Le Management des Transferts de Technologie - Daniel ROUACH, EAP. BD Scanning Scanning : Lesson 1 "To be beaten is excusable, to be astonished, unforgivable"

Le Management des Transferts de Technologie - Daniel ROUACH, EAP.BD

Sca

nn

ing

Scanning : Lesson 1

"To be beaten is excusable,

to be astonished, unforgivable"

Napoléon

Source : L'Oréal


Sca

nn

ing

Scanning : Lesson 2

"Businessmen, if you don't scan the horizon about the last

innovations of your competitors, you are out of competition"

Source : L'OréalSource : L'Oréal


Sca

nn

ing

Scanning : Lesson 3

"Scanning activityis

everyone's business"

Source : L'Oréal


Sca

nn

ing

Information helps to reduce incertainty

It also enables the person possessing it to It also enables the person possessing it to accomplish several things:accomplish several things:

To make him-or herself indispensable To justify his or her actions after the event To come across as being rational (i.e. "modern") To appear to champion "transparency" and

démocracy To protect him-or herself To remain unpredictable


Sca

nn

ing

Management of informal information

Astonishment reportsAstonishment reports

i.e. reports in which the author mentions everything that may have astonished things that bear no direct relationship to the initial reason for his assignment or even to his line of work

Individual contactsIndividual contacts

Whereas publications are the reflection of a previously developed, duly codified science, individuals are the observers or actors of a science that is in the process of developement as well as of its potential applications


Sca

nn

ing

Informal sources

Business communication "Open-house" days Sub-contractors Research projects and study trips Exhibitions and trade fairs Conferences, seminars and clubs Job applicants Trade negotiations Networks of personal relations


Sca

nn

ing

The 5 kinds of technological lookout

Kinds of Method Caracteristics lookout1. The - Patent war - Morality & Conquering - Offensive situation very various methods

- Unlimited means2. The - Ex-members of - Important means Aggressive Intelligence service

- Careful treatment - Professionalism & ethics of datas - A "leader" lookout

3. The - Classic means - Limited means Active - Start of scanning

department

4. The - Opportunists - To react towards attacks Reactive - Very limited budgets

5. The - No special actions - Blinded and passive Drowsy


Sca

nn

ing

Five kinds of lookouts

Kinds of Caracteristics lookout1. The Constantly active, he is quick to Conquering invest and ever ready for battle

2. The He can often be found in highly Aggressive competitive markets. A large number

of former military intelligence specialisttake up scanning activities in the private sector

3. The Many French lookouts fall into this category Active

4. The The kind of lookout only reacts Reactive when under attack

5. The He sees no point in scanning the Drowsy environment and has no fear of competition!


Sca

nn

ing

Five kinds of lookouts

5

4

3

2

1

Agressive

Active

Inactive

0 1 2 3 4 5Amateurs Professionals Experts

Drowsy

Reactive

Active

Aggressive

Conquering


Sca

nn

ing

The different facets of scanning activity

Technological scanning

Competitive scanning

Market scanning

Strategic scanning

11

33

44

22

Geopolitical scanning Geographical scanning Legal scanning Societal scanning


Sca

nn

ing

Fields of technological scanning

Fundamental& appliedResearch

Factories& process

Patents& standards

TechnologicalTechnologicalScanningScanning

Technological: ScanningTechnological: ScanningWhich technologies?Which technologies?


Sca

nn

ing

Technological scanning

Technological scanning involves observing and analysing the scientific,

technical and technological environment as well as its present and future implications

in order to identify both opportunitiesfor development and threats to development


Sca

nn

ing

Competivite scanning

Useful informations to understand consumerbehaviour and to anticipate what it will be inthe future:

The competitor's current performance His strategy His goals for the future His abilities The assumptions underlying his acts and decisions


Sca

nn

ing


All components of his advertising campaigns for every product of market

His attempts at breaking into new markets His contacts with new suppliers His interest in new technology Want ads for management positions published in

the press New product development R & D efforts

In particular, gathering the following information on any given competitor may prove to be useful


Sca

nn

ing


It is therefore vital for companies to manage information on both existing and potential competitors

A long-term project of compiling,comparing and verifying informationmay reveal huge "chunks" of competitors strategy


Sca

nn

ing

Market scanning

Customers and marketsCustomers and markets The changing needs of customers Their changing relationship to company Their degree of solvability

SuppliersSuppliers The supply of new products The changing relationship of suppliers to the company The suppliers' ability to provide essential products at the

lowest possible cost Labor marketLabor market

Changes in the supply of new skills The relationship between labor and management Manpower costs

DissatisfactionDissatisfaction


Sca

nn

ing

Environmental scanning

Environmental scanning comprises four categories:Environmental scanning comprises four categories:

Geopolitical Geopolitical scanningscanning

Geographical scanningGeographical scanning

Legal and Legal and legislative legislative scannnigscannnig

Societal scanningSocietal scanning

Scanning


Sca

nn

ing

Economic intelligence in american economy

PentagonMilitary & civilfederal agenciespracticing economicintelligence (60)i.e.:CIA FBI NES DIANational Sciences FoundationNational Institute of HealthOffice of Naval Research

Thinks thatMIT...Economic StrategyInstituteEconomic Policy InstituteCouncil of Competitiveness

Federations• Employers National Association of Manufacturers• Employees AFL-CIO UAW Communications Workers of America United Steel Workers of America

Executive Power

(US Technical Information Service)(Office of Japanese Scientific

& Technical Literature)

National concertationsuch as Sematech

Legislative PowerSpecialized Committees

Intelligence professionalassociationsAmerican Society forIndustrial SecurityCompanies

Law firms

Economic InformationcompaniesDun & BandstreetSRI InternationalInternational ResearchReal World IntelligenceSearch AssociatesKroll


Sca

nn

ing

The steering committee

Its functionsIts functions

Getting the process under way and assisting general management in defining strategic objectives

Teaching methodology to participants Guiding possible subcontractors and the use of

exceptional resources Coordinating the activities of the lookout groups Managing the scanning budget


Sca

nn

ing

The steering committee

Its compositionIts composition

ResearchesR&D managementMarketing-sales managementProduction managementSpecialists on reference material and patent rights

Its activitiesIts activities

Defining strategic objectives (in conjunction with top management)Selecting lookoutsMaking sure that the methodology is properly appliedBudgeting and budgeting controlSynthesizing requests for resources and research findings from the various lookout groups


Sca

nn

ing

The lookout groups

Their functionsTheir functions

Carrying out scanning activities toward a specific strategic objectiveDoing fieldwork in search of the information they needSupplying information syntheses to the interested parties

Their compositionTheir composition

Pluridisciplinary: (5-10 volunteers with expert knowledge in the relevant areas)


Sca

nn

ing

The lookout groups

Their activitiesTheir activities

Drawing up a research plan on the group's goalSupplementing the central research plan with ad hoc projects carried out at a lower levelDrawing up a research plan on key indicatorsDefining plans for action and for using information sourcesDrafting reports and distributing them to the appropriate persons


Sca

nn

ing

A few hints on how to succeed in creating a scanning unit

Provide relevant information Start out with information that managers want rather

than with information they actually need Divide up tasks intelligently Involve line personnal in the scanning plan Set up specific teams in the various functions and local

units Emphasize the quality rather than the quantity of

information Clearly differentiate information provided according

to the person at whom it is directed Always bear in ming that the information belongs first

and foremost to the company


Sca

nn

ing

Four major lessons

Scanning is anindivisible globalundertaking

It requires an appropriate methodologythat makes it possible totake full advantage ofthe existing sources ofinformation

It calls for an organizational structure that enables the various lookouts to workin synergy

Some information mayalso be of interest toother parts of the company


Sca

nn

ing

The lookouts needs to be just like Bouddha :

With a small mouth and large ears

Documents

Le Management des Transferts de Technologie - Daniel ROUACH, EAP. BD Scanning Scanning : Lesson 1 "To be beaten is excusable, to be astonished, unforgivable"