PART III DOMAINS OF TECHNOLOGY STRATEGY PART III

PART III DOMAINS OF TECHNOLOGY STRATEGY

PART III. DOMAINS OF TECHNOLOGY STRATEGY Ch. 10 Appropriation of Technology Ch. 11 Deployment in New Product Ch. 12 Deployment of Technology in the Value Chain 2 jaryono@hotmail. com 05/11/2020

Ch. 10 Appropriation of Technology jaryono@hotmail. com

Technology Appropriation: Decisions related to what kinds of technologies to acquire and how to acquire them. Keputusan yang berhubungan dengan jenis teknologi apa yang akan dicari, dan bagaimana mendapatkannya jaryono@hotmail. com 4 05/11/2020

Evolusi Apropriasi Teknologi: 1 G 2 G 3 G

1. First Generation (Holdover from the 1950 s) A company’s future technology is decided largely by the R&D function alone. General management participates very litle in defining programs and projects, and R&D is viewed as a cost center. (Teknologi yad ditentukan terutama oleh fungsi Litbang. Pada umumnya partisipasi manajemen sangat kecil dalam menentukan program dan proyek. Litbang dipandang sebagai pusat biaya). 6 jaryono@hotmail. com 05/11/2020

2. Second Generation The second generation approach to technology appropriation is practiced by companies that: (1) recognize the interrelationships among various organizational functions, and (2) seek to introduce greater order into their management. The long-range plans in these companies recognize projects as distinct and discrete activities. 1. Mengenali hubungan antar berbagai fungsi dalam organisasi; 2. Mengenalkan lebih banyak kepada manajemen) Rencana jangka panjang di perusahaan tersebut mengakui proyek sebagai kegiatan yang berbeda dan diskrit 7 jaryono@hotmail. com 05/11/2020

3. Third Generation Management of the firms seeks to create across the corporation a strategically balanced portfolio of technology appropriation projects, formulated jointly in a spirit of partnership between general managers and technology managers. (Manajemen perusahaan mencari keseimbangan portfolio proyek teknologi apropriasi antar korporasi, serta merumuskan kerjasama antara manajer-2 umum dan manajer teknologi) jaryono@hotmail. com 8 05/11/2020

Third Generation (3 G) Approach for The Appropriation of Technologhy

FOCUS Linking the business strategy and the technology appropriation decisions of a firm in a systematic manner to create competitive advantage, and value for the firm. 10 jaryono@hotmail. com 05/11/2020

Konsep PROJECT PORTFOLIO merupakan basic dari 3 G Klasifikasi proyek ke dalam 3 kelas: ► Fundamental. Proyek tipe ini meliputi penciptaan pengetahuan baru, baru bagi perush baru bagi dunia. Proyek tipe inimemungkinkan perus menciptakan bisnis baru. ► Radical. Meliputi penciptaan pengetahuan baru bagi perush dan memungkinan perush mengganti ketentuan/cara persaingan dalam arena persaingan yang ada. ► Incremental. Ini meliputi eksploitasi ilmu pengetahuan dan tehnik yang ada sekarang tapi dengancara baru untuk membantu bisnis perusahaan yang ada sekarang. jaryono@hotmail. com 11 05/11/2020

PERBEDAAN TIPE-TIPE PROYEK R&D Type of R&D Project Characteristic Incremental Radical Fundamental Business Objectives Support existing business 1. Alter the rules of rivalry 2. Create new businesses Enhance technical capabilities Probability of Success High Moderate to low Low Potential Reward Low Medium to high High Risks Low Moderate to low Uncertain jaryono@hotmail. com 05/11/2020 1 2

Key Principles ► Market and technological considerations together determine the technologycal opportunity and appropirability A firm’s technological capability should be factored into the choice of the projects. ► The chice of project portfolio should be fuided by the principle of focusing resources. ► Both in-house R&D and external sourcing should be viewed as alternative implementation modes for the appropriation of technology. jaryono@hotmail. com 13 05/11/2020

PROCESS OF DETERMINING A PORTFOLIO Business Manager Generation of Project Ideas Technology Manager Project Profiling • Technology maturity • Competitive impact of technology • Business strategy • Firm’s technological strength • Risk/reward Portfolio Funnel • Portfolio representations • Interrelationships • Resource constraints Mode of Implementation Internal vs external Execution 14 jaryono@hotmail. com 05/11/2020

External Sourcing of Technological Capability

Answer 3 questions: ► How does a firm choose between in-house R&D and external sources for a specific appropriation project? ► What are the external sources of technology? ► How do firms insure effective absorption of technology from external sources? 16 jaryono@hotmail. com 05/11/2020

Choice of External Sourcing vs In. House Development ► External sourcing yang merupakan pelengkap inhouse R&D digunakan untuk meningkatkan kemampuan teknologikal. ► Tanpa melihat competitive advantage, maka external sourcing relatif lebih cepat dan lebih murah (speeder and less costly alternative). 17 jaryono@hotmail. com 05/11/2020

External Sourcing High Low High In-House R&D External Sourcing Low Disinvestment Limited Investment Strategic Importance Firm’s Technological Position jaryono@hotmail. com 18 05/11/2020

Sources of External Technology ► Other company, including competitors ► Universities, and ► Government laboratories. 19 jaryono@hotmail. com 05/11/2020

Three Challenges ► Intellectual property. Baik universitas maupun laboratorium pemerintah adalah lembaga publik. Oleh karena itu, intellectual property juga milik publik. ► Secrecy. Ada konflik kepentingan, di satu sisi perusahaan ingin merahasiakan, sedangkan universitas ingin mempublikasikannya. ► Procedural details. Responsiveness, cost, kecurigaan personel, politik, uang. jaryono@hotmail. com 20 05/11/2020

Produktivitas In-House R&D

Peningkatan Produktivitas dapat dicapai melalui: ►Benchmarking ►Deployment of quality principles (menerapkan prinsip-prinsip mutu) 22 jaryono@hotmail. com 05/11/2020

Benchmarking In response to the increasing emphasis on productivity of R&D organizations, a number of firms have begun to benchmark their activity within the R&D function against those of their competitors, as well as against those of the best performing firms. (Dalam menanggapi meningkatnya penekanan pada produktivitas organisasi R & D, sejumlah perusahaan telah mulai aktivitas benchmark mereka dalam fungsi R & D terhadap para pesaing mereka, serta terhadap orang-orang dari perusahaan berkinerja terbaik) jaryono@hotmail. com 23 05/11/2020

Deployment of Quality Principles ► ► Strategic Decision, which include choice of appropriate technologies, strategic value of R&D information and applicability, and tranferability of R&D results; Administrative and research process, including definitions of clients’ expectation, participation of clients, evaluation of R&D process and reviews, and information systems and training. Cross-functional integration and project management, including interfunctional integration of R&D with manufacturing, marketing and engineering, reduction in time to delivery, and control of projects; and Participation of scientists in the design and execution of research programs and training of scientists. jaryono@hotmail. com 24 05/11/2020

The Influence of Environmental Trend Influence Globalization Productivity Enhancement Time Compression External Sourcing Technology Integration Setting Up R&D Abroad 25 jaryono@hotmail. com 05/11/2020