Management of Technology and Innovation in Japan

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356 Y. Mori 1st 1st Generation Generation 2nd 2nd Generation Generation 3rd 3rd Generation Generation Next Next Generation Generation Innovation platform �� Emphasizing core technology �� Open R&D development Technology portfolio management �� Strategic distribution of management resources Improving technology development efficiency �� Milestone management �� Strengthening component technology management Free and unrestrained (Experience and intuition) �� Separation of technology and business strategies �� Emphasis on invention at R&D Strategy Strategy �� Needs / use oriented Open and seamless �� Centered on deal flow management Unification of technology and business Integrated R & D �� Centered on cost management �� Centered on risk return management �� Business needs are the starting point �� Technology seeds are the starting point Self-concluding �� Centered on progress management �� Technology specialists are the starting points Process Process �� Advanced users are the starting points Hub & network �� Innovation Innovation center center (Extended (Extended Enterprise) �� CTO (Chief Technology Officer) Project �� Strategic center �� Project manager Matrix �� Profit center �� Technology specialists type of management Concentrated and fixed �� Cost center �� Research specialists Organizational (Personnel) Fig. 1. Development of the technology management approach Resources IP-centered companies Strategic patent acquisition Acquisition of patent in quantity Free and unrestrained IP management evolution
From Practice: IP Management in Japanese Companies 357 In the first generation, or in the R&D management of the “good old days,” there was a free and unrestrained approach to technology development management, in terms of strategy. For example, corporate R&D departments had many technology-seeds-driven R&D projects, which had no particular link to business strategies. These were self-concluding projects, and progress management formed the core of technology management. Furthermore, the R&D department was a cost center, and management was carried out through self administration by the research specialists themselves. This is called the free non-intervention form of IP management. Under this system, taking out a patent was left to the discretion of the individual technology specialist concerned, and the patent rights were considered to be no more than a certificate of achievement for the inventor. This was the first generation stage of technology and IP management. Then came the second generation of technology management. There was the strategic intention to carry out technology development more efficiently, and milestone management was thoroughly applied by adopting an approach that would strengthen management for each component technology. Furthermore, management was carried out using a format where research and design were combined in R&D, and the entire development department team was managed as a profit center. This does not mean that the business and technical departments always carried out entirely combined activities. However, at least the importance of patents was well understood when promoting component technology development, and this meant that they sought to obtain patents so they could use more of their own patents. Therefore, in this case they tended to follow IP management based on the number of patents. Although measuring success based on the number of patents was characteristic of the second-generation stage of IP management, there is data that shows remnants of this today. Among the top US patent holders in 2004, IBM was in first place, followed by Panasonic and Canon, while Hitachi was in eighth place, followed by Toshiba and Sony, thus demonstrating the penchant of Japanese companies for patents. Furthermore, looking at the number of international patent applications, in the last fiscal year, Japan was responsible for a record 20,000 patent applications, and by achieving a cumulative total of 100,000 international patent applications. Japan is second only to the United States in this endeavor. Therefore, we can see that even today, the IP management of patents that measures success based on the number of patents, as a result of the second-generation stage of technology management, is one of the mainstays of Japanese corporate policy. In the third generation of technology management, companies have adopted the approach of theme prioritization and resource allocation based on strategies and targets shared by the technology development and business divisions. The theme evaluation criteria are composed of the perspective of scientific and engineering technology development and the perspective of the degree of contribution to problem resolution in the business. The value of the technology development themes is then evaluated by accurately weighing both sides. In this kind of case, the technology development organization is not a solitary island. Instead, the development organization and the business department work as partners, and in this way the socalled strategic patent acquisition type of IP management is carried out.
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Management of Technology and Innova
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Prof. Dr. Cornelius Herstatt Christ
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VI Preface and Introduction its ori
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VIII Preface and Introduction commo
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XII Preface and Introduction Based
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XIV Preface and Introduction ��
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XVI Preface and Introduction 60�
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Table of Contents Part I: Strategic
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List of Contributing Authors Yaichi
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List of Contributing Authors XXIII
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Designing the Product Architecture
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30 A. Takeishi and Y. Aoshima “gr
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32 A. Takeishi and Y. Aoshima The B
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34 A. Takeishi and Y. Aoshima troub
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36 A. Takeishi and Y. Aoshima Histo
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38 A. Takeishi and Y. Aoshima bles
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40 A. Takeishi and Y. Aoshima mud,
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42 A. Takeishi and Y. Aoshima Table
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44 A. Takeishi and Y. Aoshima Shima
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46 A. Takeishi and Y. Aoshima of th
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48 A. Takeishi and Y. Aoshima parts
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50 K. Kusunoki anticipating and sol
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52 K. Kusunoki both manufacturers a
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54 K. Kusunoki users. With the rele
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56 K. Kusunoki existing performance
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58 K. Kusunoki the LCD computer mon
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60 K. Kusunoki In the home-use vide
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62 K. Kusunoki systems with interna
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64 K. Kusunoki visible dimensions e
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66 K. Kusunoki Cocoon appears a goo
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68 K. Kusunoki level system. To acq
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70 K. Kusunoki music editing softwa
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The Customer System and New Product
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Part II: Process Aspects
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88 S. J. Harryson An important sugg
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90 S. J. Harryson Introducing a Kno
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92 S. J. Harryson Their data also s
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94 S. J. Harryson view of transacti
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96 S. J. Harryson but never produce
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98 S. J. Harryson Know-Who in Produ
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100 S. J. Harryson Leveraging Intra
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102 S. J. Harryson naka stated that
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104 S. J. Harryson protect Canon’
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106 S. J. Harryson Consequently, a
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108 S. J. Harryson References Abegg
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110 S. J. Harryson Johansson U and
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The Domestic Shaping of Japanese In
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Fig. 3. Japanese creativity with lo
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144 M. Yasumoto and T. Fujimoto low
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146 M. Yasumoto and T. Fujimoto in
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148 M. Yasumoto and T. Fujimoto sup
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150 M. Yasumoto and T. Fujimoto Mea
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152 M. Yasumoto and T. Fujimoto com
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154 M. Yasumoto and T. Fujimoto Jap
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156 M. Yasumoto and T. Fujimoto The
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158 M. Yasumoto and T. Fujimoto As
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164 M. Yasumoto and T. Fujimoto Bru
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“Fuzzy Front End” Practices in
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Number of companies 250 200 150 100
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N=551 “Fuzzy Front End” Practic
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186 R. Haak The Toyota production s
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188 R. Haak (1988, p. 3) pointed ou
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190 R. Haak Essentially, the key fa
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192 R. Haak movement of materials n
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194 R. Haak ent from traditional me
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196 R. Haak Total Quality Control (
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198 R. Haak or shared with other co
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200 R. Haak Görgens J (1994) Just
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202 R. Haak Ohno T (1988) Toyota Pr
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Part III: Organizational Aspects
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208 K. Nobeoka Firms such as Toyota
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210 K. Nobeoka to share technology
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212 K. Nobeoka launched an initiati
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214 K. Nobeoka only 23 departments
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216 K. Nobeoka product introduction
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218 K. Nobeoka 1993. Rather the cha
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220 K. Nobeoka Second, Toyota also
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222 K. Nobeoka and it was not often
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224 K. Nobeoka The hierarchical chi
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226 K. Nobeoka tion. Engineers can
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228 K. Nobeoka believes that five d
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230 K. Nobeoka Discussion and Concl
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232 K. Nobeoka essential to support
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234 K. Nobeoka Markides C and Willi
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236 D. Ge and T. Fujimoto ownership
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238 D. Ge and T. Fujimoto shares th
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240 D. Ge and T. Fujimoto Table 1.
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242 D. Ge and T. Fujimoto Based on
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244 D. Ge and T. Fujimoto Discussio
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246 D. Ge and T. Fujimoto sourcing
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248 D. Ge and T. Fujimoto Nishiguch
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250 C. Herstatt, C. Stockstrom, and
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Part IV: Cultural Aspects
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270 C. Nakata and S. Im have not be
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272 C. Nakata and S. Im ucts, such
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274 C. Nakata and S. Im customers a
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276 C. Nakata and S. Im New Product
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278 C. Nakata and S. Im Measures We
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280 C. Nakata and S. Im analysis in
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282 C. Nakata and S. Im Managerial
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284 C. Nakata and S. Im derstanding
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286 C. Nakata and S. Im Fukuyama F
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Differences in the Internationaliza
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Management of Technology and Innovation in Japan

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