Technology Scouting to Accelerate Innovation

A two-day executive masterclass on how to identify, find and structure technology partnerships, acquisitions and licenses

June 19 - 20 , 2019  | Shanghai, China

  Key Benefits of Attending  

· Identify technologies required to address current or potential customer needs

· Anticipate emerging technical trends while there is still time to react – the difference between invention and innovation; knowing how to commercialize

· Set up an effective scouting program and mesh it with other development initiatives

· Identify the most promising technologies and sources worldwide; how to assess the potential value of IP

· Tools and techniques you can use to anticipate disruptive technologies

· Develop a comprehensive sourcing strategy using the Technology Sourcing Matrix

· Find unexpected technology nuggets; including entrepreneurial, university and government sources

· Choose and structure the most favorable arrangement (alliance, license, acquisition, joint development, and/or spin-out)

· Apply new externally-developed technologies for rapid commercialization

· Best position your firm for the future–how to use competitive intelligence, roadmapping &

· market forecasting to integrate technology scouting with overall open innovation efforts

Learn

• When it is most advantageous to go outside for new technologies versus developing on your own

• How to select the right matches for your specific needs

• What kinds of deals to strike and how to structure agreements

• How to transfer technical know-how once we decide to go forward

• How to establish and manage a formal technology scouting program

  Why Technology Scouting is Important -- How to Derive Maximum Benefit  

Most companies today recognize the importance of open innovation and technology scouting - the challenge is translating the promise into profitable reality. Many begin their journey with the simple goal of filling gaps in their development skill-set, driven primarily by the need to implement approved projects in a timely way. They quickly learn that this tactical perspective, while adding value, limits the potential of external scouting. The real value comes from making Open Innovation and tech scouting an integral part of a long-term growth strategy and innovation culture.

This interactive, practical, and example-filled masterclass is designed to help those seeking maximum business impact and payback from scouting. Drawing on Dr. Paap’s deep expertise and 40+ years of experience, this highly-rated course is widely considered the definitive one on the subject.

The purpose of this two-day session is to give you proven tools & planning frameworks that you can immediately use to accelerate your development efforts and promote a more innovative product portfolio. Our goal is to help you develop the skills that will allow you and your team to effectively leverage internal technical capabilities by selectively going outside to meet strategic objectives.

By attending you will come away with a practical guide to forming and managing a world-class scouting program. You will know how to cultivate an open culture, and how to choose & successfully integrate new technologies and opportunities.

  Key Deliverables  

You will return to your organization with:

· Your own technology sourcing matrix

· Competitive intelligence gathering tools

· Suggested resources to tap for new technologies

· Comparative best practices from leading firms

· Recommendations and advice for your specific situation

· Comprehensive reference materials

· An implementation action plan

  Agenda  

The Logic of External Sourcing：

How it provides value

• The critical role if information in innovation

• Challenges to finding information on new and emerging technology

• How scouting can help at each stage of the development process to promote innovation, speed time to market, and manage risk

Technology Scouting 

What it is and how it works:

• Scouting is more than filling gaps – six reasons for looking outside

• Scouting and open innovation

• Organizational approaches – examples of some leading practitioner

• Understanding your ‘External Sourcing Posture’

• Measuring success – how you know you are providing value

• Keys to effective scouting

Identifying When to Scout

• Filling gaps

• Project driven requirements – using creative problem solving to accelerate developments

• Developing a Sourcing Strategy – the Technology Sourcing Matrix

• Technology forecasting – positioning the firm for the future

• Scenarios and other strategic planning exercises

• Disruptive technologies – what they are and how to protect yourself from being ‘disrupted.’

• Using scouting to find new applications for your technology

Identifying Technology Sources

• Insights from Competitive Intelligence to focus your search

• Using the QAIS™ framework to identify sources

• Selected sources: conferences, entrepreneurs, universities, and Crowdsourcing, the internet, brokers and intermediaries

• Patents and scientific literature – a source for some

Managing the Transfer

Key steps in collaborative relationships

• Structural options for leveraging external technology: licenses, alliances, acquisitions, spin-offs, and contracting

• The Alliance Strategy Process™ – steps in developing successful collaborations

• Managing Intellectual property – assigning value, attributing credit, and protecting your interests

• Overcoming internal barriers to collaboration – the importance of managing the culture

Jay Paap is President of Paap Associates and is one of MEC’s most highly rated instructors. He also serves on the faculty of the Executive Program at The Sloan School (MIT), led executive workshops for the Industrial Relations Center at Caltech and Haas School, Cal Berkeley, is a Fellow of The Strategy and Competitive Intelligence Professionals, and a PDMA Certified New Product Development Professional. He received his Ph.D. from MIT’s Sloan School of Management with concentrations in technology management and organization design.

Dr. Paap is a much respected and sought-after speaker at workshops and conferences around the globe; he is the co-author of 'Anticipating Disruptive Innovation' which received the Maurice Holland award as the best practice article in Research Technology Management.

He has been active in the management of technology for almost 50 years, and has consulted with industrial and governmental organizations for over 40 years. Prior to founding Paap Associates, Jay was Partner at Data and Strategies Group, Principal at Ampersand Ventures, Director of Corporate Consulting at Venture Economics, and Associate Director of the Technology Management Group at Pugh-Roberts Associates.

Before entering consulting, Jay was an officer in the US Air Force, responsible for developing and deploying advanced electronics equipment. In 1992 he founded and ran the Commercialization Roundtable in which senior business development managers from major companies met every two or three months through 1995 to share experiences on open innovation and develop best practices concerning how major corporations can effectively commercialize new technology based concepts and businesses. Among the members of the Roundtable were AT&T, Digital, Dow, DuPont, GTE, IBM, MCC, Motorola, and Xerox.

Dr. Jay Paap, has helped over 150 organizations design and implement effective roadmapping programs. His proven and highly adaptable planning framework, Customer Focused Technology Planning ™ (CFTP™) has been used throughout the world, by organizations of all types: commercial and government, consumer and B-to-B, large and small, product and service. This process was the basis for the Timken roadmapping process that was selected

by the prestigious CEB as a ‘best practice’ roadmapping framework and has been adopted by other leading companies across all industries.