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SBI’s Hands-on Training WorkshopsBased on a New R&BD Framework
Prepared by:Dr. Chulho ParkVice President
[email protected] Business Insights
January 2015
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SBI’s R&BD Framework
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Value Creation through Technology Innovation—Research and Business Development
Identify the right research (or
product) needs
“Value Discovery”
Develop the technology (or product) right
“Value Development”
“Value Creation”
Customer Value(Satisfaction)
Company Value(Profit, Growth)
Deliver to the right customer with the
right ways
“Value Delivery”
Creation and delivery of new customer value in the marketplace
with a sustainable business modelfor the enterprise producing it
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Innovation and Opportunity Discovery Will Be the Critical Components in a New R&BD Paradigm
Infrastructure: Organization, Resource, Processes
Analysis of External Drivers and Dynamics
CommercializationManagement
IP AssetManagement
Technology (R&D)Management
CompanyBusiness
Visionand
Strategy
Innovative Opportunity Discovery
Low Cost Innovation
NewBusinesses
and/orProducts
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SBI’s R&BD Framework
Knowledge of External Drivers and Dynamics
Infrastructure: Organization, Resources, Processes
Technology Planning
R&D Project Management
Business Vision and Strategy
• Benchmarking
• Scenarios
• Market Research
• Competitive Analysis
Technology Portfolio Planning
Project Portfolio Selection
Budgeting and Resource Allocation
Project Initiation
Project Execution
Project Management
• Management Diagnostic
• Structure and Teaming
• HR Management
• IT & Knowledge Management
• Cycle-Time Management
• External Network Management
Idea
tion
Technology AcquisitionStrategy
Project Closeout
• SWOT Analysis
• Technology Intelligence
Knowledge of External Drivers and Dynamics
Infrastructure: Organization, Resources, Processes
• Benchmarking
• Scenarios
• Market Research
• Competitive Analysis
• Management Diagnostic
• Structure and Teaming
• Profit Sharing Model
• Business Plan and Model
• Venture Financing
• External Expert Management
• SWOT Analysis
• Technology Intelligence
Intellectual Property Management
Value Creation and Management
TechnologyValuation
IP Portfolio Planning
Budgeting & Resource Allocation
TechnologyLicensing
VentureCreation
Sell, M&A,JV, Alliance
Idea
tion
Technology CommercialznStrategy
InternalUse
Return onInvestment
Technology and Intellectual Property
Creating IP Assets Turning IP Assets into Value
Technology Management Commercialization ManagementIP Management
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SBI’s Training Workshops
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SBI’s Training Approach To create and foster innovative R&BD culture and open innovation,
SBI has developed proven, practical framework and methodologies, and standardized the processes and I/O formats, and transfer those processes to its clients through training workshops.
SBI hosts a customized training course (typically one day to two weeks) at its world headquarters in Menlo Park, California, or a client’s site for approximately 15 - 40 executives and managers at a time. The curriculum, based on SBI’s proven approaches, includes the key elements of SBI’s R&BD Framework.
SBI course facilitators, experienced in technology management and commercialization, use a combination of lectures, case studies, and breakout groups during the course.
To address a client’s specific needs, SBI develops and conducts customized executive training courses based on its R&BD framework. Trainees will learn through participating hands-on real case exercises.
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Customized Training Workshops and Seminars Based on a New R&BD Paradigm
Infrastructure: Organization, Resource, Processes
Analysis of External Drivers and Dynamics
CommercializationManagement
IP AssetManagement
Technology (R&D)Management
CompanyBusiness
Visionand
Strategy
Innovative Opportunity Discovery
Low Cost Innovation
NewBusinesses
and/orProducts
TI Seminar
TM Seminar TC Seminar
Biz ODP WorkshopR&D ODP Workshop
Scenario Workshop
TM&C Seminar
TRM Workshop SRM Workshop
KM Seminar
Scan Seminar
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Major Themes for Training Workshops — 1
Development of Technology Roadmaps Steps of Technology Roadmapping Process Hands-on Real Case Exercise
TechnologyRoadmapping
Process
External Analysis and Scenario Development Steps of Scenario Planning Process Hands-on Real Case Exercise
ScenarioPlanningProcess
R&D Management Integrated Strategic Planning Process Benchmark and Case Studies
Technology Management
Tools and Processes
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Major Themes for Training Workshops — 2
Development of Strategic Roadmaps Steps of Strategic Roadmapping Process Hands-on Real Case Exercise
Strategic OpportunityRoadmapping
Process
Identifying and Validating Innovative Ideas Steps of Opportunity Discovery Process Hands-on Real Case Exercise
OpportunityDiscoveryProcess
Commercialization Management Commercialization Strategies Benchmark and Case Studies
Technology Commercialization
Tools and Processes
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Major Themes for Training Workshops — 3
Identifying Opportunities Based on Scan Process Scan and Opportunity Discovery Processes Hands-on Real Case Exercise
ScanWorkshop
Creating & Fostering Innovative Culture Overview of Innovation Management Benchmark, Case Studies, and Exercise
InnovationManagement
Workshop
Technology and Business Intelligence Overview of Intelligence Processes Benchmark and Case Studies
Technology Intelligence
Tools and Processes
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Typical Structure of a Training Workshop
For Each Step of the SBI’s Process (Lecture) Overview of Innovation Management Case Example of the Step
Exercise
For Each of the Training Workshops Overview of the SBI’s Workshop & Process Benchmark and Case Studies
Lecture
Hands-on Case Exercise of Each Step Conduct Exercise (by Group) Present the Results
Note:1) A training workshop typically takes 1 to 3 days to complete.2) Typical size of training workshop is 15 to 30 people (3 – 5 groups).
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Benefits of a Training ProgramParticipants learn to apply best-practice tools and processes. Sharing common tools and processes within a company or companies will: Expedite communication and collaboration among researchers and
technicians of multiple R&D teams and divisions within corporate R&D organizations
Expedite communication and collaboration among its multiple functions from planning, to new business development, to R&D
Improve efficiency, and reduce costs by institutionalizing and standardizing methodologies, processes and input-output formats for technology management and commercialization
Assist in focusing big, multidisciplinary research and business development ideas
Focus on strategically important, innovative, and high-impact business and/or research opportunities, and turn them into commercial successes
Create and foster innovative R&BD culture through hands-on real case exercise with collaborative teamwork and innovative approach.
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SBI’s Opportunity DiscoveryTraining Workshop
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Opportunity Discovery ProcessOpportunity
Profile
Trends, SWOT
Idea
Resurrection
New Challenge
Refinement
Concept
Refinement
New Challenge
OpportunityDiscovery
EngineInternal and External Sources
R&BD
R&BD
“Failure” Mode
Customer Value
Creation
Customer Value
Creation
Validation
Validation
Concept
Opportunity DiscoveryWorkshop
OpportunityValue
Proposition
OpportunityRoadmap
OpportunityWorkbook
OpportunityWorkbook
OpportunityDiscovery Workshop
OpportunityValue
Proposition
OpportunityProfile
OpportunityRoadmap
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Analysis of Driving Forces and Trends Will Help Identify Needs for Innovation
Competitive BusinessEnvironments
Social/EnvironmentalChanges
Disruptive Science& Technologies
External Driving Forces
BusinessOpportunities
Product/ServiceOpportunities
R&DOpportunities
Outcome of Opportunity Discovery Workshop
Business & Technology• Strategy• Capability• Resource
InternalOpportunity Discovery
• Decision-Focus• Goals• Scope
Internal
Brainstorming WorkshopTechnology-Driven
OpportunitiesCustomer-Driven
Opportunities
OptionalInput
Product/ServiceNeeds
CustomerNeeds
TechnologyNeeds
Research & DevelopmentNeeds
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Opportunity Value PropositionA simple “NABC” approach can be used for profiling, communication,
validation, and promotion of an opportunity
ImportantNeeds
UniqueApproach
CustomerBenefits
DynamicCompetition
Next Steps,Action Plan
Customer needs, market and product needs, or
technical needs
Compelling and unique technical and/or business
approach
Competitive advantages and disadvantages to
technology/market leaders
Current status and issues, and next step or action plan
Customer benefits and company/R&D benefits
Source: SRI, SBI
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Description Brief description of an opportunity Strategic objectives and goals Time and resource constraints
Key Items Addressed in an Opportunity Profile
Needs Customer (new or unmet) needs Product or service needs Technology needs or push/drivers
Competition Competitors with strengths/weaknesses Compelling competitive advantages Technology gaps, sustainability
Next Steps The current status (IP, R&BD stage) Next step to do Resource requirement, or commitment
Approach The current leaders’ approaches Compelling technical/business approach Modus operandi
Benefits Customer benefits Company benefits Synergy, side effects/benefits
1
65
3 4
2
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Step 1: Prepare a workbook for Opportunity Discovery workshop
Step 7: Refine the selected opportunities and specify next steps
Step 2: Discuss industry trends and issues, and the company’s business/R&D strategy and capabilities
Step 3: Identify new business and/or research opportunities
Step 4: Segregate the opportunities into clusters
Step 5: Develop evaluation criteria and assess their relative importance
Step 6: Evaluate and select the best refined opportunities using the selection criteria
SBI’s ODP Process
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Day-1 Agenda Identifying and Incubating Innovation Opportunities in a New R&BD
Paradigm Overview of SBI’s Opportunity Discovery Process (ODP) Case Studies of ODP Process (Step-1) Discussion of a Hands-on Case Exercise (Step-2) External Analysis: Meta Trends, Emerging Trends, and Key
Uncertainties Exercise: External Analysis (Step-3) Overview of Ideation Methodologies Exercise: Identifying Opportunities
Sample
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Day-2 Agenda (Step-4) Organizing and Refining Opportunities Exercise: Organizing and Refining Opportunities (Steps-5 & 6) Evaluation of Opportunities Exercise: Evaluation of Opportunities (Step 7) Development of Opportunity Profiles Exercise: Development of Opportunity Profiles Exercise: Present & Evaluate the Opportunity Profiles
Sample
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Day-3 Agenda (Optional) Communicating & Selling Opportunities (Opportunity Pitch) Exercise: Development of an Opportunity Pitch Exercise: Present & Evaluate the Opportunity Pitches Development of Strategic Opportunity Roadmaps (Exercise: Need a separate training workshop for roadmapping) Wrap-up of the Training Workshop Including Q&A
Sample
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SBI’s Strategic RoadmappingTraining Workshop
(Can be linked to an ODP workshop)
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Technology Strategy Profile Based on Opportunity Profile
To develop an opportunity-driven strategic technology roadmap, a technology (strategy) profile will be developed based on the
opportunity profile as the first of the TRM process
Description Need Approach Benefit Competition Next steps
Technology Options Best Technology Acquisition Strategy Milestones Product/Service
Roadmaps Key Success Factors
Opportunity Profile Technology Profile
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Tech
nolo
gy S
trat
egy
Prof
ileOpportunity Roadmap (for Innovation Leader)
Technology Requirements
Products/ Services &Key Success Factors
Products/ Services 1
A B C
Products/ Services 2Products/Services 1
A B C
Key Success Factors1. .…….2. ……..3. ….
Necessary Techs1. .…..2. .…..3. .….
Opportunity Roadmap
Products/Services
Key SuccessFactors
Technology
Now By 2010 By 2013
A B C
A B C
1 2 3 4 ?
Market Signpost
Tech Signpost
This way
This way
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Opportunity Roadmap (for Fast Follower)
Technology Requirements
Products/ Services &Key Success Factors
Products/ Services 1
A B C
Products/ Services 2Products/Services 1
A B C
Key Success Factors1. .…….2. ……..3. ….
Necessary Techs1. .…..2. .…..3. .….
Industry Level Roadmap
Products/Services
Key SuccessFactors
Technology
Now By 2010 By 2013
A B C
A B C
1 2 3 4 ?
Company Path (in Blue)
Products/Services
Key SuccessFactors
Technology
Now BY 2010 By 2013
A B C
A B C
1 2 3 4 ?
Market Signpost
Tech Signpost
This way
This way
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Strategic Technology Roadmapping Process
Step 2: Develop technology acquisition strategy
Step 7: Develop strategic implications and next steps
Step 1: Identify technology options and select the best option for the opportunity
Step 3: Determine milestones for each of the core technologies
Step 4: Determine target products and/or services to develop
Step 5: Identify key success factors for the products and/or services
Step 6: Develop strategic product-technology roadmaps
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Day-1 Agenda Overview of Technology Roadmapping Processes Overview of SBI’s Strategic Technology Roadmapping Process Case Studies of Strategic TRM Process (Step-0) Discussion of a Hands-on Case Exercise (Or from ODP
Training Workshop) (Step-1) Exercise: Identify Business Needs and Technology Options
to Satisfy the Identified Needs (Step-2) Exercise: Develop Technology Acquisition Strategies (Step-3) Exercise: Determine Milestones for Core Technologies
Sample
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Day-2 Agenda Exercise: Present & Evaluate the Results of Steps 1, 2, and 3 (Step-4) Exercise: Identify and Determine Products / Services to
Develop (Step-5) Exercise: Identify Key Success Factors for the Products /
Services (Step-6 & 7) Exercise: Develop Strategic Roadmaps and
Implications Exercise: Present & Evaluate the Strategic Roadmaps and
Implications (Optional Exercise) Update the opportunity profile and its strategic
roadmaps and present the results Wrap-up of the Training Workshop Including Q&A
Sample
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SBI’s Training Experience with Asian Clients
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Why Asian R&D Institutes Need New R&BD Processes and Systems?
Standardize technology management processes and formats Generate innovative research or application development ideas Encourage multidisciplinary research and business development Expedite new product development (reduce time to market) Improve R&D efficiency and effectiveness Improve linkage of R&D to business development Improve communication among R&D organizations, planning, and
business units Align corporate vision/business strategy to technology strategy
and technology portfolio Establish new R&D mission and vision and realign R&D programs
and projects to the new R&D vision Create and incubate technology venture start-ups
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Case: Technology Roadmapping Process for Samsung Advanced Institute of Technology
Samsung Advanced Institute of Technology (SAIT) developed more than 40 technology roadmaps a year. Each of those roadmaps was developed by key R&D staff of each of its R&D programs using different processes and formats. Although they had communication with their R&D sponsors, Samsung’s business units, there were little collaboration and coordination among its R&D staff in different R&D programs at SAIT. SAIT’s CTO office wanted to standardize its technology planning and roadmapping process and format. SAIT also wanted to train its CTO staff to become masters of new SAIT’s technology roadmapping process, so they could assist its R&D staff to develop their technology roadmaps. Ultimate goal of SAIT was to establish its own technology roadmap program in SAIT like the 6-Sigma Program.
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Case: Opportunity Discovery Process for LG Chem
LG Chem wanted to identify new research topics for its display R&D program in display material areas, especially advanced materials for LCD and PDP applications. LG Chem was not sure what would be the next-generation flat panel displays. In LG Group, LG Display involves in LCD panel and CRT businesses, and LG Electronics involves PDP panel business as well as consumer electronic devices such as TV, PC, Notebook PC, and cellular phones. LG Chem wanted new research topics of advanced display materials that should be aligned to both LG Display and LGE flat panel display R&D strategies. To do this, LG Chem R&D decided to work together with both LG Display’s R&D and LGE’s R&D teams. They needed a common language and process to identify research topics and to share and communicate those ideas each other.
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Case: Technology Commercialization Management and Processes for ETRI and ITRIElectronics and Telecommunications Research Institute (ETRI) of Korea wanted to establish a mechanism to commercialize its technologies:
Assess the current status of ETRI’s technology commercialization management Develop a technology commercialization process Design an organization for technology commercialization Develop a business model including fund raising and profit sharing Train key staff a new technology commercialization management process.
Industrial Technology Research Institute (ITRI) of Taiwan asked to improve its infrastructure and processes for technology commercialization management:
Review ITRI’s existing system for IP business, including IP management, licensing, spin-offs, and JVs, and benchmark with other institutes internationally
Conduct a commercialization management diagnostic, identify key issues to improve, and to conduct a benchmark study
Develop an improved IP business system, including changes to ITRI’s organization, processes, performance metrics, and incentive programs.
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SBI’s Experience of R&BD Process/System Transfer to Asian R&D Institutes
Technology Management Diagnostic Technology Management Scenario Planning Opportunity Discovery Process Integrated Technology Planning Technology Roadmapping Technology Commercialization Process Technology Intelligence System Scan Process New Product Concept Development Innovation Management and Value Creation
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SBI’s Typical Process of Technology Management System Implementation
Step–1: Understand a client’s needs, objectives, resources, and issuesStep-2: Conduct a technology management diagnostic to assess the
current status and capabilities, to identify key issues, and to make recommendations to resolve the identified key issues
Step-3: Conduct a benchmark study to identify the gaps of the key issues to technology leaders and to develop a plan to resolve the identified key issues
Step-4: Customize a technology management process/system and develop a draft manual based on the client’s goals and resources, the technology management diagnostic, and the benchmark study
Step-5: Conduct a pilot project as the first step of implementation of the new process/system
Step-6: Revise the manual as needed based on the pilot project resultsStep-7: Train the client’s key staff using the manual and the pilot project
example
