Management of Technology and Innovation in Japan

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396 G. Trauffler and H. Tschirky time integrate the above process while also respecting the business structure shown in the Strategic Impact Analysis. Furthermore an implementation plan had to be elaborated that allowed the process to be customized. Designing Organizational Company Structures The organizational structures proposed to Nitta represented the first step towards bringing the analysis already conduced into action by concretely implementing the MoT concepts in the company. As already mentioned, the organizational company structures should be designed in a way to enable the implementation of the process shown in Figure 3 at the same time as the integration of the business structures are elaborated by the Strategic Impact Analysis (see Figure 2). Strategic Strategic Technology Technology Fields Fields �� Core Core Technology Technology �� Theories Theories �� Product Product Technologies Technologies �� Process Process Technologies Technologies �� Support Support Technologies Technologies Strategic Strategic Business Business Areas SBA �� Markets Markets �� Customer Customer Benefits Benefits �� Product Product Functions Functions �� Products Products �� Services Services SBA1 SBA2 SBA3 SBA4 SBA5 STF1 Platform Platform Platform Platform Platform Platform A A A A A A STF2 Platform B Platform STF3 C Platform STF4 D Platform STF5 E Division Division Division Division Division 1 2 3 4 5 Business Structure Normative Normative Normative Level Level Level Vision Vision Company Company Innovation Innovation Policy Policy Policy Policy Strategic Strategic Strategic level level level Strategy formulation Strategy implementation (1) Identification (2) Evaluation (3) Decision (4) Implementation Business Business Unit Unit Investigate Investigate high high risk risk innovation innovation opportunities opportunities Development Strategic Project Ideas: •Discontinuous degree of newness •High risk (Technology / Market) •Long term consequences Identify Identify Identify all all all Strategic Strategic Strategic Innovation Innovation Innovation Investigate Investigate & Evaluate Identify Evaluate Decide Roll out strategic progress Intelligence intelligence Opportunities Identify Investigate & Evaluate Identify Evaluate Decide & Identify Decide & Roll Roll Opportunities Formulate Roll Roll out out out out strategic strategic strategic strategic progress progress Opportunities progress progress Intelligence intelligence Identify Investigate & Evaluate Identify Evaluate Decide & Identify Decide & Roll Roll Opportunities Formulate Roll Roll out out out out strategic strategic strategic strategic progress progress Opportunities progress progress Intelligence intelligence Identify Investigate & Evaluate Identify Evaluate Decide & Identify Decide & Roll Roll Opportunities Formulate Roll Roll out out out out strategic strategic strategic strategic progress progress progress progress intelligence Opportunities Identify Decide & Roll Intelligence Opportunities Formulate Roll out strategic progress Formulate Formulate Evaluate Evaluate moderate moderate risk risk innovation innovation opportunities opportunities Competitive Strategic Project Ideas: • •Incremental degree of newness • •Moderate risk (Technology / Market) • •Short / middle term consequences Operational Operational Operational Level Level Level Operational Operational Operational Intelligence Intelligence Intelligence Operational Operational Operational roll roll roll out: out: out: development development development Business Business (& (& Market) Market) Inteligence Inteligence Business Business Development Development Process Process Product Product (& (& Market) Market) Intelligence Intelligence Technology Technology Intelligence Intelligence Business Structures Company Structures Process Product Product Development Development Process Process Technology Technology Development Development & & Research Research Process Process Fig. 4. Organizational structures that respect business structures and managing processes The structures designed for Nitta and the business structures had to respect the strong market orientation of the company in order for the implementation to be successful. An extract of the organizational structure suggested is shown in Figure 5. It was composed of two types of structures: business division oriented structures and a corporate division structure. Although both types of structures had specific competence areas, they work closely together. The specification in their competence areas was a distinction between various processes that they host along the management process as displayed in Figure 3. On the one hand the corporate division hosted the high-risk processes and on the other hand the business divisions hosted the moderate risk processes. Starting with strategic intelligence, this process was to be hosted by a corporate division, the Nitta Technical Center, which took the role of a corporate R&D division. It was to decide which technology fields should be investigated then the researchers and engineers in the business divisions were to do the actual process of collecting the information in the selected fields. Therefore a network of gatekeep-
MoT: From Academia to Management Practice 397 ers 4 was suggested. Those gatekeepers were charged with gathering information across the whole company as well as outside it in different fields. The “Identify” process was to be hosted in every business division and also in the corporate R&D division. Each division was responsible for finding its own innovation opportunities that were most interesting for their own business. Doing so, all innovation opportunities that were attractive on short- as well as long term perspectives had to be registered. In a subsequent step of consensus seeking, a responsible corporate manager together with business division managers discussed the risks involved in these innovation opportunities. According to the risk assessed, the opportunity was either directed towards corporate or to a business division for assessment. Strategic Intelli. Intelli Intelli. Identify BU R&D Belting Techn. Techn Techn. . Platform Belting Division Corporate R&D Technology and Business Development Platform Investigate High Risk Innovation Opportunities: competencies & technology development process: Manage development strategic projects Evaluate Moderate Risk Innovation Opportunities: . technology & product development process Manage competitive strategic projects Product development Process Business development Process Coating Technology Adhesive Technology BU R&D Ultra Clean Outglassing Measuring Technology Tech. Platform Technology Exploitation BU R&D Rubber Forming Tech. Platform Technology Exploitation BU R&D Mechanical Design Technology Platform Filter Division Construction Material Division Mechatronics … Fig. 5. Extract of the proposed MoT organizational structure New Mastered Technology Transfer Process Competence building BU R&D Technology Exploitation ….. .. In the case of high-risk innovation opportunities, the “Investigate High Risk Innovation Opportunity” process that was to be hosted by the corporate R&D divi- 4 “A gatekeeper is a real person. He has numerous contacts to external experts, and he transfers knowledge from these contacts to the company. Thus, he informally pursues technology intelligence activities. However, he is not perceived as a ‘formal’ intelligence source by top management” (Savioz 2002, p. 98).
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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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X Preface and Introduction no longe
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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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3.94 To adapt products to local req
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Acknowledgment Differences in the I
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Global Innovation and Knowledge Flo
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330 C. Herstatt, B. Verworn, and A.
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Page 411 and 412: Japanese consumers 125, 129, 135 Ja
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