Hands-on Training Workshops and Seminars based on R&BD Framework

1. 1
SBI’s Hands-on Training Workshops
Based on a New R&BD Framework
Prepared by:
Dr. Chulho Park
Vice President
cpark@sbi-i.com
Strategic Business Insights
January 2015

2. 2
SBI’s R&BD Framework

3. 3
Value Creation through Technology Innovation—
Research and Business Development
Identify the right
research (or
product) needs
“Value Discovery”
Develop the
technology (or
product) right
“Value Development”
“Value Creation”
Customer Value
(Satisfaction)
Company Value
(Profit, Growth)
Deliver to the right
customer with the
right ways
“Value Delivery”
Creation and delivery of new customer
value in the marketplace
with a sustainable business model
for the enterprise producing it

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Innovation and Opportunity Discovery Will Be the
Critical Components in a New R&BD Paradigm
Infrastructure: Organization, Resource, Processes
Analysis of External Drivers and Dynamics
Commercialization
Management
IP Asset
Management
Technology (R&D)
Management
Company
Business
Vision
and
Strategy
Innovative Opportunity Discovery
Low Cost Innovation
New
Businesses
and/or
Products

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SBI’s R&BD Framework
Knowledge of External Drivers and Dynamics
Infrastructure: Organization, Resources, Processes
Technology Planning
R&D Project Management
Business
Vision and
Strategy
• Benchmarking
• Scenarios
• Market Research
• Competitive
Analysis
Technology
Portfolio
Planning
Project
Portfolio
Selection
Budgeting
and Resource
Allocation
Project
Initiation
Project
Execution
Project
Management
• Management Diagnostic
• Structure and Teaming
• HR Management
• IT & Knowledge Management
• Cycle-Time Management
• External Network Management
Ideation
Technology
Acquisition
Strategy
Project
Closeout
• SWOT Analysis
• Technology Intelligence
Knowledge of External Drivers and Dynamics
Infrastructure: Organization, Resources, Processes
• Benchmarking
• Scenarios
• Market Research
• Competitive
Analysis
• Management Diagnostic
• Structure and Teaming
• Profit Sharing Model
• Business Plan and Model
• Venture Financing
• External Expert Management
• SWOT Analysis
• Technology Intelligence
Intellectual Property Management
Value Creation and Management
Technology
Valuation
IP
Portfolio
Planning
Budgeting
& Resource
Allocation
Technology
Licensing
Venture
Creation
Sell, M&A,
JV, Alliance
Ideation
Technology
Commercialzn
Strategy
Internal
Use
Return on
Investment
Technology
and Intellectual
Property
Creating IP Assets Turning IP Assets into Value
Technology Management Commercialization ManagementIP Management

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SBI’s Training Workshops

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SBI’s Training Approach
 To create and foster innovative R&BD culture and open innovation,
SBI has developed proven, practical framework and methodologies,
and standardized the processes and I/O formats, and transfer those
processes to its clients through training workshops.
 SBI hosts a customized training course (typically one day to two
weeks) at its world headquarters in Menlo Park, California, or a
client’s site for approximately 15 - 40 executives and managers at a
time. The curriculum, based on SBI’s proven approaches, includes
the key elements of SBI’s R&BD Framework.
 SBI course facilitators, experienced in technology management and
commercialization, use a combination of lectures, case studies, and
breakout groups during the course.
 To address a client’s specific needs, SBI develops and conducts
customized executive training courses based on its R&BD
framework. Trainees will learn through participating hands-on real
case exercises.

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Customized Training Workshops and Seminars Based
on a New R&BD Paradigm
Infrastructure: Organization, Resource, Processes
Analysis of External Drivers and Dynamics
Commercialization
Management
IP Asset
Management
Technology (R&D)
Management
Company
Business
Vision
and
Strategy
Innovative Opportunity Discovery
Low Cost Innovation
New
Businesses
and/or
Products
TI Seminar
TM Seminar TC Seminar
Biz ODP WorkshopR&D ODP Workshop
Scenario Workshop
TM&C Seminar
TRM Workshop SRM Workshop
KM Seminar
Scan Seminar

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Major Themes for Training Workshops — 1
Development of Technology Roadmaps
 Steps of Technology Roadmapping Process
 Hands-on Real Case Exercise
Technology
Roadmapping
Process
External Analysis and Scenario Development
 Steps of Scenario Planning Process
 Hands-on Real Case Exercise
Scenario
Planning
Process
R&D Management
 Integrated Strategic Planning Process
 Benchmark and Case Studies
Technology
Management
Tools and Processes

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Major Themes for Training Workshops — 2
Development of Strategic Roadmaps
 Steps of Strategic Roadmapping Process
 Hands-on Real Case Exercise
Strategic Opportunity
Roadmapping
Process
Identifying and Validating Innovative Ideas
 Steps of Opportunity Discovery Process
 Hands-on Real Case Exercise
Opportunity
Discovery
Process
Commercialization Management
 Commercialization Strategies
 Benchmark and Case Studies
Technology
Commercialization
Tools and Processes

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Major Themes for Training Workshops — 3
Identifying Opportunities Based on Scan Process
 Scan and Opportunity Discovery Processes
 Hands-on Real Case Exercise
Scan
Workshop
Creating & Fostering Innovative Culture
 Overview of Innovation Management
 Benchmark, Case Studies, and Exercise
Innovation
Management
Workshop
Technology and Business Intelligence
 Overview of Intelligence Processes
 Benchmark and Case Studies
Technology
Intelligence
Tools and Processes

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Typical Structure of a Training Workshop
For Each Step of the SBI’s Process (Lecture)
 Overview of Innovation Management
 Case Example of the Step
Exercise
For Each of the Training Workshops
 Overview of the SBI’s Workshop & Process
 Benchmark and Case Studies
Lecture
Hands-on Case Exercise of Each Step
 Conduct Exercise (by Group)
 Present the Results
Note:
1) A training workshop typically takes 1 to 3 days to complete.
2) Typical size of training workshop is 15 to 30 people (3 – 5 groups).

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Benefits of a Training Program
Participants learn to apply best-practice tools and processes. Sharing
common tools and processes within a company or companies will:
 Expedite communication and collaboration among researchers and
technicians of multiple R&D teams and divisions within corporate R&D
organizations
 Expedite communication and collaboration among its multiple functions
from planning, to new business development, to R&D
 Improve efficiency, and reduce costs by institutionalizing and
standardizing methodologies, processes and input-output formats for
technology management and commercialization
 Assist in focusing big, multidisciplinary research and business
development ideas
 Focus on strategically important, innovative, and high-impact business
and/or research opportunities, and turn them into commercial successes
 Create and foster innovative R&BD culture through hands-on real case
exercise with collaborative teamwork and innovative approach.

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SBI’s Opportunity Discovery
Training Workshop

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Opportunity Discovery Process
Opportunity
Profile
Trends, SWOT
Idea
Resurrection
New
Challenge
Refinement
Concept
Refinement
New
Challenge
Opportunity
Discovery
EngineInternal and
External
Sources
R&BD
R&BD
“Failure” Mode
Customer
Value
Creation
Customer
Value
Creation
Validation
Validation
Concept
Opportunity
Discovery
Workshop
Opportunity
Value
Proposition
Opportunity
Roadmap
Opportunity
Workbook
Opportunity
Workbook
Opportunity
Discovery
Workshop
Opportunity
Value
Proposition
Opportunity
Profile
Opportunity
Roadmap

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Analysis of Driving Forces and Trends Will Help
Identify Needs for Innovation
Competitive Business
Environments
Social/Environmental
Changes
Disruptive Science
& Technologies
External Driving Forces
Business
Opportunities
Product/Service
Opportunities
R&D
Opportunities
Outcome of Opportunity Discovery Workshop
Business & Technology
• Strategy
• Capability
• Resource
Internal
Opportunity Discovery
• Decision-Focus
• Goals
• Scope
Internal
Brainstorming Workshop
Technology-Driven
Opportunities
Customer-Driven
Opportunities
Optional
Input
Product/Service
Needs
Customer
Needs
Technology
Needs
Research & Development
Needs

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Opportunity Value Proposition
A simple “NABC” approach can be used for profiling, communication,
validation, and promotion of an opportunity
Important
Needs
Unique
Approach
Customer
Benefits
Dynamic
Competition
Next Steps,
Action Plan
Customer needs, market
and product needs, or
technical needs
Compelling and unique
technical and/or business
approach
Competitive advantages
and disadvantages to
technology/market leaders
Current status and issues,
and next step or action plan
Customer benefits and
company/R&D benefits
Source: SRI, SBI

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Description
 Brief description of an opportunity
 Strategic objectives and goals
 Time and resource constraints
Key Items Addressed in an Opportunity Profile
Needs
 Customer (new or unmet) needs
 Product or service needs
 Technology needs or push/drivers
Competition
 Competitors with strengths/weaknesses
 Compelling competitive advantages
 Technology gaps, sustainability
Next Steps
 The current status (IP, R&BD stage)
 Next step to do
 Resource requirement, or commitment
Approach
 The current leaders’ approaches
 Compelling technical/business approach
 Modus operandi
Benefits
 Customer benefits
 Company benefits
 Synergy, side effects/benefits
1
65
3 4
2

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Step 1: Prepare a workbook for Opportunity Discovery workshop
Step 7: Refine the selected opportunities and specify next steps
Step 2: Discuss industry trends and issues, and the company’s
business/R&D strategy and capabilities
Step 3: Identify new business and/or research opportunities
Step 4: Segregate the opportunities into clusters
Step 5: Develop evaluation criteria and assess their relative
importance
Step 6: Evaluate and select the best refined opportunities using
the selection criteria
SBI’s ODP Process

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Day-1 Agenda
 Identifying and Incubating Innovation Opportunities in a New R&BD
Paradigm
 Overview of SBI’s Opportunity Discovery Process (ODP)
 Case Studies of ODP Process
 (Step-1) Discussion of a Hands-on Case Exercise
 (Step-2) External Analysis: Meta Trends, Emerging Trends, and Key
Uncertainties
 Exercise: External Analysis
 (Step-3) Overview of Ideation Methodologies
 Exercise: Identifying Opportunities
Sample

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Day-2 Agenda
 (Step-4) Organizing and Refining Opportunities
 Exercise: Organizing and Refining Opportunities
 (Steps-5 & 6) Evaluation of Opportunities
 Exercise: Evaluation of Opportunities
 (Step 7) Development of Opportunity Profiles
 Exercise: Development of Opportunity Profiles
 Exercise: Present & Evaluate the Opportunity Profiles
Sample

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Day-3 Agenda (Optional)
 Communicating & Selling Opportunities (Opportunity Pitch)
 Exercise: Development of an Opportunity Pitch
 Exercise: Present & Evaluate the Opportunity Pitches
 Development of Strategic Opportunity Roadmaps
 (Exercise: Need a separate training workshop for roadmapping)
 Wrap-up of the Training Workshop Including Q&A
Sample

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SBI’s Strategic Roadmapping
Training Workshop
(Can be linked to an ODP workshop)

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Technology Strategy Profile Based on
Opportunity Profile
To develop an opportunity-driven strategic technology roadmap, a
technology (strategy) profile will be developed based on the
opportunity profile as the first of the TRM process
 Description
 Need
 Approach
 Benefit
 Competition
 Next steps
 Technology Options
 Best Technology
 Acquisition Strategy
 Milestones
 Product/Service
Roadmaps
 Key Success Factors
Opportunity Profile Technology Profile

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TechnologyStrategyProfile
Opportunity Roadmap (for Innovation Leader)
Technology Requirements
Products/ Services &
Key Success Factors
Products/ Services 1
A B C
Products/ Services 2Products/Services 1
A B C
Key Success Factors
1. .…….
2. ……..
3. ….
Necessary Techs
1. .…..
2. .…..
3. .….
Opportunity Roadmap
Products/
Services
Key Success
Factors
Technology
Now By 2010 By 2013
A B C
A B C
1 2 3 4 ?
Market Signpost
Tech Signpost
Yes
This way
No
Yes
This way
No

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Opportunity Roadmap (for Fast Follower)
Technology Requirements
Products/ Services &
Key Success Factors
Products/ Services 1
A B C
Products/ Services 2Products/Services 1
A B C
Key Success Factors
1. .…….
2. ……..
3. ….
Necessary Techs
1. .…..
2. .…..
3. .….
Industry Level Roadmap
Products/
Services
Key Success
Factors
Technology
Now By 2010 By 2013
A B C
A B C
1 2 3 4 ?
Company Path (in Blue)
Products/
Services
Key Success
Factors
Technology
Now BY 2010 By 2013
A B C
A B C
1 2 3 4 ?
Market Signpost
Tech Signpost
Yes
This way
No
Yes
This way
No

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Strategic Technology Roadmapping Process
Step 2: Develop technology acquisition strategy
Step 7: Develop strategic implications and next steps
Step 1: Identify technology options and select the best option for
the opportunity
Step 3: Determine milestones for each of the core technologies
Step 4: Determine target products and/or services to develop
Step 5: Identify key success factors for the products and/or
services
Step 6: Develop strategic product-technology roadmaps

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Day-1 Agenda
 Overview of Technology Roadmapping Processes
 Overview of SBI’s Strategic Technology Roadmapping Process
 Case Studies of Strategic TRM Process
 (Step-0) Discussion of a Hands-on Case Exercise (Or from ODP
Training Workshop)
 (Step-1) Exercise: Identify Business Needs and Technology Options
to Satisfy the Identified Needs
 (Step-2) Exercise: Develop Technology Acquisition Strategies
 (Step-3) Exercise: Determine Milestones for Core Technologies
Sample

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Day-2 Agenda
 Exercise: Present & Evaluate the Results of Steps 1, 2, and 3
 (Step-4) Exercise: Identify and Determine Products / Services to
Develop
 (Step-5) Exercise: Identify Key Success Factors for the Products /
Services
 (Step-6 & 7) Exercise: Develop Strategic Roadmaps and
Implications
 Exercise: Present & Evaluate the Strategic Roadmaps and
Implications
 (Optional Exercise) Update the opportunity profile and its strategic
roadmaps and present the results
 Wrap-up of the Training Workshop Including Q&A
Sample

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SBI’s Training Experience with
Asian Clients

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Why Asian R&D Institutes Need New R&BD
Processes and Systems?
 Standardize technology management processes and formats
 Generate innovative research or application development ideas
 Encourage multidisciplinary research and business development
 Expedite new product development (reduce time to market)
 Improve R&D efficiency and effectiveness
 Improve linkage of R&D to business development
 Improve communication among R&D organizations, planning, and
business units
 Align corporate vision/business strategy to technology strategy
and technology portfolio
 Establish new R&D mission and vision and realign R&D programs
and projects to the new R&D vision
 Create and incubate technology venture start-ups

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Case: Technology Roadmapping Process for
Samsung Advanced Institute of Technology
Samsung Advanced Institute of Technology (SAIT) developed more
than 40 technology roadmaps a year. Each of those roadmaps was
developed by key R&D staff of each of its R&D programs using
different processes and formats. Although they had communication
with their R&D sponsors, Samsung’s business units, there were
little collaboration and coordination among its R&D staff in different
R&D programs at SAIT.
SAIT’s CTO office wanted to standardize its technology planning
and roadmapping process and format. SAIT also wanted to train its
CTO staff to become masters of new SAIT’s technology
roadmapping process, so they could assist its R&D staff to develop
their technology roadmaps. Ultimate goal of SAIT was to establish
its own technology roadmap program in SAIT like the 6-Sigma
Program.

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Case: Opportunity Discovery Process for LG
Chem
LG Chem wanted to identify new research topics for its display R&D
program in display material areas, especially advanced materials
for LCD and PDP applications. LG Chem was not sure what would
be the next-generation flat panel displays. In LG Group, LG Display
involves in LCD panel and CRT businesses, and LG Electronics
involves PDP panel business as well as consumer electronic
devices such as TV, PC, Notebook PC, and cellular phones.
LG Chem wanted new research topics of advanced display
materials that should be aligned to both LG Display and LGE flat
panel display R&D strategies. To do this, LG Chem R&D decided to
work together with both LG Display’s R&D and LGE’s R&D teams.
They needed a common language and process to identify research
topics and to share and communicate those ideas each other.

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Case: Technology Commercialization
Management and Processes for ETRI and ITRI
Electronics and Telecommunications Research Institute (ETRI) of Korea
wanted to establish a mechanism to commercialize its technologies:
 Assess the current status of ETRI’s technology commercialization management
 Develop a technology commercialization process
 Design an organization for technology commercialization
 Develop a business model including fund raising and profit sharing
 Train key staff a new technology commercialization management process.
Industrial Technology Research Institute (ITRI) of Taiwan asked to improve its
infrastructure and processes for technology commercialization management:
 Review ITRI’s existing system for IP business, including IP management,
licensing, spin-offs, and JVs, and benchmark with other institutes internationally
 Conduct a commercialization management diagnostic, identify key issues to
improve, and to conduct a benchmark study
 Develop an improved IP business system, including changes to ITRI’s
organization, processes, performance metrics, and incentive programs.

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SBI’s Experience of R&BD Process/System
Transfer to Asian R&D Institutes
 Technology Management Diagnostic
 Technology Management
 Scenario Planning
 Opportunity Discovery Process
 Integrated Technology Planning
 Technology Roadmapping
 Technology Commercialization Process
 Technology Intelligence System
 Scan Process
 New Product Concept Development
 Innovation Management and Value Creation

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SBI’s Typical Process of Technology
Management System Implementation
Step–1: Understand a client’s needs, objectives, resources, and issues
Step-2: Conduct a technology management diagnostic to assess the
current status and capabilities, to identify key issues, and to make
recommendations to resolve the identified key issues
Step-3: Conduct a benchmark study to identify the gaps of the key issues
to technology leaders and to develop a plan to resolve the
identified key issues
Step-4: Customize a technology management process/system and develop
a draft manual based on the client’s goals and resources, the
technology management diagnostic, and the benchmark study
Step-5: Conduct a pilot project as the first step of implementation of the
new process/system
Step-6: Revise the manual as needed based on the pilot project results
Step-7: Train the client’s key staff using the manual and the pilot project
example