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By European Institute for Technology and Innovation Management

Europe is waking as much as the problem of know-how and innovation. We see european dedication to spend three% of GDP on R&D, yet who's pondering the way to spend? who's puzzling over expertise administration? Does the company Board have the skill to control this spending? should still a few percent of the R&D be spent on enhancing know-how and innovation administration? this can be the place this booklet makes a contribution. It brings jointly the newest perform, learn findings and considering, offered in a fashion that addresses most sensible administration necessities. The target is to safe the commercial way forward for the enterprise, within the context of a sustainable and society. utilizing the guidelines and techniques during this publication, the Board can examine and enhance its personal skill to house the problem of expertise and innovation.

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Extra info for Bringing Technology and Innovation into the Boardroom: Strategy, Innovation and Competences for Business Value

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E. e. 3 years). 15), which represent numerical values referring to increases or decreases of the total company value. It is evident that, through this procedure, the interest of top management in technology strategies and R&D projects is much higher than in financial project data which only express a ‘local view’ from the R&D department. Hugo Tschirky 37 Technology Strategy Current Technologies Make or Buy? New Technologies Keep or Sell? 16 Technology calendar Source: Tschirky, in Tschirky and Koruna: 320 Example 12: technology calendar: documenting interdisciplinary consensus (strategic level) This technology management tool has a high integrative value.

Just as essential is who makes these decisions. This question involves the upper decision-making structures of the company. The far-reaching nature of technology decisions requires that technology expertise be applied to the decision-making process from the outset. The guiding principle for the normative level is the principle of meaningfulness. On the strategic level it is essential that company policy be transposed into comprehensible strategies. Strategies lay emphasis on the selection of those technologies necessary for the development and production of present and future products and services.

8): First, using a suitable matrix, all ongoing R&D-projects are listed according to their starting and completion times. Then for all the projects, individually planned prospective sales contributions are ‘translated’ into percentage values equaling ‘new product sales on sale’ NPOS. Next, the NPOS values are calculated vertically for each year. Comparing these yearly values with the planned innovation rate allows a first estimate of how well the future innovation target will be met. 8, the company is facing a considerable innovation gap over the next few years, quantifiable in terms of percentage of sales.

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