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.

Beyond niche thinking: Market selection in science-based ventures

Matching a new technology to an appropriate market is a major challenge for new technology-based firms (NTBF). Such firms are often advised to target niche-markets where the firms and their technologies can establish themselves relatively free of incumbent competition. However, technologies are diverse in nature and do not benefit from identical strategies. In contrast to many Information and Communication Technology (ICT) innovations which build on an established knowledge base for fairly specific applications, technologies based on emerging science are often generic and so have a number of markets and applications open to them, each carrying considerable technological and market uncertainty. Each of these potential markets is part of a complex and evolving ecosystem from which the venture may have to access significant complementary assets in order to create and sustain commercial value. Based on dataset and case study research on UK advanced material university spin-outs (USO), we find that, contrary to conventional wisdom, the more commercially successful ventures were targeting mainstream markets by working closely with large, established competitors during early development. While niche markets promise protection from incumbent firms, science-based innovations, such as new materials, often require the presence, and participation, of established companies in order to create value. © 2012 IEEE.