TEchNOLOGy TRaNSFER MODEL - Javna agencija

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4 CHANGE PROCESS Then create a vision statement: • How the organization wants to be perceived in the future – what success looks like • An expression of the desired end state • Challenges everyone to reach for something significant – inspires a compelling future • Provides a long-term focus for the entire organization 4.9 Toolbox for management of conflicts (all steps) In the process of change management the change agents have to deal with a lot of resistance. One of the most effective methods in change management is personal communication. Beside the concept of “hard” and “soft” negotiation, the bestseller authors Fisher and Ury created a third negotiation strategy, which can neither be described as hard nor as soft, but rather as hard and soft. This technique of «principled negotiating» involves resolving conflicts according to their relevance and factual contents rather than in a haggling process. In this case it is necessary to focus on mutual benefits and, if conflicting interests arise, insist on finding a solution based on fair principles, which are independent of the intentions of each of the parties. Figure 5 Tthe Harvard Concept of negotiaotion 4.10 References Balogun, J. / Hope Hailey, V. (2008): Exploring Strategic Change, 3rd ed., Harlow DeWit, B. / Meyer, R. (2004): Strategy, Process, Content, Context, An International Perspective, London, 2004 Gareis, R. (2005): Happy Projects, Manz-Verlag, Wien Lewin, K. (1947): Frontiers in group dynamics, Human Relations, 1, 5-41 Fisher, R. / Ury, W. & Patton, B. (1991): Getting to Yes: Negotiating an agreement without giving in, Century Business, Sydney Kotter, J. (1996): Leading Change, Harvard Business Press Kotter, J. (2002): The Heart of Change, Harvard Business Press Maslow, A.H. (1943): A theory of human motivation, Psychological Review, Vol. 50(4), 370-396 Porter, M. (1990): The Competitive Advantage of Nations, Free Press, New York Shell 2009: www.shell.com/scenarios 4.11 Useful Websites und Links http://changingminds.org/disciplines/change_management/change_management.htm http://www.change-management.com/ http://www.change-management-toolbook.com/ www.at.capgemini.com 53
KNOWLEDGE FOR BUSINESS IN BORDER REGIONS 5 Module 5: Technology Management Dr. Stefan Vorbach 5.1 Learning objectives of the module Module 5 deals with technology management and in particular with the technology management process. In doing so, its aim is to provide a deeper understanding of basic theories in a) technological dynamics, b) technology assessment, c) technology foresight, d) technology related decisions and e) technology marketing. Aside from presenting theoretical concepts, methods and instruments with high potential to support technology related decision-making (like the technology roadmap, technology calendar, technology portfolio, Delphi study, scenario analysis, etc.) are also an integrated part of this module. 5.2 Keywords Technology Management, Technological Dynamics, Disruptive Technology, Technology Assessment, Technology Portfolio, Technology Foresight Activities, Technology Roadmap, Technology Calendar, Technology Tree, Technology Radar, Delphi Study, Scenario Analysis, Technological Feasibility, Technology Marketing 5.3 Technology and Technology Management in a nutshell 5.3.1 Technology in the corporate setting The role of technologies in corporate settings is identified best when looking at the whole framework of doing business. Figure 1 illustrates the position of a technology embedded in such a framework by means of a push-pull-model of technology development and provides additional insight into the connectivity of technologies with the business strategy and its decisions. In detail, technology development according to the ‘technology push’ view entails that, based on a company’s certain competences, a specific technology is developed, which again builds the foundation for decisions on both the range of products/services and the markets in which they are disseminated. Vice versa, in a ‘market pull’ situation, the worked on markets build the basis for decisions on products and services to be offered, which furthermore determine which kinds of technologies are to be applied and which competencies are to be developed (see fig. 1). Figure 1: Push-Pull-model of technology development (Source: Bullinger (ed.), 2008) 5.3.2 Tasks in Technology Management Technology management is an essential corporate task to maintain corporate technological competitiveness and basically covers sourcing, storage and exploitation of new technological knowledge. Exploration as well as utilization of such knowledge can take place both internally and externally, whereas internal acquisition is primarily achieved through R&D activities. In short, the main task of technology management is both the development and maintenance of a pursued competitive technological position. In contrast to innovation management which mainly deals with the application of new technologies, technology management also involves activities for strategic maintenance and continuation of the existing technologies (see fig. 2). 54
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