prof. Schuh) Lecture 02

© WZL/Fraunhofer IPT

Production Management I- Lecture 2 -

Technology Management II

Assistant Lecturer:Dipl.-Ing. Sebastian [email protected] IPT, Steinbachstraße 17, Raum 235 Tel.: +49 (0) 241 8904 - 271

Notizen:



Summary of the content of this lecture

In the first part of the lecture the basic duties of technology management – to steer thebuildup and usage of technological competences in a company – were explained. It was highlighted that technology managemend ™ can be found at the intersection of technology and market and is therefore influenced by the two guardrails competititve and technology strategy.

In the more recent years TM has, especially due to the ever rising efforts that areundertaken in cooperation with other companies or bought externally, become an evenmore important and complex task for companies. Technological know-how is bought in theform of components or as technologies externally. For this reason the internal view of theinnovation processes has to be expanded by the external perspective, which consists of external acquisition and usage of technologies.This fact is being taken account of in thesecond part of the lecture, where the process of technology management – consisting of the phases technology forecasting, technology assessment, technology planning and technology usage – is introduced and inmportant methods are explained.

Especiall the technology calendar, which has been established as a method for technology planning, will be explained in some detail. The technology calendar is used for the timing-related coordination between technology planning and product portfolio of a company. For this, the timing strategies for products and their components are coordinated with thetechnological projects and measures are deducted.

Notizen:



page 2© WZL/Fraunhofer IPT

Table of Contents

Introduction to Technology Management– Definition of Technology and Technique– Motivation for Technology Management– Challenges of Technology Management

Technology- and Competitive Strategy as guardrail for theManagement of Technology

Process of Technology Management– Technology Forecasting– Technology Assessment– Technology Planning– Technology Acquisition– Technology Usage

Exercise: Using the Technology Calendar for Technology Planning

Notizen:




TechnologyForecasting

TechnologyAssessment

TechnologyPlanning

TechnologyUsage

Corporate strategy

Corporate strategy

Process of Technology Management

Technology strategy

»Technology Push«

Competitive strategy

»Market Pull«

internaltechnology

competences

externaltechnologypotentials

market competition

Process of Technology Management:

The process of technology management is used for the operational realization of the goalof TM, which is to steer the buildup and the usage of the technological potential of a company.

The proceedign in the process steps is determined by the two big influences competitiveand technology strategy, which are derivaed from a superior corporate strategy.




Technology ForecastingTechnology forecasting aimsat predicting

– Attractive new technologies– Declining old technologies– Expected discontinuities in

the development of technologies

faster than the competition in order to be able to react to thisknowledge.

Phase model of Technology forecasting:

Determine requiredinformation

Obtaininformation

Analyse information

Communicateinformation

-Limit the search for information byestablishing search fields

- Select adequate sources of information- Scanning- Monitoring- Scouting

- evaluation and interpretation of results- Consolidate redundant information

- Editing and documentation(eg technology fact sheets)

- Communication of the results of the analysis

Quelle: vgl. Lichtenthaler 2003

Technology Forecasting:The task of technology forecasting is to identify and to interpret technological signals in thesurrounding areas of the corporation in order to creat an informational basis for decisionsabout technological innovation activities.




Sources of information for Technology Forecasting

personalexpert networks

cooperating partners

activities of the competition

norms (DIN 8580)

Examples of usagefrom other areas

events / trade fairsliterature/ scientific magazines

universities/research institutions

suppliers

customers

patents

CommercializationDevelopmentPre-developmentBasic research

insecurity

time

internet

source: Keller 1997

Sources of Information:The kind of sources of information that has to be selected depends largely on the maturityof a technology. Especially pacemaker technologies (see Technology Life Cycle, slide 10) are often hasrd to judge, since information is scarcely made public. Therefore the companyneeds a well working network with universities and research institutions in order to identifyeven weak signals at an early stage.




Acquiring information through Scanning, Monitoring und Scouting

Monitoring

Scanning

Scouting

Task AimPerspectiveObject

Technology-relatedbusiness environment

certaintechnology areas

certaintechnology topics and knowledge carriers

Nondirectional and unfocussed

source: Ashton/Klavans 1997

Overview of global Technology trends

Directional and weaklyfocussed

Following the eventsin relevant fields oftechnology

Assigned acquisitionof detailed technologyinformation

Directional and stronglyfocussed

Scanning, Monitoring and Scouting:

The acquisition of information as a part of the process of technology forecasting consistsof the steps scanning, monitoring and scouting.

It is not enough only to watch well known developments closely (monitoring) if a comnpany does not want to be surprised by sudden technological changes. A companyalso has to search a broad area for technologies without focus (scanning = radar) in order to detect changes, that might only at a second glance be important for them.

On the other hand, technological developments of the highest relevance for thecompany, which might be coming from a well known group of competitors, universities orsuppliers, have to be controlled with a strong focus (scouting).

Redundant information is desirable during this phase! Only the very complete and sometimes multiple sweeping of the search area is able to guarantee that no „whitespots“ will stay undiscovered.




Prediction methods of Technology Forecasting

quantitativemethods

explorativemethods

normativemethods

Type of methods methodsexplanation

The prediction of possible alternative developmentsof technologies can be achieved by procedures of creativity techniques, complete structuring of theproblem and enumeration and / or through systematicanalogies

The prognosis of probable alternative developmentsof technologies extrapolates and combines pasttrends into the future

Quelle: Peiffer 1992

Morphology

horizontal relevance tree

Delphi-Method

Extrapolation of trends

Regression

Life cycle analysis

Input-Output-Models

Scenario technique

Pattern-/ Profile-/ Seer-Method

Profile / Quest

Technology Assessment

The prediction of desired alternative developments of technologies defines the needed technological outputfirst. Then it deducts the conditions under whichpresent technologies will be developing towards thedesired future.

Technology Forecasting:Technology Forecasting uses as well weak as strong signals as its input. The criterion fordistinguishing between weak and strong signals is the informational content of the receptedsignal.The content of information in strong signals is that high, that the type of chance or menace, the scope and the timing of the impact on the company as well as the appropriate reactivestrategies together with their consequences can be guessed.Weak signals are on the other hand carrying such a small content of information that theycan be itnerpreted in different ways and that the decisions that are deducted from themhave a high insecurity.The time between the first reception of a signal and the moment when it has an impact on the company is often that short for strong signals, that the company is unable to reactbefore it is too late. Therefore, the early detection of weak signals plays a very importantrole – time is the most important strategic factor for success ( Ansoff 1980).

A very useful supplement to the identification of weak signals is a problem-related inside-out monitoring with a problem-unrelated outside-in exploration.The problem-related inside-out monitoring searches the technological environmentsystematically for developments and events, that indicate relevant changes to the usagepotential of the technologies that are being used in the strategic business areas or bycompetitors.The problem-unrelated outside-in exploration tries to identify trends in the entiretechnological environment in order to use impulses from technology fields that were so far not relevant to the company and the sector. Such a combined proceeding allows on onehand the full utilization of the existing knowledge and experiences about used technologiesand enables on the other hand the use of entirely new, unexpectedly emergingtechnological innvoations (Wolfrum 1991).






TechnologyPlanning

TechnologyUsage

Corporate strategy

Corporate strategy


Technology strategy

»Technology Push«


»Market Pull«

internaltechnology

competences


market competition







Technology AssessmentProblem

»How can certain technologies contribute to the success of my company?«

– Increasing complexity and number of technologicalalternatives

– Insecurities / discontinuities in the technological environment

TargetsEvaluation of the overall performance potential of (new) technologiesPriorization of technological alternatives regardingimportance and applicability for the company

MethodsLife cycle models and S-curve conceptsPortfolio approachEvaluation approaches from decision theory (eg cost-benefit analysis)

Technology Assessment:

The technology assessment is used for the analysis and priorization of technologies, whichwere in the forecasting identified as possibly relevant for the company. Often alternative technologies are compared using certain criteria that have to be determined in advance.

Typically, Portfolio techniques or cost-benefit analyses are used during this phase. Technology Portfolios are used for the visual, two-dimensional representation of results. With them actions to be suggested for upcoming technology decisions can be deductedand easily communicated.




Lifecycle of a technology

source: Bullinger 1994

Life cycle phases

Uncertainity about technological capabilitiesInvestments in tech. developmentWidth of potential application areasType of requirements for the developmentImpacts on cost / performance relationshipNumber of patents/ typeof patentsEntrance barriers

availability

Level of realization of

competitivepotential

time

Pacemaker technologies

keytechnologies

Basictechnologies

displacedtechnologies

emergence growth maturity seniority

Indicatorshigh

lowunknownscientific

secondary

increasing, conceptpatents

Scientific abilitiesVery limited

medium

maximumlarge

Usage- orientedmaximum

high, productrelated

Human resources

restructuring

low

lowestablished

Usage- orientedmarginal

decreasing, process related

licenses

marktorientiert

very low

negligibledecreasing

Cost oriented

marginal

Know-how

high

Technology Life Cycle:The life cycle model according to Arthur D. Little says that a technology with increasinglevel of realization of the competitive advantages is going through the four phasesemergence, growth, maturity and seniority. Categories of technologies can be assigned to every phase dependent of the level of competitive advantage.

Pacemaker Technologies are Technologies, which probably will have a strong marketposition in the future and will assure high long-term benefits for the participatingcompanies.

Key Technologies, which are already established in the market, give the companies thatemploy them stron competitive advantages.

Basic Technologies are technologies that have been established in the market for a whileand need to be employed by companies in order to hold their market position, withoutoffering them significant advantages

Displaced Technologies are technologies that have almost completely been suppressedby superior substituting technologies



McKinsel S-Curve Concept:

The goal of the S-Curve model is the early identification of technology jumps and thedecision, when a change to a new technology is necessary. Furthermore the size of theexpected R&D budget should be predicted , which corresponds to the phases of thetechnology lifecycle.For this, substitution between technologies is made visible by showing the capabilities (orsome other value like experience or R&D efforts) of different technologies over time in a coordinate system. In most cases a S-shaped line for the capability over time of a technology will become visible, which shows that every technology eventually reaches a physical barrier for ist capabilities.The s-shaped line can be separated into three phases:Phase 1 (emergence) includes the selection of business areas and the deduction of normative strategies.Phase 2 (maximum growth) is characterized by a rising rate of innovation and of R&D efforts that are needed to access marketsPhase 3 (maturity) consolidates the market position with sinking innovation rate and R&D budget

If Technologies that are substituting at some time are depicted in the chart with their S-curve,Technology jumps from A to B can be identified. This means for example that technology A is already in ist mature phase and that further R&D investments cannot increase ist capabilities significantly and only lead to a very short-term competitive advantage. Technology B on the other hand offers a large potential for growth and is therefore verysuitable for technology jumps for the enterprise.


McKinsey‘s S-Curve-Concept

accumulated R&D effort

Perf

orm

ance

of t

hete

chno

logy

mature technology

A

physical barrier for the old technology

B

physical barrier for the new technology

substituting technology

Que

lle: v

gl. K

ruba

sik

1982




Bet Draw

Cash-in Fold

Importance of the technology

relative technology position

R&D spending

Number ofpatents workforce

Creation of value

Changerate

marketattractivity

Bet

Draw

Cash-in

Fold

F&E effort

OptimalArea

Portfolio technique by Booz, Allen & Hamilton

source: vgl. Servatius 1985

Recommended Action*:*Wording in analogy to Poker game

Portfolio technique by Booz, Allen & Hamilton:

In the Portfolio Technique by BA&H technology investments are linked to the corporatestrategy. Relevant technologies for each business area are listed and sorted into theportfolio. The goal is to find out priorities for investments based on the technologicalsituation in the business area.

The analysis is being done in 4 steps:

1. Estimation of the technological basic postition

2. Development of a technology portfolio

3. Integration of technology- and corporate strategy

4. Deduction of priorities for technology-investments




marketattractivity

technologyattractivity

BC

Atechnologypriority

market-priority

D

Portfolio technique by McKinsey

Recommended Action:A Defensive usage of R&DB Aggressive usage of R&DC/D Selective usage of R&D

source: Wolfrum 1991

relative market position rel. technology position

Portfolio Technique by McKinsey:

The strategic decisions are dealing with setting accents for the long term R&D in dependance of the sorrounding conditions, that a company or part of a company has to deal with. For this, long term prognoses are needed and technology portfolios have to be conceived. Portfolios are two dimensional Charts that show a variable that isinfluenced by the company on one and a variable the is influenced by the company‘senvironment on the other axis.

The Portfolio Variant developed by McKinsey tries to depict the grade of therealization of potentials of products and production processes quantitatively. This isbased on the S-curve concept, according to which the capabilities of a technical systemare progressively rising towards a determined level comparable to a logistic growth curve. The comparison and combination of technology and market portfolio into onesingle integrated portfolio allows the analysis of technology-strategic considerations.

The proceeding for development of the technology portfolio is separated into four steps:

1. Identification of important technologies

2. Classification of technologies into the technology portfolio

3. Classification of business areas into the market portfolio

4. Combination into an integrated portfolio and deduction of R&D-needs




Technology life cycleR

elat

ive

Tech

nolo

gy p

ositi

onAcqui-sition

Ratio-nalisation

With-drawal

Ratio-nalisation

Coope-ration

presence Leader-ship

focussing

Pre-sence

acquisition

rationalisation

cooper-ation

Focus-sing

Leader-ship

weak favorable strong

wea

kfa

vora

ble

stro

ng

Technology postition

Com

petit

ive

posi

tion

weak favorable strong

wea

kfa

vora

ble

stro

ng

Technology position

Com

petit

ive

post

ition

Technology portfolio according to Arthur D. Little

wea

kfa

vora

ble

stro

ng

emergence growth maturity

The diameter of thecircle represents thesize of R&D investmentsin technologies

increasingR&D risk

source: Wolfrum 1991

Portfolio technique according to Arthur D. Little:

The goal of the portfolio technique according to ADL is to deduct technology strategies, while taking into account that technology and business cycles are not running congruently. An analysis of technology and business positions of the strategic business areas and of the progression of the technologies‘ and business areas‘ lifecycles is used as basis for thedecision between technology-strategic options.




Select

Invest

Disinvest

high

medium

low

low medium high

Resource strength

Strength of know-howFinancial strength

Bild 18

Technology portfolio according to Pfeiffer

Attractivity of the technology

Relevance of theneed for the technology

Relevance of technology potential

source: Pfeiffer 1987

Technology portfolio according to Pfeiffer:

This techniques takes as well the emergence cycle which is situated prior to the marketcycle as the monitoring cycle into account for the process of strategic analysis over the twodimensions attractivity of technologies and strength of resources. This is based on theassumption that, with a tendency towards expanding emergence cycles and in themeantime contracting market cycles, the innovator can always abtain a signifcantly highermarket share than the imitator. Therefore it is recommended to invest early into relevant technologies and to follow a pioneering strategy.






TechnologyPlanning

TechnologyUsage

Corporate strategy

Corporate strategy


Technology strategy

»Technology Push«


»Market Pull«

internaltechnology

competences


market competition







Technology PlanningProblem

»When and with which technology do we want to make / equip our products?«

GoalsCoordination of future products and adecquatetechnologiesDetermination of core technologies (core competences)Deduction of need for technologiesMake-or-Buy Decisions

Proceeding and MethodsRoadmappingTechnology Calendar

Technology Planning:

Technology Planning determines which technologies will be used at what time for themaking or the equipment of future product generations and how these technologies can beacquired.




Method of technology calendar

Quelle: vgl. Schmitz 1996

TEC

HN

OLO

GY

PRO

DU

CT

ABC B2

DD2D1

IA

2007 2008

IID

2006

Products / ComponentsProduct- und Productiontechnologies

Products and product

components of the company

Time-relatedcoordination as main element

Requiredproduct and

processtechnologiesand neededdevelopment

Assignment of productsand technologies

6-phased proceedingmodel

– Analysis of the situation– Product analysis– Search for alternatives– Creation and reduction

of variations– Assessment and

determination of strategies

– Activity program

BC

time

Technology calendar:An example technology calendar is shown to the right. It consists of two roadmaps: Theproduct or product component roadmap on the top and the technology roadmap at thebottom. The timing-related interdependences between products and technologies becomevisible by a combined presentation of both roadmaps.




Practical Usage of the Technology Calendar: factors for successPreparation

Early clarification of goals and purpose of usage

Acquisition of dataMost difficult and work-intensive phaseInternal and external sources have to be used

Criteria for assessmentCannot be definde universally, but have to be specified separatelyfor each company

CommunicationClarify early what will be done with the results, who receivesaccess, how information will be disseminated to whom> 50% of the required content is available internally

Basis for the decision80/20 rule: It is impossible to take everything into accountThe economic risks can be reduced, but not eliminated

Factors for success when using the Technology Calendar:This slide shows factors for success, which have in practical usage proven to be central to the successful usage of the Technology Calendar.

Explanation of the 80/20 rule: This rule states that 80% of all results can be produced with20% of the overall effort, while the last 20% of results require a relatively high effort of 80%.Therefore it is not efficient to pursuit the perfect solution, but the focus should according to the 80/20 rule be on „good enough“ results.




Possible sources for the acquisition of technologiesOwn research and development

Cooperations / joint development teams

Technology networks

Joint Ventures

Subcontracting of research and development tasks

licensing

Buying technology (patents etc.)

Acquisition of companies in possession of technologies

Acquisition of experts

Internal sources of technologies(»Make«)

External sourcesof technologies (»Buy«)

Hybrid sourcesof technologies

Quelle: vgl. Koruna 1998

Sources for technologies:

Technology sources can be classified into two basic categories:

Internal sources for technologies are a company‘s own research and development, fromwhich technologies can emerge.

External sources for technologies are knowledge carriers external to companies likecompetitors, technology experts or universities which can be subcontracted for R&D orbound to the company with lasting relationships.

A mixture of both are hybrid sources – technologies are developed in cooperation withexternal knowledge carriers.




Deduction of the acquisition plan and selection of sources of technologyMake-or-buy decisions respecting

Technical and economic chances and risks

Efforts and timing aspects

Existing competences and goals

»Make«Decision mostly in case of…

Technical feasibility of the development

Willingness to take high risks

Company internal competence regarding thefield of technology

High competitive relevance of the technology

Corporate goal to be a technology leader

»Buy«Decision mostly in case of…

Low Willingness to take risks

Missing capacities

Missing competences regarding the field of technology

Low competitive relevance of the technology

Corporate goal to be present in thetechnology area

source: vgl. Koruna 1998, Brodbeck 1999

Make or Buy:

The decision to make means that internal sources for technologies will be used.

The decision to buy means that external sources will be used.






TechnologyPlanning

TechnologyUsage

Corporate strategy

Corporate strategy


Technology strategy

»Technology Push«


»Market Pull«

internaltechnology

competences


market competition







Possibilities for internal and external Technology UsageUsage in products and processes

Using synergies with other technologies

Protecting technologies by adequate protective measure

Licensing to companies from other sectors or selectedcompetitors

Licensing to set industry standards (eg JVC: licensing of production licenses for VHS video)

Spin-off companies

Selling technologies

Internal TechnologyUsage (»Keep«)

External TechnologyUsage(»Sell«)

source: Brodbeck 1999

Technology Usage:

Technologies can be used internally and/or externally.

Decisions about the usage of technologies are aiming at the optimal usage of theoreticalcapabilities of technologies.

In doing so the benefit of a technology can be maximised by giving up the right for an exclusive usage in order to achieve a broader dissemination of the technology. A typicalexample for this is JVC‘s agressive licensing of their VHS video technology in the eightieswhich aimed at suppressing the technically superior video standard Video 2000.




Exklusive Technology Usage will be endangered by theft of Know-how and pirate products

picture: Werner Fischdick picture: Shaw 2005

Aircraft components

Partnair Flight 394, Oslo -Hamburg: Crash after losingtail unit

cause: fake screws and sleeves

55 deaths in crash

Bankruptcy of airline(Partnair)

Machinery and industrialequipment manufacturing

Flow International: Leadingthe world market in water-jetcutting technology

Estimated losses caused byproduct and brand pirating: 10-15% of revenue

Pharmaceutical Industry

Novartis: fake pills made of boric acid, floor wax and yellow paint for highwaymarkings

Fake malaria pills in Africa

3.000 death victims

picture: Flow International

Consequneces of product piracy:

Affected companies have to deal with losses of revenue and return (dropping prices, lossof market shares) and damages to their image (company/brand). Furthermore lawsuits forfailing products or product components that are imitations can be dangerous to thecompany because it is in the case of failure the company‘s duty to prove that a product was an imitation.

For the whole society and economy the consequences as well as for companies and individuals can for example be deaths (pharmaceutical industry, airplane crash) orcompany bankruptcies.




In addition to the well known legal measures numerous otherprotective measures for technologies exist

Legal Measures

Strategic Measures

ComplementaryCompetences

TechnologyKnow-how

Imitation Barriers

Strategic measuresLead TimeCompetitor OutpacingParallel Market EntranceRelease ManagementContingenting

ComplementaryCompetences

Extended ServiceOperator modelsIntegration of valuecreating stepsselling product bundles

Imitation BarriersEnclosure of know-how:

- Microchip-coding- Selfdestructive

mechanismsComplexity of productTechnology basedfinancial barrierrs:

- Manufacturingprocesses with high financial expense

Nondisclosure:- „Chinese Walls“ in the

development- „Dumb“ suppliers

Four pillars of technology know-how protection:1) Strategic measures: competitive and market strategic measures

2) Imitation barriers: technologic measure which inhibit the imitation of products or criticalparts

3) Complementary Consequences: Extension of the value creation chain with hard to imitate or cost-intensive areas (operator models, extended service, integration of central suppliers…)

4) Legal measures: patents, utility patents, design patents, brands

Explanation of terms:

Lead Time: time advantage until first emergence of competitive products

Release Management: periodical market introduction of new products (especially withincremental innovations)

Competitor Outpacing: perfecting lead time and release management with the goal to avoid parallel market phases with imitators

Chinese Walls: Strict division of information between different areas




Example: De-StandardisationUsage of non-standard parts

E.g.: Usage of bearings in tooling machines that are notavailable from catalogue

High tech, complex bearings(Technological Barrier)Need for specialized lubricants, which are soldexclusivelyA product pirate cannot build or buy the bearings

Bearings with non-standard sizeA product pirate will buy bearings from the catalogueand mount them with a slight slacknessSmall exactitude of the guiding, wearout, failure of the product!

Catalogue productNon standard

Notizen:



Bibliography

Cited Literature:BIND96 Binder, V.; Kantowsky, J.: Technologiepotentiale – Neuausrichtung der Gestaltungsfelder

des Strategischen Technologiemanagement. Wiesbaden: DUV, 1996.

EVER96 Eversheim, W. / Schuh, G.: Betriebshütte – Produktion und Management. Springer- Verlag. Berlin, Heidelberg, New York. ISBN 3-540-59360- 8. 1996

BROC94 Brockhoff, K.: Forschung und Entwicklung. Oldenbourg Verlag. München. ISBN 3-519-06367-0. 1994

PORT97 Porter, M.: Wettbewerbsstrategie (Competitive Strategy). Campus Verla. Frankfurt a.M., New York. ISBN 3-593-33266-3. 1997

WOLF95 Wolfrum, B.: Alternative Technologiestrategien. in: Zahn, E. (Hrsg.): Handbuch des Technologie-Managements. Schäffer-Poeschel. Stuttgart. 1995

GERP05 Gerpott, T.: Strategisches Technologie- und Innovationsmanagement. Schäffer-Poeschel. Stuttgart. 2005

LICHT03 Lichtenthaler, E.: Technology Intelligence – Improving Technological Decision-Making. in: Tschirky, H.; Jung, H.-H.; Savioz, P. (Hrsg.): Technology and Innovation Management on themove. Orell Füssli Verlag AG. Zürich. 2003

PORT86 Porter, M.: Wettbewerbsvorteile: Spitzenleistungen erreichen und behaupten. Campus Verlag. Frankfurt a.M. 1986

ASHT97 Ashton, W.B.; Klavans, R.A.: Keeping Abreast of Science and Technology: TechnicalIntelligence for Business. in: Columbus, OH: Battelle Press. 1997

KELL97 Keller, G.: Erstellung eines Informationsquellenmix zur Beschaffung von strategischen Informationen für die Technologiefrühaufklärung. Projektarbeit ETH Zürich. 1997

PEIFF 92 Peiffer, S.: Technologie-Frühaufklärung. Steuer- und Wirtschaftsverlag. Hamburg. 1992

BULL94 Bullinger, H.-J.: Einführung in das Technologiemanagement. B.G. Teubner. Stuttgart.1994

EVER02 Eversheim, W.: Innovationsmanagement für technische Produkte, Berlin: Springer. 2002

SERV85 Servatius, H.-G.: Methodik des strategischen Technologie-Managements. 2. Aufl., Berlin: Schmidt, 1985

WOLF91 Wolfrum, B.: Strategisches Technologiemanagement. Gabler Verlag. Wiesbaden. 1991

PFEI87 Pfeiffer, W.: Technologie-Portfolio zum Management strategischer Zukunftsgeschäftsfelder. Vandenhoeck & Ruprecht. Göttingen. 1987

SCHT96 Schmitz, W.: Methodik zur strategischen Planung von Fertigungstechnologien – Ein Beitrag zur Identifizierung Innovationspotentialen. Diss. RWTH Aachen, 1996

KORU98 Koruna, S.M.: Externe Technologie-Akquisition. in: Tschirky, H.; Koruna, S. (Hrsg.): Technologiemanagement. Orell Füssli Verlag. Zürich. 1998

BROD99 Brodbeck, H.: Strategische Entscheidungen im Technologiemanagement. Orell Füssli Verlag. Zürich. 1999



Literature of further interest:BOOZ91 Booz, Allen & Hamilton (Hrsg.): Integriertes Technologie und Innovationsmanagement. E.

Schmidt Verlag. Berlin. 1991

BULL99a Bullinger, H.-J. et al.: Innovations- und Technologiemanagement. In: Eversheim, W.; Schuh, G.: Betriebshütte. Produktion und Management. Berlin: Springer, 1999.

BULL99b Bullinger, H.-J. et al.: Forschungs- und Entwicklungsmanagement. In: Eversheim, W.;Schuh, G.: Betriebshütte. Produktion und Management. Berlin: Springer, 1999.

MÜLL01 Müller-Stewens, G.; Lechner, C.: Strategisches Management. Wie strategische Initiativen zum Wandel führen. Stuttgart: Schäffer-Poeschel, 2001.

PFEI90 Pfeiffer, W.; Weiss, E. (Hrsg.): Technologie-Management: Philosophie, Methodik, rfahrungen. (Reihe: Innovative Unternehmensführung; Band 17). Göttingen: Vandenhoeck & Ruprecht, 1990.

SPEC02 Specht, D.; Möhrle, M. (Hrsg.): Gabler Lexikon: Technologie-Management. Management von Innovationen und neuen Technologien im Unternehmen. Wiesbaden: Gabler, 2002.

SPUR98 Spur, G.: Technologie und Management. Zum Selbstverständnis der Technikwissenschaft. München: Hanser, 1998.

WOLF94 Wolfrum, B.: Strategisches Technologiemanagement. 2. Aufl., Wiesbaden: Gabler, 1994.

ZAHN95 Zahn, E.: Handbuch Technologiemanagement. Stuttgart: Schäffer-Poeschel, 1995.

ANSO80 Ansoff, H. I.: Strategic Issue management. Strategic Management J. 1. S. 131-148 1980

MUEL93 Mueller-Stewens, G.; Krystek, U.: Frühaufklärung für Unternehmens. Stuttgart: Schaeffer-Poeschel. 1993

PEIF92 Peiffer, S.: Technologie-Frühaufklärung. Hamburg: S+W Steuer- und Wirtschaftsverlag 1992

VDI 92 VDI Technologiezentrum (Hrsg.): Technologiefrühaufklärung. Stuttgart: Schaeffer-Poeschel1992

FORD81 Ford, D./Ryan, C.: Taking Technology to Market, in: Harvard Business Review, 2, S. 117-126, 1981.

PFEI82 Pfeiffer, W./ Metze, G./ Schneider, W./ Amler, R.: Technologie-Portfolio zum Management strategischer Zukunftsgeschäftsfelder. Göttingen: Vandenhoeck & Ruprecht, 1982.

HEIT00 Heitzsch, J.-U.: Multidimensionale Bewertung alternativer Produktionstechniken. Ein Beitrag zur technischen Investitionsplanung. Diss. RWTH Aachen, 2000.

SCHT96 Schmitz, W.: Methodik zur strategischen Planung von Fertigungstechnologien – Ein Beitrag zur Identifizierung Innovationspotentialen. Diss. RWTH Aachen, 1996

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Production Management I - wzl.rwth-aachen.de Management (Prof. Schuh) ... – Definition of Technology and Technique ... - Scanning - Monitoring - Scouting