Good morning everyone. Welcome to my presentation. I'm going to tell you something about my TM journey and the benefits from technology management. Well my technology management journey started with my you know started way way back 1995 when I was still an employee of the university. Fortunately I was able to be granted scholarship by the World Bank and of course the USDA to be one of the recipients of the World Bank scholarship to undergo the training in technology management. But with that situation from 1995 to 1997 I would like to take my professors who have made my journey to this technology management paradigm. First of all this is Dr. Graham Chateauwee. He was my advisor for my special project and he was very important in honing me in my skills in the social aspect and economic aspects of technology management. Dr. Brahmurti is actually also my advisor and he was very important in honing me in terms of the technical aspects of technology management. And the other one is Dr. Shanta Linage. Dr. Linage was very important also in terms of pursuing me to be inspired that technology management is part of the economic paradigm and the social paradigm of the world. Okay here's my picture mind with some of my classmates there and basically you know in technology management we are a global school and basically we have students from Japan, from Australia and different sorts of situation. And here's a typical morning cup of tea with my advisor Dr. Graham Chateauwee. Okay and of course at the end of the day after years of success and of course sometimes failure you're rewarded with a situation that you are now a graduate of technology management. So friends and a lot of peers were very important in my journey to be successfully to successfully finish the MTM program. Okay and of course at the end of the day I have to go back to the Philippines and knowingly at that point in time I was really apprehensive or more or less not really that scared but actually I was wondering who would accept or who would really appreciate technology management in our country. So with that my journey begins now. So let's start first with technology management. What is technology management? Okay now there are a lot of definitions about technology management but one of the definitions that we can see is that for example in the US National Research Council they think that technology management or MOT links the disciplines of engineering, science and management disciplines to plan, develop and to implement technological capabilities to shape and accomplish the strategic and operational goals of our organization. If you look at that statement it's a little bit very general. Now those points are actually embedded on some pretty important points in technology management. The first one is value creation for investors. Technology creates value for the investors. Second one is the development of technological capabilities. With technological capabilities you're able to implement or deploy these technologies in terms of products and processes. Other than that MOT is actually linked to the corporations other management activities such as marketing or manufacturing. Now some of the criticism about this definition regarding the US National Research Council's definition, Bayraktar gave a broader definition in during the 1990s. For him MOT is a rational and systematic view of responding to technological opportunities and innovations and dealing with their consequences. If you look at the definition here is some of the critic which Bayraktar has actually included. First of all technology for him is creating new technologies and using existing technologies effectively and efficiently. Second one technologies must respond and cope with the impacts and effects of technological change on the individuals, organizations, society and nature. And moreover there are methods or techniques and procedures for dealing with technological issues and problems. Now in Europe they have this definition about MTM or technology management for them it addresses the effective identification, selection, acquisition, development, exploitation, protection of technologies, product, process and infrastructure needed to maintain a market position and business performance in accordance with the company's objective. So from that point of view that EITM or the European Institute of Technology Management has actually embedded these themes that there is a link between technology resources and the company's objectives in vital importance to the continuing challenge to many firsts. Moreover technology management for them requires a number of management processes including identification, selection, acquisition, exploitation and protection of technology. Okay so here I'm going to show you a diagram on technology management. If you look at this diagram we can see that there's a bigger environment, the organization and within that organization we see a lot of situations, the strategy, innovations and operations. If you look at this there's going to be a circular mode there in terms of how the inputs are actually converted by the firm in terms of the technological perspective and the commercial perspective. If you look at that situation the firm must need to interact with a lot of situations in the company in such a way that the inputs will now be transformed into something much more of value, value for the organization and value for the environment. Now Doug Barr suggested that technology management encompasses this definition. For him it's all about management activities associated with procurement of technology, with research, development, adaptation and accommodation technologies in the enterprise and exploitation technologies for the production and goods and services. As you can see, Doug Barr is more or less moving towards the production of goods and services. Now 2001 a unique definition was offered by Narayanan. If you look at this diagram we see that the questions about what, the purpose and the how. If you look at this definition for him it focuses on the principles of strategy of the organization involving technology choices, guided by the purpose of creating value for investors. Competitive advantage for him is the key to the long-term value creation. It is thus the major objective behind management of technology. So basically it's a long-term value creation. With value creation you have put that technology strategy which is what the purpose now goes for the value driven and technology choices also is part of the purpose. At the end of the day the organization must actually know how to integrate all of this situation in order for them to create the value that they create. Now in 2005 a unique definition was offered by Hans Tamhain. For him TEM is recognized as a core competency critical to the survival and growth of virtually every enterprise. It includes to some extent the creation of new technology but in most situations it focuses on the application of technology towards creation, improvement of products and services and the enhancement of the business processes toward more effective, faster, more agile and more socially acceptable operation. The definition is actually embedded now on the corporation's products and processes and services. The whole point is that there's a new word there effective, faster and more agile meaning the technology it's like a race. The more effective you are the more faster you are the more agile you are you are becoming more socially acceptable in terms of your operations. Now for him, Hans Tamhain, management of technology can broadly define as the art and science of creating value by using technology together with other resources of an organization. So for him it is the value creation, the value you create using technology with the resources of the organization. Now Ericsson's definition on the other hand is all about this. TM addresses the effective identification, selection, acquisition, development, protection of technologies needed to maintain a market position and the business performance in accordance with the company's objective. So here this definition is much more now focused on the market and the business performance and basically technology management is very effective in terms of its purpose to identify and select, acquire and develop the technologies for the firm. Now on the other hand, White and Bruton criticize some of the definitions of technology management. For them it lacks attention to evaluation and control which are required for strategic approach in the management of technology. For them technology management has to have control, evaluation, monitoring to ensure that it meets desired outcomes. At the end of the day for them technology is implemented. The firm has also monitored changes that may render the technology obsolete, dangerous, replaceable and competitively weak. So if you look at their definition their criticism is that technology has a life cycle, technology has an ending. On the other hand again White and Bruton encompasses that MOT is the linking of many different disciplines to plan, develop, implement, monitor and control technological capabilities to shape and accomplish the strategic objectives of the firm. At the end of the day let's see for them it was led to Tarik Khalil's definition and then the day for them for Tarik Khalil it is knowledge concerned with the setting and implementation of policies to deal with technological development, utilization and impact of technology on society, organization, individuals and nature and aims to stimulate innovation, create economic growth and to foster responsible use of technology for benefits of humankind. Tarik Khalil's definition now added the human factor in this definition meaning that TM is actually an endeavor of humanity. And of course we credit one of the definitions to the father of technology management in the Philippines Dr. Roger Di Posadas in 2005. Let us look what he was thinking about technology management for him. It is interdisciplinary, the study and management practice concerned with strategic, operational, as well as holistic identification, assessment, forecast, audit, benchmarking, selection, planning, generation, invention, protection, transfer, commercialization, innovation, acquisition, adaptation, implementation, development, application, learning, mastery, leapfrogging and diffusion of technologies for the purpose of achieving and advancing and organizations for nation goals and objectives. As you can see Dr. Posadas was actually putting all the definitions there, putting a lot of aspects in this definition in the year 2005 and this was actually from his point of view that the country is about to enter the world of technology management. So at the end of the day if you look at technology management, technology management is interdisciplinary. With all those definitions from its beginning to now and more or less in the past recent years, technology management is a field, it is an interdisciplinary field. Engineering is there, natural science is there, social science is there, industrial practice is there and business administration. Link them all together, it is actually technology management in this day and age. Okay, now let's now proceed how big is a scope in managing technology? How big is this? How big is this paradigm? Let's take a look. Okay, if you look at technology management, there's a phenomenon known as R&D management. It is a field. So technology management, it is not just R&D management. Now there's another field known as engineering management. Again, technology management is not just engineering management. Now take a look, another situation is that you can manage information, research, development, manufacturing or the activities of scientists and engineers. Well that looks good but actually again, technology management is not just managing them or managing these paradigms. But if you look at the further situation about technology management, technology management is concerned with the integration of various technology related functional activities into a system and management of the system as well as its component activities. So it is actually wide in scope in terms of looking at the different fields that have already included technology management. Now let's take a look at engineering management. Engineering management started as a formal discipline in 1940s. It was recognized as a profession in the engineering management society. What it was formed in 1963 as part of the newly organized IEEE. Engineering management focuses more exclusively on the operation aspects of the firm and more specifically on managing and engineering environment. So if you look at that definition of engineering management, it is all about how actually the firm is actually more or less creating technologies. Now EM also, engineering management deals with the application of engineering principles and organizational and people skills to the delivery of engineering based results leads now to the situation despite it is better established theoretical framework. And engineering management is now being considered as a subset of TM because TM covers virtually all facets of the enterprise while EM focus in the firm's operation. MOT or technology management now involves the management of engineering, natural science, and social sciences. And if you look at the situation, admissive science or planning decision making development and implementation of the quality is also MOT. Development of operational capabilities such as manufacturing, distribution and field services again is also MOT and operational processes, tools, techniques and people who make it happen is also MOT. Moreover MOT involves guidance in leadership. You produce leaders in the field of technology management and leads now that that guidance leadership leads now to the creation of business strategy, organizational cultures and the business environment. Furthermore MOT is actually interdisciplinary and the components are actually integrated into whole system. It also involves managing the system as a whole. Now there are two major concerns of technology management at the firm level. So let's take a look at the company. The company is actually in terms of TM you are managing the generation development, protection, exploitation, commercialization and diffusion of technology. So in the firm level how do you generate technology, exploit this, commercialize this and you know diffuse this is again a major concern of technology management. Moreover we have the asset management, selection, acquisition, adaptation, learning, mastery, mastery and replacement of externally sourced technology. So technology inside the company and technology outside the company is part of technology management. Now let's take a look at the major concerns of TM at the national level. These are the questions at the national level which sometimes are being asked if you're doing technology management. First one technology choices if the country know what if the country is asked to what types of technology should the country acquire. You know that the Philippines are already acquired a lot of technologies or a lot of countries acquire different kinds of technology. So that is the first question technology choices. Second one technology acquisition methods. Can we have this technology for our country or for other countries? How should the country acquire its technologies? This is a very broad question but actually this question is very important because acquisition of technologies is a complex situation. Now this diagram tells us that we can see that strategic and operational focus can be seen in technology management and side by side with the macro level and the micro level. So in this diagram we can say that strategic management at the macro level is actually something like this. For the macro level if you formulate national S&D strategies policies and road maps that is actually at the macro level and that is strategic management in focus in TM. Now if you have the micro level formulation of a firm's technology strategy and road map that is at the micro level at the firm level but take note again it is also strategic in sense. Now moving on to the other side operational management focus. The intersection of that with the macro level is that in this situation the scope is development and management of national innovation system and SMT programs. So for example in the Philippines how DUSD creates national programs for science and technology, it's scholars, it's physics scientists, technology acquisition is actually considered at the operational management at the macro level focus. Now on the other hand if you have the micro level and the operational management focus you are now dealing with management of technological innovation and technology acquisition. So in the end if you look at this matrix strategic operational macro and micro level you can see the intersection and what is or what are the things that are being done or rather what are the scope being done at those levels. Okay now let's now go to the managerial concerns of technology management. Technology management actually produces managers it creates managers so what are the concerns if you're going to be a technology manager. Now at this level this concerns about the managerial situation is that it includes a wide range of increasingly common managerial concerns. Your conditions are actually governed by a lot of situations as a manager. Creation of technological innovations and new products as you can see TM leads now you to create innovations and new products. In this situation R&D is very important for managing new product development managers also manage the adoption of new technologies. Example IT making large process changes managing MIS implement implementation projects. These are again also part of the managerial concerns of TM and on the other hand management is actually leading you to be confronted by new technologies. So this is actually all about change, conflict management, re-engineered and downsized companies are actually being changed by technology. Now if you look at this situation again problems in the business all about innovations the processes the suppliers what type of business what type of customers you are actually serving let's say for example you're using the digital space etc again this is the concern of the manager of technology. Business skills are also important because business skills are part of your problem solving negotiation and of course the business skills leads you towards your alliances and building reward systems that motivate technologically sophisticated employees like scientists and engineers. Now if you look at this diagram here we can see a lot of situations here but this will just tells us tell you that the concern is at the micro level and also this diagram okay now where can you find the practice of technology management where are we there where can you see your technology managers doing their skills or their expertise let's take a look at the micro or firm level. Now at the micro or firm level the technology manager is concerned with technology audit what is technology audit what is technology audit it means that you are actually trying to audit or you're trying to see where is this company heading is this company going great is this company going slow so what are the technologies there in such a way that they're making more or less changes or making good results or some technologies are already becoming obsolete or becoming redundant so technology audit scans your company or scans your firm in such a way that at that level you will see what technologies are there and what technologies are you using and what technologies are becoming obsolete or what technologies are now not being used efficiently. Firm level technology management also leads you technology benchmarking company A company B what technologies are being used by company A what technologies are being used by company B so a lot of companies are now are trying to benchmark themselves with other other companies here in abroad because technology benchmarking is another aspect of firm level technology management. Now intelligence is actually not spying okay you are not actually spying other companies technology but rather technology intelligence is in some sort you are trying to have some sort of a business intelligence regarding to what the other companies are trying to create but of course there are a lot of ethical issues in technology intelligence okay and of course there are some issues that are actually not even resolved for example some companies are able to get technologies of other companies and they're able to reverse engineer that so this will be discussed further on in some of the fields in technology acquisition and assimilation. Now one of the micro level function of the technology manager is technology forecasting forecasting is a little bit on that side of prediction but prediction is actually a little bit uncertain so forecasting in a sense is that you're trying to predict what technologies are going to be in or out in the next few years forecasting is a must for the micro level situation because once you acquire technologies and you have not done a proper forecast or even a foresight with that technology it might lead you to what technological failures and of course it might lead you to losses in terms of your resources your manpower and even your technology might become irrelevant in the next few years okay moving on let's now go again to micro level technology management technology foresight is another way in which technology management intrudes the company foresight on the other hand is not about prediction foresight is about dealing with uncertainty in the long term foresight needs you now to different scenarios different situations for your product processes manpower technologies that are still in their pre-competitive stage would be very important if you acquire them or you adopt them technology foresight has been a practice in a lot of companies a lot of companies have already read the words of creating possible scenarios possible products possible processes and eventually they're able to see or more or less have a conjecture of the future situation of their companies products and processes next one again at the micro level or firm level technology assessment technology assessment is actually in a sense very very tedious process because you are actually assessing the viability of the technology it is like a feasibility study but rather you are now trying to focus on the technological side of things for the company and then of course you have strategizing strategizing mixed with the business strategy is very important how are you going to pursue your research and development and there is a thing known as R&D strategy how are you going to pursue your acquisition there are strategies in order for you to acquire technology and how are you going to adopt new technologies so in a way a lot of strategies have been created by companies in such a way that they're able to adopt these technologies and eventually create new products and processes and of course at the end of the day you should have a blueprint or some sort of a roadmap so technology planning and road mapping is a very general term but road mapping is very important because companies must make some sort of a map in such a way that the proper way of you know doing research and development resources manpower more or less markets are very important in such a way that you're linking them and in such a way that these are actually linking together for a certain time that your product processes manpower are linked together for you to address a certain market much more than if you include the research and development aspect of your company so that they will be aligned at certain point in time you're able to release the product release the process and basically solve some of your problems as a company okay okay moving on at the micro level technology selection acquisition negotiation and implementation again some of these are well thought out by companies selection is very important how are you going to select your technologies how are you going to acquire and even negotiate in terms of how are you going to more or less buy those technology have some sort of a leverage with your suppliers with your competitors etc no and basically then the implementation is very important so see at the micro level a lot of things are actually being done in such a way that you need not be you know you need that be aware you need to be aware that all of these processes are very important because they will lead you to the proper implementation of those technologies okay and then of course at the micro level again we talk about technology adaptation replication improvement and replacement so adapt or be what box out replicate or more or less you will be stuck with your technology or products improve or your products will just be hitting some markets it will not be patronized by some of the market which are actually looking much more from your technologies and replacement there are certain technologies in your company that are actually needed to be replaced in such a way that if you're going to replace them you might be going to the efficient mode of your company to produce products and processes okay and then of course at the micro level research research research is very important but actually strategize selecting a project for research portfolio management and project management is very important why do you need to go into research or even r&d research is very important because research is part of your come up to in such a way that if you have certain technologies in your company they will not last for long research will be the one they will be the one feeding your technology in such a way that they might come up with new innovations because other companies are actually might be looking at your company also and they might be also trying to strategize a research and development program for your for your product to be boxed out sooner or later now at the macro level so we have just reached the macro level now previously it was the micro level what is the macro level the macro level is much more or less something like this okay it is all about the the nation okay and even international situation so in technology management the macro level it is much more holistic in a sense so here you're dealing with snt benchmarking science and technology benchmarking for example in the Philippines how are we compared in terms of our r&d research and development budget our the level of technology that we have in our country in agriculture in manufacturing in other natural sciences in pharmacy no so basically if you have certain companies which or rather countries who already have up there and you are still down here snt benchmarking is very important as a technology management paradigm at this level national technology foresight again is very important we have a foresight in the company but this time you're dealing with foresight at the macro level the national level foresight needs the companies in such a way that if there is a national technology foresight plan the companies around or the the companies in the ecosystem will be very much alive in a sense that they will be more or less be part of a stakeholder they will be part of you know developing products that the national government or the national the nation supports for example is there room for a new source of energy for the country what is the national foresight for solar power can we still have a national foresight for nuclear power plants can we have a national foresight for going to space applications or space level applications okay so national foresight is very important in the sense that it is holistic you know the country is actually being seen by a lot of stakeholders and what technologies are needed what technologies are needed and what technology should be supported for future understanding and future applications moreover macro level includes also national snt strategy formulation the philippines for example what is the strategy now of the country what is the national snt strategy of the country remember we have some balik scientists what's that is that considered a national snt strategy yes it is considered a national snt strategy we're able to you know bring back our national scientists or some of our foreign scientists who are philippines back into our country and they're able to help our people in order for them to be guided in terms in terms of their scientific and technological applications so national snt strategy is very important because it leads the nation what technologies are we going to more or less bet on not really bet on but rather what technologies are we going to support we're going to fund in such a way that this technology will be part of our industrial applications or industrial paradigms also at the macro level national rnd policy formulation is very important in the philippines for example how many percent of the gdp is actually uh you know put into rnd so we have a certain percentage of our gdp or more is our budget to be placed in research and development through the years i think in the philippines it was so little but you know at a very some point in time our scientists our national our secretaries our people are actually looking at science and technology and therefore they they're able to formulate policy in terms of putting much more money in research and development putting money or incentives into research and development incentives in terms of taxes and basically the creation of a lot of rnd centers in the philippines okay now macro level also leads now to national rnd portfolio formulation what do you by this uh rnd portfolio formulation is something like this you are leading your country what are the the the portfolio or what are the the the the branches or what are the fields that our nation is actually investing on how much money are you putting in that how much resources how many scientists are going to be involved in that what universities what private companies are going to be involved in a national rnd portfolio so that is very important for us because whatever we do with rnd the rnd is actually few wills our innovative innovative capability and at the end of the day you cannot do rnd without money national rnd budgeting is very important because this is uh this is the money that is actually collected from a lot of donors here in abroad and actually part of our taxes are being poured into the national rnd budget so this is very important because rnd is a very expensive endeavor for the country so where do where will we get our budget for this it is very important the country has a continuous flow of budget for research and development for our products our rnd the products that we have derived from rnd becomes now future products through innovation and innovation is fueled by research and development okay so at the macro level also technology management is involved in management of rnd mission projects national rnd impact assessment and national innovation policy formulation let's take a look at rnd mission projects now we have just entered the space age in fact the philippines has just entered the the space race and we have already launched i think some satellites out there up in space and basically these satellites are going to be part of our um strengths in such a way that maybe in the long run this program will be conducting missions also in outer space or in some parts of the world or in some parts of the philippine in such a way that we can assess the different geographical or even the weather situation of our country okay national rnd impact assessment is very important once again because this is where you see where the rnd budget has been poured and basically what are the products research development how are they impacting or what are what is the impact of this the products of research and development just like for example in the in the country we have devoted some money on natural products or more or less medicinal products from our botanicals botanical supplies or botanical resources in our country for example we have the uh lagundi so where is the lagundi now it is now considered to be one of the medicine for your cup and you know the the the country funded this project in such a way that now it is part of your uh daily medicine in terms of you know relieving your cup so just imagine the impact of this uh medicine in such a way that it has more or less uh not really replaced but there is an alternative uh more or less a reasonably priced cup medicine for our people and that is the impact of a national rnd scheme so we can study a lot of rnd situation in the country and which can have impact later on and of course national innovation policy formulation or nis if we want to have a national innovation system how can we put our country in a sense that how is what is the innovation ecosystem of the country where will we get our rnd our people our budget and our resources there has to be a policy in such a way that science and technology must be managed in such a way that the innovation ecosystem is alive not only now but in the future okay of course at the macro level you can have a lot of uh management level at the national innovation system regional innovation system sector innovation system and development of technological innovations in a nutshell this macro level management this four systems here is actually again from the nation to the region and even to the different sectors of the agricultural sector the industrial sector the manufacturing sector the pharmaceutical sector uh what else uh do you have the the aquaculture sector these are again uh must be developed in such a way that the macro level analysis of this is very important in order for us to develop programs in terms of science and technology inclusion okay and then of course macro level includes national technology gaps technology catch up and of course a lot of goals and strategies so what are the gaps where is the philippines now what are our gaps where are we going to put our money our rnd resources and how are we going to manage that we are actually you know leading in something of the technologies what technologies are we leading at are we lagging some technologies and what are these technologies so it is very important at this level the macro level is very important because some of these technologies are going to be expensive and some of the technologies we might not even acquire so in terms of this macro level situation the gaps must be addressed in such a way that we can have alternative technologies in our country in such a way that we can no longer we can have alternative technology so that our people can buy this technology for example let's take for example the the arms industry guns missiles okay so protection these military military technology uh how how long are we or more or less what is the scope of these technologies are we going to bet on this or are we going to put money on this in such a way that uh these technologies need to be upgraded for our armed forces that again is also at the macro level situation besides military how about space technology how about agricultural technology so all of this different sector needs to be understood or analyzed in such a way that where are the gaps there and how are we going to catch up on this okay and then of course uh the application of technology management can now be look at the missile level the missile level is all about the indices so here it will just be analyzing different sectoral technology roadmaps no for example agriculture technologies defense technologies information ICT information communication technologies health technologies energy technology and transportation technologies if you look look at the situation sectoral technology roadmaps are actually or must be done in such a way that this roadmaps is actually is a our management tools or management situations that our technology managers can create and actually be guided for policy thinking okay so here are examples of what the technology managers are doing at the missile level or the industrial level first one we have the industry analysis sometimes value chain analysis what is the value chain well simply it's all about making the product from a to point b but the value chain is so best you have the primary activities you have the secondary activities so what are these things in the in your industry that actually puts value to your product or your processes actually technology management is actually part of this if you look at the value chain now they are already technology intensive every part of the value chain is technology intensive in such a way that value creation is now being pushed by technologies and then also at the missile level you need to characterize the different industries what are these indices are they sunrise industries are these indices here to stay long are these indices still at their infant stage are these indices already mature characterizing this industry is very important because you can get a grasp of the market and where technologies could be applied and at the end of day the industry dynamics and evolution is very important what is happening to the different industries what about the agricultural industry in the Philippines are we still in the primary level of industry or we are we going to the secondary tertiary or the quaternary level so dynamics and evolution let's say from the typical manpower to extractive industries to more or less mechanization and automation are these indices actually evolving now in that situation missile level analysis is very important okay so moving forward let's now take a look at some of the missile level application of TM again we have here identification potential industrial clusters formation and governance industrial clusters and promotion development industrial clusters what are industrial clusters industrial clusters are very important in technology management because these are actually where you see the congregation of a lot of elements in the ecosystem where they form part contribute to each other understand each other in such a way that they're able to boost products and services we we study here more or less industrial clusters of different countries like let's say Malaysia Australia Indonesia and we we can learn a lot from them and in the Philippines we have a lot of industrial clusters here in the country we have the textile industrial clusters we we even have the food industrial clusters we even have the agriculture industrial clusters now having an application of technology management in this industrial clusters is very important in a sense that they can now be understood that how can we hone the talents the resources of these industries in such a way they can produce quick products or more or less release their products quickly in in such a way that the different regions and even the whole country can benefit from this and basically we can even export the products of these industrial clusters okay and then of course in those industrial clusters it is very important that policies evaluation analysis and even the road maps for these industrial clusters are very important I remember when we created the technology roadmap for the electronics industry it was very important in the sense that our electronics giants or more or less our small medium enterprises were able to catch up on our contribution to the electronic industry of the country and into the export orientation okay at the vessel level also we need to understand that at the potentials of industrial clusters here we talk about the formation governance and even then the promotion development of such industrial clusters industrial clusters have been here for a long time in Malaysia Indonesia and Australia a lot of industrial clusters were very important in propelling their technologies and products and services now in the Philippines we also have a lot of industrial clusters here but understanding more or less the application of TM furies and concepts within these industrial clusters are very important in such a way that we can speed up or expedite the development of the products of these industrial clusters thus a very important aspect of the meso level analysis of these industrial clusters is also the concerns of technology management and also formulation evaluation and road mapping for these industrial clusters are very important in such a way that each industrial clusters will know what direction of their technologies what direction of the resources their talents are going to be honed in such a way that the roadmap will be guiding them for a certain number of years in such a way that they will be productive and be part of the contribution of technology innovations to national even at the international level and also meso level technology management includes technology parks and technology incubators at this point in time the Philippines is now moving into the era of technology incubation i think the osc has already funded 14 technology incubators around the country from north to south and these technology incubators are evolving because technology parks are there but technology incubation is now the the in thing for technology management because technology incubators are where you will see startups and basically technology driven companies in such a way that they are addressing the needs of the local region and even the national level and even some international applications so technology management at this level at this point in time is very important because these are the powerhouses of innovations okay so what benefits can the Philippines get from technology management what can we do about technology management how can we get a lot of benefits from this paradigm let's take a look okay take a look at this graph here this is the s curve this is the well-known graph by foster as you can see in the x axis we have the r in the efforts over time and at the y axis we have the performance and each of these regions we have the slow growth rapid progress and fully exploited this s curve is very important because this is where you see technology management can intrude slow growth rapid progress and fully exploited technologies can now be understood at this level even if you understand the different environmental factors or social factors a must in understanding the nature of the s curve is very important so this foster s curves just tells us that that technological progress starts at slowly that increases rapidly and then tapers off as the physical limits of the technology are approached so let's take a look so see s curve is here performance parameter is at the y i in the efforts over time take note that graph that s curve is moving moving and it will be reaching a natural limit so what is the point of reaching that natural limit let's take a look okay so here if you look at the performance parameter here at the x axis we have the time so the time tells us that r and d must be be included in your efforts for you to see the performance parameter stage one stage two stage three and stage four if you look at that situation every technology will reach a natural limit the new invention period will be at stage one rapid growth will be at stage two and maturity period at stage three aging period will be stage four the aging period is actually where you see sometimes the technology does not reach its natural limit so even though it does not reach its natural limit or it reaches its natural limit that's a time already that maybe in stage one stage two or stage three you must also include research and development efforts already so here so we have here expressing or the beginning of the technology s curve mathematically suggest that new idea for improving a new technology will be proportional to an existing set of ideas in the beginning of the technology so that is actually the natural limit so take a look at this as s curve again we see as the early period of invention it's in exponential form now let's take a look at this the linear portion of the technology s curve occurs when incremental improvements in the technology are being made so as you can see in that period there the middle period technology you can see some incremental improvements now let's take a look at the technology life cycle in terms of market volume we have already analyzed the s curve now setting up the s curve here in this technology life cycle what can we learn from this technology life cycle and how can this technology life cycle benefits our scientists engineers and our technology managers as technology develops it penetrates the market the variation in the number of its users over time will define the technology life cycle similar to the product life cycle so we will be super imposing the technology life cycle here so in this graph here we see the market volume against time as you can see a is technology development b is the application and launch c is application and growth and d is a technological maturity going down you see technology substitution and f is technology obsolescence this graph tells us that if you are basing your developments on the s curve it is worthy to know that how whatever r and d efforts you are putting right now it will be part of a b and c and eventually d so if you're going to put r and d efforts over technological maturity that will be very important in the sense that you have to decide are you still going to put r and d when the technology is already mature or are you going to put technology or research and development during application or application launch and application growth so now as shown below a technology may evolve along curve a or a prime depending on the number of factors including the type of technology itself and the cost and time devoted to development of a newer technology based on different underlying physical phenomenon will have a different s curve and a different range of performance for the same performance parameter so let's take a look at that graph here you see we have the performance parameter and time a against a prime see the limit is reached already by a a in such a way that a prime is actually again reaching the limit of a now take note even though you have research and development to a prime the natural limit of the technology is still there it is now time that you have to put a certain limit now or you reach up a certain limit it's something like this you are more less leveling up the performance of the technology in such a way you have now a new s curve which is b which is actually now having a new limit so the technological for parameters is now being overtaken by technology b now let's take a look at this concept known as technological discontinuities jumping the s curve take a look at this graph when the new technology b begins to substitute for existing technology a there appears a technological discontinuity a jump to another s curve notice that that space there between a and b is known as a technological discontinuity the incremental improvements in an existing technology a constitute that technological maturation so basically if you look at a going to that s curve it is already reached its maturity and therefore that space within a and b is known as technological discontinuity now whereas the radical breakthrough that produce the new technological technologies enthroned into opposite existing technologies continue technology evolution is happening now if you look at that you see now b is actually evolving now in some case drastic improvements and the new technology we are needed before it can make an existing technology a obsolete in other cases a breakthrough technology c may obsolete an existing technology from the very beginning notice another technology c is actually rising over the performance parameter of a which has already reached its natural limit and as you can see the space between a and c is now the technological discontinuity so see you can have technological discontinuity from below the s curve and technological discontinuity from above the s curve so therefore technology evolution in terms of successive generation technology tells us that evolution may be depicted in terms of series of s curve jumps as one technology is replaced by another generation of technology take a look at a graph there performance parameter against the time as you can see vacuum tubes there's a new technology transistors transistors as its natural limit so here's another technology integrated circuits the integrated circuits has reaches a natural limit there's a new curve which is the integrated optics so as you can see that is technological evolution in terms of successive generations of the technology okay so we just finished technological evolution now how about technological maturation technology maturation is depicted in this diagram here so we have again the performance parameter over time stage one stage two stage three stage stage four as you can see this technology is growing from stage one stage two stage three stage four in stage four it is known as the aging period the aging period tells us that that technology has already reached its natural limit so at that point in time before aging period you see the maturity period so basically the technology is already maturing meaning that it can still have its performance parameter improved but take note that there's a natural limit for the performance of that certain technology so this is actually the difference between technological evolution and technology maturation technology maturation is depicted by a technology s curve whereas the technology evolution previously is depicted by an s curve with a different s curve coming from below it or another s curve above it reaching its natural limit or rather surpassing the natural limit of that leader technology so therefore now we can see technological evolution in terms of successive generations of technology it is actually depicted in terms of a series of s curve jumps as one technology is replaced by the next generation of technologies so here we go vacuum tubes transistors integrated circuits and could be optics or something like that so if you look at this diagram you can see that there is a jump actually from the previous s curve so this is now known as technological evolution technology s curves for a complex technology with several sub technologies as you can see each technology can have sub technologies the sub technology s curve of a complete technology shape the latters overall s curve for example in the personal computer it is a complex technology consisting of several sub technologies so we have the first technology there the technology system s curve the red one if you can see there's another sub technology s curve sub technology two s curve and sub technology three s curve if you look at that situation that technology system s curve is again moving towards a sigmoid shape or s shape but take note that sub technology three s curve has already reached the natural limit of technology system s curve so here in this diagram we see that technology s curves or a complex technology with several sub technologies so what can we learn from this technology s curves there is actual opportunities here if you look at the stages this is where we can benefit from these s curves if we were looking at that that technology this is actually an opportunity for the Philippines to go into certain technologies that we are capable of or are we are building our rnd capabilities so this is actually the benefits of understanding just one concept in technology management okay what's the actual shape the technology trajectories for lighting technologies let's take a look at this example the s curve theory of technology evolution does not seem to conform actual historical or technical data according to sood and telism if you look at this it is like the concept of punctuated equilibrium in you know it is a theory in evolution that certain technologies will be there for a certain time so let's take a look at this graph we have incandescent lamp the arc discharge the gas discharge and the led light emitting diode and the microwave electrode discharge as you can see some of the technologies since 1879 are still here for example the incandescent lamp we believe that the s curve for that has already reached maturity but take note the incandescent lamp is still here it was still around in 1990s and even some of this lamp are still here let's take a look at the arc discharge the arc discharge was actually between 1919 and 1939 the blue one as you can see it has moved forward and basically moving on in terms of its lighting efficiency as a parameter and take a look it has remained from 1959 to 1979 and basically jump actually its performance parameter from between 1979 and 1999 so this graph tells us again that the shapes of technology trajectories for lighting technologies are actually different for a different period of time what can we have what benefits can we have from this diagram here this is again an opportunity for us that rnd is actually a very important endeavor for our country research and development this is just for lighting technology how about other technologies we can have agricultural technologies military technologies pharmaceutical technologies so there is an opportunity for us to understand the different s curves of certain technologies which have been there and which will be becoming obsolete this is the opportunity which is given by technology management to us research and development is part of our strategy in order for us to make new innovations and to enter the world of creating technologies okay again let's take a look at the benefits of technology management these these are few slides that i show to my students which are actually inspiring enough for for them to see where technology management fits here so let's take a look this is the basic building blocks of the competitive equation as you can see we have around one two three four five yes five boxes there the first box there is a natural resources in raw materials second box are the products in process technology the third box are the products and services the fourth box are the integrator or prior system technology and take a look at the lead the end box there it's a final customer as you can see you are actually competing in terms of this a building blocks where can we now stand or more or less place our bets or place our situation in such a way that we can compete let's take a look this is the competitive outlook of a resource companies so the Philippines is an example of a country which is endowed with a lot of natural resources now let's take a look at this diagram here take a look at the natural resources and raw materials so big that we have let's say the Philippines has so many of this take a look at the products and process technology well halfway through the products and services halfway through the products and process technology integrator applies to some technology is also a little bit small but take note of the final customers they're small so if you look at this situation the competitive outlook for resources companies actually there but take note the final customer are just few but take note that getting or extracting natural resources is very important because this fuels the country's basic blocks for food let's say agriculture food and other resources like minerals etc so if you're going to become more or less investing on resource companies extracting natural resources and raw materials these are the key competitive factors quality and managing resource base conversion efficiency capacity utilization effectiveness at the discovery and efficiency at logistics what are these key competitive factors take a look abc and d these are again are very technology intensive these competitive factors are very important in such a way that you can actually more or less hone those competitive blocks in such a way that you can extract the natural resources and raw materials and convert them in such a way that you can have a greater capacity and eventually you can have more final customers there so basically if you're effective in discovery and efficient in logistics in such a way that the natural resources you can actually make the final customer increase so this is very important in terms of understanding technologies in these types of indices or resource companies let's go to the next okay this one is the competitive outlook for the components oriented companies so companies that makes electronic components or components of other products now let's take a look at this the natural resource and raw materials are more or less minimal but take a look at that in between there the products and the process technology must be great so you can have products and services which are big or more or less a multi-general number the integrated supplier system technology are not really that big but take a look at the final customer again that's big if you look at this situation this is a components oriented companies it is very technology intensive why is that so let's take a look at the competitive factors take a look proprietary technology meaning that if you have certain technologies which are proprietary to you in order for you to create products and process then you are the lead of the game production performance and features are very also are also important in such a way the products and process that you produce are actually unique in a sense that the customers will be looking at your products from a different point of view thus increasing their absorption or their situation and even markets or other markets that can evolve from your products the cost is also very important here you have to reduce the cost in such a way that you can have you know supply a lot of big markets in such a way that you can make use of your capacity or make use of your technology in order to produce a lot of or rather scale up your capacity breadth of product line again is very important in such a way that customers in the components oriented companies have different notions or different attitudes or different unique properties or unique requirements so the breadth of product line is very important thus you can increase your customers at the end of the day of course reliability of suppliers are very important and post-sale services components oriented companies at this point in time we look at this diagram this is again the benefits where technology management plays a big role a lot of this are technology intensive activities in such a way that these companies are actually you know making a big step in their operations their sales and even their quality so these are the component out the competitive outlook of component oriented companies as seen by the technology manager okay lastly let's now take a look at this situation here as you can see this is now the system oriented companies these are the ones that are required these are technology intensive in such a way that the final customer is so big in such a way that you have to be really technology intensive here natural resources and raw materials very minimal but take a look at that in between competitive blocks all about technology products and process the products of this product and process technology are very important because they will be combined with the integrator and prior system technology thus those competitive blocks are must be abundant or must be reliable in such a way the final customer will have no reason for you for them to accept your technologies so this system oriented companies can thrive in a very in a manner in which a lot of final customers are going to absorb their products and basically patronize their services but the key competitive factors are there serving application requirements credibility with customers system integration project management's there cost effective technologies and compatibility or interoperability of product lines thus this type of system oriented companies in certain countries or in certain regions of the world can be competitive and again an analysis of this from the technology manager's point of view at the macro level or the meso level is very important so there there you have it these are the benefits that we can you know see that we're technology management is actually harboring now this is another situation in which technology management can be seen as you can see organizations our firms are very important because they are the light blood of the indices they produce technologies products and processes as you notice there are inputs and the outputs now whatever the inputs there could be financial material technology information etc as long as they will be transformed inside the organization and there's a system in which the organization is actually transforming this you would have outputs could be financial good consequences maybe sometimes bad consequences but the whole point there is that transformation is very important in an organization analyzing the organization's internal strength and the organization external environment for them to be put into the inputs is very important thus again here you see a lot of technology management principles being done here or being exhibited here in the transformation process now technology management also deals with a lot of culture culture is very important it's not just about technology the hardware the software or even the research and development but the culture of the company is very important technology managers are actually the one who are at the interface of the company's understanding the culture of the company and even the culture outside the company as you can see in this diagram the company is faced with a lot of external culture universities suppliers financial bodies research units cultural services unions government users competitors and of course you can add more there in the system culture thus technology management is out there to understand its culture and therefore companies are there to understand what the technology managers assess and recommends in such a way that the companies will now flourish or can flourish in uncertain cultures and of course the company is what it is not always a company with a vision and mission that is actually you know monumental as time goes by the firm actually changes the firm's mission might change the firm's mission might change a little and the goals and objectives might change also so the firm is actually subjected with a lot of change sources again the benefits of technology management is very important here because tm actually is where they interface between the firm and the change sources technology loss economy reorganization technology acquisitions demographics different types of people are moving to the firm different races regulations uh trade orders uh you know regulations with food manufacturing even general issues unions and globalizations and even the competitive arena are actually changing the firm so if the firm has no technology management uh understanding of this the firm can survive but added attraction is that technology manager management is actually interfacing with within the firm and the change sources okay so now having said all those benefits with regards to technology management at the firm level the industry level and even the national level technology management has come a long way and it is I think here to stay in the Philippines especially that we are moving into this century and a lot of startup companies are now starting to uh you know sprout like mushrooms and this startup companies will become future companies they could be small medium enterprises or big companies in the future and technology management is here to stay because the technology managers are interfacing within the internal the external situation with regards to new technologies new paradigms and new concept but take note that technology managers have something in them something not born with but something acquired along the way so do you have what it takes to become a technology manager well ask yourself but here's a list for you to see that are you ready to go into the technology management paradigm so again technology management the definition is that it is about integrating the business management with technical disciplines this is the well accepted situation that business is there and technical disciplines are there so how can you marry this too so at the end of the day to become a technology manager this is something you need you will be doing research planning developing building applying installing products or services successfully for the customer and you're going to form and achieve the strategic and operational objectives of the enterprise so see you are part of the growing enterprise you are not just there as consultant but rather you as a technology manager the benefits the industry the country you are now interfacing with the strategic and the operational level of these entities so here is a diagram that tells us that technology management is the marriage or the union between technology and business technology is there business is there the field of technology management is growing and it has it is still here it is staying it is growing in fact a lot of universities are opening up their technology management and even changing it from technology and innovation management technology and innovation and business management so as you can see the whole idea about technology and business is there it is mastigated in the sense that even though we are changing its name the whole point that there is that technology management is the baseline for the understanding of these paradigms these are your must-haves as technology managers these are your requirements do you have a focused goal technology management is all about focus you may be attracted with a lot of situation but the end of the day technology has a purpose technology has a goal so as a technology manager what is your purpose in promoting the technology to the business and that is a very important aspect of the technology management paradigm the focus goal is always there next one strategic directions strategy is all about taming the uncertain nature of business the uncertain nature of geographic landscapes economic landscapes that is the work of technology management strategic directions not only for the short term but for the long term next one technology transfer and acceleration capability of course technology managers need to have at least an understanding of the technology certain technologies like biotechnology information technology and other technologies which are actually now if you will just browse to the internet do you know you know how it works how they're built as a technology manager you know where these technologies are going are going to who's going to benefits from this technology how are you going to transfer it in a faster way for the company or the entities to have more or less you know read the rewards of this technology transfer next one business and technology mixed together comes up with technology management and take note that business is an enterprise so you must have an entrepreneurial and management thinking you are not alone in this world as a technology manager you are not isolated you are talking to entrepreneurs you are talking to businessman you're talking to scientists all in all you're trying to put them all together and have the entrepreneurial thinking entrepreneurial mindset that science and technology has a certain value at the end of the day of course you should also have a methodology or understanding of technology assessment forecast and foresight which are fields in technology management of understanding what the technology is inside the company or what the technology can be acquired by the company the future of this technology its performance and even the future scenarios which this technology can catapult the companies or the enterprises to new heights in terms of applications new markets and new paradigms and of course a situation in which you must understand how technologies are implemented in the company and that the rest are there tools and techniques to shorten the project development cycle just we have thought discuss about the s-curve that r&d can make the product development cycle shorter effectiveness in managing managers and technical professionals and capability to conduct large complex projects which employ many disciplines so are these must-haves in you well basically they're not in you but along the way you will be acquiring them through the understanding technology management theories and paradigms and these are very important for you to see the business context of things the technological context of things and the innovation context of things so technology managers you will be amazed because you are not alone in this world you will have bosses you might be the boss and you will have more or less subordinates there are different models of management that you will be encountered you will be encountering their authoritarian style lazy fare style management labor and participative just take a look at this situation you as a technology manager need to understand these types of models of management because if you will be you know be worried about one management style you might end up as a technology manager which is not a leader but rather as a follower you might be ending as a follower but supposedly you are a mediator between the business and the technology so this will be encountered you will be encountering a lot of styles of management in the company in the industry and even in the national arena okay so technology managers traditional business and emerging business if you look at this diagram we see that traditional situation is still existing as of now emerging styles of business organization are ready here but after 1990s we are entering the digital age so if you look at these people process technology markets and management they have changed through time especially now where we are now in the 21st century and a lot of things are there so we might be looking at people which are not only educated sophisticated but multi educated multi sophisticated multi career we can see the process no longer simple and physical but rather now it's digital it's collaboration much more complex a lot of multi-intellectuals are there to understand process technologies can no longer be mechanical or more or less mechanistic view we have entered already the electronic and biological organic view technology is now what technology is at your fingertips already it's in the internet it's already in part of everybody's life we are a social network driven society so these technologies must be used or more or less must be adapted by technology managers organizations now are immersed in a different market before markets were stable and supplies were stable then they move into fluid markets and the supplies become fluid also but nowadays the markets are much not really that fluid but rather a lot of markets are now emerging just imagine new flavors of chocolates chocolates which are actually chocolates and chocolate which now tastes like you know tastes like tea or green tea or something like that and a lot of situations are now changing with regards to different technologies products and processes because the market is actually changing there's no markets are not only a niche market but there are a lot of multi niche markets emerging from different parts of the world and different situations in this in this social world of course at the end of the day management has become what from sharp distinction between the worker and the manager the technology manager must understand that this has evolved into the overlap between the the workers and the managers moreover in this world we are a network society social media is here so just imagine the management is all virtual and collaborative your boss might not be your boss your boss might be actually a robot or something like that so that's the whole point the business organization has changed its paradigm from the traditional emerging to the collaborative to the network and social society of course these are the management transformation the technology manager is actually faced with a lot of assumption it could be an old assumption or a new assumption understanding the assumption of the management transformation is very important the technology manager must understand if he is working in a closed system on our own or working with an open system where decisions in an old system are singular new systems might be constrained old assumption is that individual actions form the job new assumption is that individual actions influenced by others and basically at the end of the day differentiation and specialization are old assumptions but now at this day and age you are what differentiated but coordinated with communication so the technology manager is faced with a lot of management transformations now these are the characteristics of the open and the closed system again technology management is a part of this learning you as a manager sees that the open system there are a lot of boundaries are changing process are problem solving are different this time solutions are sometimes out of the more or less often outside the bounds of logic or sometimes they call it out of the box and of course there is some direct consciousness or efforts at stimulation of creative process to solve problems which are difficult so this is an open system a lot of companies have evolved their situations from close to open and of course the closed companies where you see the boundaries are fixed processes are marked by predictability there's always a final solution there's control and there is often a probable logical correct sequence to understanding the problem procedures are known which directly aid problem solving could be algorithms or heuristics so as a technology manager you are poised or more or less you will be armed with understanding the closed system and the open system so as a technology manager you must interface between this situation but because a lot of companies might still be in the closed system and a lot of companies now are moving into that open system