Addressing the cognitive and social influence inhibitors during the ideation stages of technology roadmapping workshops

Technology roadmapping workshops are essentially a social mechanism for exploring, creating, shaping and implementing ideas. The front-end of a roadmapping session is based on brainstorming in order to tap into the group's diverse knowledge. The aim of this idea stimulation activity is to capture and share as many perspectives as possible across the full scope of the area of interest. The premise to such group brainstorming is that the sharing and exchange of ideas leads to cognitive stimulation resulting in a greater overall group idea generation performance in terms of the number, variety and originality of ideas. However, it must be recognized that the ideation stage in a roadmapping workshop is a complex psychosocial phenomenon with underlying cognitive and social processes. Thus, there are downsides to group interactions and these must be addressed in order to fully benefit from the power of a roadmapping workshop. This paper will highlight and discuss the key cognitive and social inhibitors involved. These include: production blocking, evaluation apprehension, free riding/social loafing, low norm setting/matching. Facilitation actions and process adjustments to counter such negative factors will be identified so as to provide a psychosocial basis for improving the running of roadmapping workshops. © 2009 PICMET.

Inserting innovations in-service

Military platforms have exceptionally long lifecycles and given the state of defense budgets there is a significant trend in sustaining the operational capability of legacy platforms for much greater periods than originally designed. In the context of through-life management, one of the key questions is how to manage the flow of technology for platform modernization during the in-service phase of the lifecycle? Inserting technological innovations in-service is achieved through technology insertion processes. Technology insertion is the pre-eminent activity for both maintaining and enhancing the functional capability of a platform especially given the likely changes in future military operations, the pace of change in technology and with the increasing focus on lifecycle cost reduction. This chapter provides an introduction to technology insertion together with an overview of the key issues that practitioners are faced with. As an aid to planning technology insertion projects, a decision-support framework is presented. © 2010 Springer-Verlag Berlin Heidelberg.

A philosophical stance on developing industrially relevant strategic technology management toolkits

When considering the potential uptake and utilization of technology management tools by industry, it must be recognized that companies face the difficult challenges of selecting, adopting and integrating individual tools into a toolkit that must be implemented within their current organizational processes and systems. This situation is compounded by the lack of sound advice on integrating well-founded individual tools into a robust toolkit that has the necessary degree of flexibility such that they can be tailored for application to specific problems faced by individual organizations. As an initial stepping stone to offering a toolkit with empirically proven utility, this paper provides a conceptual foundation to the development of toolkits by outlining an underlying philosophical position based on observations from multiple research and commercial collaborations with industry. This stance is underpinned by a set of operationalized principles that can offer guidance to organizations when deciding upon the appropriate form, functions and features that should be embodied by any potential tool/toolkit. For example, a key objective of any tool is to aid decision-making and a core set of powerful, flexible, scaleable and modular tools should be sufficient to allow users to generate, explore, shape and implement possible solutions across a wide array of strategic issues. From our philosophical stance, the preferred mode of engagement is facilitated workshops with a participatory process that enables multiple perspectives and structures the conversation through visual representations in order to manage the cognitive load in the collaborative environment. The generic form of the tools should be configurable for the given context and utilized in a lightweight manner based on the premise of start small and iterate fast. © 2011 IEEE.

Corporate document mining for technology intelligence: An analysis of needs, utilization and possibilities

This paper focuses on document data, one of the most significant sources for technology intelligence. To help organisations use their knowledge in documents effectively, this research aims to identify what organizations really want from documents and what might be possible to obtain from them. The research involves a literature review, a series of in-depth/on-site interviews and a descriptive analysis of document mining applications. The output of the research includes: a document mining framework; an analysis of the current condition of document mining in technology-based organisations together with their future requirements; and guidelines for introducing document mining into an organisation along with a discussion on the practical issues that are faced by users. Copyright © 2011 Inderscience Enterprises Ltd.

Developing a technology intelligence strategy at kodak european research: Scan & target

OVERVIEW: Kodak European Research (KER) developed a strategy for technology intelligence based on a theoretical model developed by Kerr et al. (2006). KER scouts designed and implemented a four-step approach to identify relevant technologies and research centers across Europe, Africa and the Middle East. The approach provides clear guidance for integrating web searches, scouting trips, networking and interactions with intermediaries. KER's example illustrates how companies can organize themselves to look outside corporate boundaries in search of technologies relevant for their business. The approach may be useful to those in other companies who have been asked to start a technology intelligence activity. © 2010 Industrial Research Institute, Inc.