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The new paradigm of MOT

The new paradigm of MOT. The management dimension. Demands on MOT. Integration between technology and corporate strategy Acquisition and exploitation of technology Evaluation of technology Technology transfer Speedy NPD cycle Management of complex project

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The new paradigm of MOT

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  1. The new paradigm of MOT The management dimension

  2. Demands on MOT • Integration between technology and corporate strategy • Acquisition and exploitation of technology • Evaluation of technology • Technology transfer • Speedy NPD cycle • Management of complex project • Management of technological applications • Deployment of technology talents

  3. New issues surrounding MOT • MOT on the efficiency of service sector • MOT for globalization • MOT on the IT/IS effectiveness • Beyond the R&D management • Foster the technology enablers • Connect serially the cooperative stages of technology life cycle

  4. Fundamentals of MOT • Resources deployment • Business environment • Organizational structure • Project planning & management • Human resource/intellectual management

  5. Performance evaluation before resource deployment • Cost/quality/positioning/competition performance • Technology potential and competitiveness • R&D performance • Determine the synergy of technology portfolio • Evaluate the success and fallacy of collaborative alliance

  6. Industrial transformation in the demanding MOT era • Short life cycle • Continuous-wave innovations • Co-opetition • Unpredictable global market • Quality critics • Customized & flexible production • Agile outsourcing organization structure

  7. Impacts on/from the business environment • Regulation & deregulation • User involvement • User participation and resistance • Interested party assimilation • Environmentalism

  8. Organizational restructuring • Matching with the style of technological work/production • Phase to the NDP evolution • Enable technological transfer inward and outward

  9. Project management • Managing knowledge workers • Project matrix facilitators • Innovation incubation & incentive • Knowledge management • R&D personnel discipline

  10. HR management • Technological changes on recruiting, staffing, and promotion • Training and continuous learning • Technology gatekeeper • Internal entrepreneurship and spin-off • Technological impact on workers’ social lives and psychology

  11. MOT guiding principles • Value creation • Quality • Response capability • Flexibility • Innovation • Integration • Team • Equity

  12. Management paradigm changes • Industrial revolution in the 18th century— Management on man-machine transformation • The middle period of 19th century—specialization, modularization and parts production • The later period of 19th century—Management by accounting, by recording the production information • The turning years of 1900s—scientific analysis of working process and the social psychological dimension of workers • The beginning period of 20th century—the assembly production by standardized parts and under a planned architecture

  13. Management paradigm changes (2) • The middle period of 20th century—Toyota system for lean production • After 1960s—computer aided manufacturing, service, government. Etc. • In the late period of 20th century—massive diffusion of civil technologies under DCs’ and NICs’ diffusion-oriented industry policies • After 1990s, systemic R&D research, inter-disciplines, speedy commercialization, global R&D team

  14. The coming challenges on MOT • Technology • Complexity, fusion, IT & telecom convergence, emerging tech (Bio- & Nana-) • Environment • IPRs enforcement, technology markets, entrepreneurship • Communication & Collaboration • Localization, culture, user involvement , government facilitator • Industrial strategy • Managing changes and forecasting • Organization • Temporary, visual organization, horizontal integration, knowledge capital, indigenous customization • Finance market • Venture capital for exploiting emerging technology, risk sharing and benefit appropriability • Education • Multi-disciplined managers, university reform

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