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Morning
Workshops (8:30 am –
12:30 pm)
WS-1 Technological Forecasting
By Dr. Joseph P. Martino, J.P.M
Associates, Dayton, Ohio, USA
This workshop is a perennial winner in
PICMET conferences, attracting a large number of attendees. Providing an
introduction to classic and new technological forecasting methods and
practices, the workshop equips you with a state-of-the-art snapshot of the
field toolbox. Topics included will be growth curves, trends, scoring
models, measures of technology, environmental monitoring, and applications
to R&D planning.
Dr. Joseph P. Martino is an independent researcher and consultant in
the field of technology management. He has written numerous articles and
books on technological forecasting and R&D Project Selection. He is
Associate Editor of the journal TECHNOLOGICAL FORECASTING & SOCIAL CHANGE,
and is a member of the editorial advisory board of the journal IEEE
TRANSACTIONS ON ENGINEERING MANAGEMENT. He is a Fellow of the IEEE. He was
a Senior Research Scientist at the University of Dayton Research
Institute, and prior to that served in the U.S. Air Force, retiring in the
grade of Colonel.
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WS-2 Use of Patent
Information for Strategic Business Planning
By Dr. Holger Ernst, Otto Beisheim School of
Management (WHU), Germany
Building on on-line databases and CD-ROM
facilities, this workshop provides you with a roadmap for systematic and
continuous evaluation of patent information in order to answer some of the
most critical business questions: how to detect and evaluate technological
changes in the competitive environment of the firm; how to evaluate the
productivity of R&D in comparison to the competition; how to identify
changes of technology strategies of the competition; how to find leading
inventors in a specific technological field, etc. This is not all. This
workshop will show you how to use answers to the questions for strategic
business planning.
 Holger
Ernst was born in Siegen, Germany, in 1966. He studied Business
Administration at the University of Kiel, Germany, and the University of
Illinois at Urbana-Champaign, USA. He received a degree in Business
Administration (1992) and his Ph.D. (1996) from the University of Kiel. In
his Ph.D. he developed tools in order to use patent information for
strategic R&D planning in companies. The dissertation has received rewards
from academia as well as from practitioners. He has published many
articles on patent issues since then and also consults major European
corporations on this topic.
He now runs the chair for technology and innovation management and is
co-director of the center for entrepreneurship at the Otto-Beisheim
Graduate School of Management (WHU), Vallendar, Germany. WHU is one of the
leading private business schools in Europe. At the WHU he teaches in the
Master's program, the Executive MBA program with Northwestern University (Kellog),
Evanston and the Merck University, a management education program for top
executives.
His main research interests lie in the fields of technology management,
new product development, entrepreneurship, and e-business. He has
published articles in leading US journals in this field such as the
Journal of Engineering and Technology Management and IEEE Transactions on
Engineering Management and leading European journals such as Research
Policy, R&D Management, Technovation, Zeitschrift für Betriebswirtschaft
and Zeitschrift für Betriebswirtschaftliche Forschung.
He is also founder of a management consulting firm which focuses on
improving technology management and new product development in firms.
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WS-3 Managing New Corporate Ventures: People-Process-Politics
By Dr. David Wilemon,
Syracuse University, USA
An excellent approach for managing emerging
opportunities is a venture team. This seminar gives fresh perspectives and
insights about successfully managing new ventures. Specifically, we will
focus on how to manage the "fuzzy front-end" of a new
technology; organize venture teams within mature organizations; create
& maintain organizational support; keep the venture team focused and
motivated; manage venture complexity; overcome bureaucratic inertia; use
discovery and learning-based planning; and examine why venture teams
succeed and fail. Participants will also learn the critical success
factors necessary for companies to be highly agile, imaginative, and
successful in managing innovative new ventures.
 Dr.
David Wilemon is Snyder Professor of Innovation Management and
Entrepreneurship in the School of Management at Syracuse University. He
also directs the Snyder Innovation Management Research Center and the
Entrepreneurship and Emerging Enterprises Program. He is an active
researcher in the areas of corporate ventures, product development,
project management, and high-performing teamwork. He is a co-founder of
the Product Development and Management Association (PDMA). His major
professional interests focus on factors that create and support highly
innovative organizations.
His research has appeared in the Academy of Management Journal, Journal of
Marketing, California Management Review, Sloan Management Review, Columbia
Journal of World Business, Transactions on Engineering Management, Journal
of Product innovation Management, Technology & Engineering Management, and
R&D Management. He has consulted with several companies including AT&T,
Lucent Technologies (Bell Labs), Apple, IBM, GE, Schlumberger, Anaren
Microwave, Welch-Allyn, 3M, NASA, Upjohn, the U.S. Air Force, the European
Space Agency, Ohmeda, Management Centre Europe, Data General, Bank of
Brazil, Universal Instruments, Royal Bank of Canada, and Bechtel. He also
serves on the Board of Directors of Anaren Microwave.
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WS-4 Third Generation Methods for
Recognizing, Evaluating and Building Competences and Resources
By Dr. John Mills and Dr. Mike Bourne, University of Cambridge, England
We start this workshop with its foundation stones:
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Technology strategy depends on a deep understanding of a firm's
tangible and intangible resources
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It is from this understanding that technology development choices are
made.
Then, we will describe tools that help managers identify and evaluate
their strategically important resources and competences. To demonstrate
how the evaluation tools are used in practice, we will involve you in
participative case studies. Finally, we describe frameworks and
performance measurement tools for building on a firm's resource and
competence base.
 John
Mills spent 20 years with Shell International and Philips Electronics
prior to joining the University of Cambridge in 1992. He holds degrees in
control engineering, neurocommunications and business administration. His
industrial experience ranges from operations research consultancy within
the oil exploration, production and distribution industries and factory,
development and business management in consumer electronics, white goods
and mobile communications sectors. His research focuses on the development
of practical processes for the formation and implementation of
manufacturing and R&D strategies and the design of coherent
performance measurement systems. He is lead author on the strategy
workbooks 'Creating a Winning Business Formula' and 'Competing through
Competences' (provisional titles) to be published by Cambridge University
Press in Summer 2001.
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Afternoon Workshops (1:30
pm – 5:30 pm)
WS-5 Fast-Start Technology Roadmapping
By Dr. Rob Phaal and Dr. D.R. Probert, University of Cambridge,
England
This workshop focuses on the practical application of technology
roadmapping in the firm. Its purpose is to help business, technology, and
product managers link technology investments to product and business
strategies. Then, we will provide a methodology that allows a company to
quickly explore the potential benefits of the roadmapping process. To
enable fast learning, you will use a group exercise to practice the
methodology.
 Robert
Phaal joined the Centre for Technology Management at Cambridge
University in 1997, and is currently engaged in a research programme to
investigate strategic technology management issues in business. The
particular focus of the research project is how to link technology
resources to company objectives, in order to develop a set of practical
and well-founded tools to support technology strategy and planning
initiatives in the firm. Outputs include a guide for supporting
'fast-start' technology roadmapping, supported by a tool catalogue. Robert
has a background in mechanical engineering, consulting and contract
research.
 David
Probert is currently the Head of the Centre for Technology Management.
He had and industrial career with Marks and Spencer and Philips for 18
years before returning to Cambridge in 1991. His experience covers a wide
range of industrial engineering and management disciplines in the UK and
overseas. Following his research in the area of make-or-buy, he recently
published 'Developing a make or buy strategy for manufacturing business'
with the Institute of Electrical Engineers.
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WS-6 Building A
Business Case for A Radically Innovative Technology
By Dr. John A. Bers, Vanderbilt University, USA
How do you build a "resilient"
business strategy for a radically new technology? In this workshop,
participants develop a business plan for a revolutionary technology. Using
the techniques of multiple scenario analysis, demand modeling, and cash
flow analysis, this workshop takes you through the process step by step.
 Dr.
John A. Bers is Associate Professor of the Practice of the Management
of Technology at Vanderbilt University's School of Engineering. His
interests focus on how technology and industrial companies identify actual
and hidden assets and realize their business value in current and emerging
markets.
John's career in strategic marketing and business development spans thirty
years and several high-technology industries. Before joining the faculty
at Vanderbilt, John managed strategic analysis and business development at
Northern Telecom Inc., and strategic and technical planning for the Gas
Research Institute, the research and development arm of the U.S. natural
gas industry. He has also been in private practice as a technology
marketing consultant.
John's formal education includes a B.Sc. from Yale University in physical
chemistry, an MBA from the University of Chicago, an interdisciplinary
doctorate from Harvard in planning and business strategy, and a Ph.D. in
Management of Technology from Vanderbilt University. He has been an active
member of several national and regional professional societies and has
made numerous presentations on strategic business development and
repositoning to national and regional audiences.
John also recently developed and taught one of the nation's first pure
Internet graduate level courses in the marketing of advanced technology
products and services. Other university teaching assignments have included
courses in the dynamics of technological change, technology policy,
business policy, principles of marketing, industrial marketing, electronic
commerce, and management of technology. He currently serves on the faculty
of National Technological University, the nation's leading provider of
advanced technical education and training from a distance.
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WS-7 Managing High-Technology Projects
By Dr. Hans J. Thamhain, Bentley College, USA
This intensive workshop provides seasoned managers and project leaders
with a forum for discussing technology-based project management concepts,
tools, and techniques. The emphasis is on best-in-class practices applied
to new product projects. Participants will be exposed to the latest
techniques for tracking and controlling projects, compressing the
time-to-market cycle, managing innovations under cost and time pressures,
and dealing with risk, conflict, and commitment.
 Hans
J. Thamhain specializes in technology-based project management. He has
combined a career of RD&E and business management with university
teaching and research. Currently a Professor of Management and Director of
Project Management Programs at Bentley College, Boston, his industrial
experience includes twenty years of high-technology management positions
with GTE/Verizon, General Electric, Westinghouse and ITT. Dr. Thamhain has
PhD, MBA, MSEE and BSEE degrees. He is well known for his research on
technology-based project control and team leadership, and has written over
seventy research papers and five professional reference books in project
and technology management. Dr. Thamhain is the winner of the IEEE
Engineering Manager of the Year 2000 Award and a Certified Project
Management Professional, PMP.
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WS-8 Product Offerings in
the Digital Economy
By Dr. Jean-Claude Balland, J.C.B. Associates, Portland, Oregon, USA
The Digital Economy is forcing all companies to reconsider their
offerings. Historically a product and technology matter, products in the
Digital Economy need to extend beyond the tangibles to include services,
information, and other intangibles. An entire new value proposition needs
to be created. This workshop will provide the participants with a broad
understanding of the key changes the Digital Economy is bringing and how
they impact the traditional definition of products. The participants will
then learn to assess the vulnerability of a product and how to reinvent an
existing offering into one that is Digital Economy ready.
 Dr.
Balland is a high-technology business consultant, professor, and
lecturer with extensive experience in sales and marketing management of
high technology products in Europe, the United States, and Japan. His
consulting practice, JCB Associates, helps companies address the strategic
management issues that the digital economy is bringing upon them.
Previously, Dr. Balland was director of internet marketing at Mentor
Graphics Corporation. He also was a division marketing manager with
Tektronix, Inc. for several years. Dr. Balland holds an EE from INSA in
Lyons, France, and a Ph.D. in Physics from University of Lyons, France.
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WS-9 Decision Making
in Complex Environments
(CANCELED)
By Dr. Thomas L. Saaty, University
of Pittsburgh, USA
The Analytic Hierarchy Process (AHP)
engages decision makers in breaking down a decision into smaller parts,
proceeding from the goal to criteria to subcriteria down to the
alternatives of action. To capture the complexity of the decision problem,
wide participation is encouraged in constructing the hierarchy. The
decision maker then makes only simple pairwise comparison judgments
throughout the hierarchy to arrive at overall priorities for the
alternatives of action. The decision problem may involve social,
political, technical, and economic factors. Where there are several
parties involved, negotiation may be required. The AHP helps people cope
with the intuitive, the rational and the irrational, and with risk and
uncertainty in this complex setting. This workshop includes a two-hour
lecture and Expert Choice software exercises on the Analytic Hierarchy
Process. The participants will receive a copy of the software. They are
encouraged to bring their laptops to the workshop.
 Thomas
L. Saaty holds the Chair of University Professor at the University of
Pittsburgh with appointments in the Operations Research Group of the
Graduate School of Business, in Mathematics, Industrial Engineering,
Philosophy of Science, sociology, International Security, and the Graduate
School of Public and International Affairs. He came there in 1979 after
ten years on the faculty of the Wharton School at the University of
Pennsylvania. He was also Executive Director of the Conference Board of
the Mathematical Sciences. He received his Ph.D. in mathematics from
Yale University and did post doctoral work at the University of Paris. He
then began his career with the MIT Operations Evaluation Group followed by
several years at the office of Naval Research one of which he spent as
Scientific Liaison Officer at the U.S. Embassy in London. He is the author
of 20 books in fields ranging from Operations Research and Management
Science to Conflict Resolution, Urban Design and Behavioral
Mathematics. Dr. Saaty is the originator of the Analytic Hierarchy
Process (AHP) and partner with Professor Ernest H. Forman, of George
Washington University, in producing the computer software package Expert
Choice based on the AHP. He has lectured and consulted on the process and
its uses in the United States and abroad to numerous business, government
and academic communities. He has authored and co-authored twelve books on
this subject, one of which Decision Making for Leaders, has been recently
translated to seven languages, and another Multicriteria Decisions: The
Analytic Hierarchy Process translated to Chinese and Russian.
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