By shashank chandra

INTRODUCTION

Technology Transfer also called Transfer of Technology (TOT) and Technology Commercialisation is the process of transferring skills, knowledge, technologies, methods of manufacturing, samples of manufacturing and facilities among governments or universities and other institutions to ensure that scientific and technological developments are accessible to a wider range of users who can then further develop and exploit the technology into new products, processes, applications, materials or services OR KNOWLEDGE TRANSFER The transfer of a new idea or method for solving a problem from one group or individual to another, typically from a process improvement consulting group to a client business. Innovation transfer is an important part of Six Sigma and other best practices deployment approaches. Working at the interface between science and business offers an opportunity to bring ideas to Market. The process to commercially exploit research varies widely. It can involve licensing agreements or setting up joint ventures and partnerships to share both the risks and rewards of bringing new technologies to market. Many companies, universities and governmental organizations now have an Office of Technology Transfer (TTO, also known as "Tech Transfer" or "TechXfer") dedicated to identifying research which has potential commercial interest and strategies for how to exploit it

Why innovation?
People with innovative spirit are the main factor in using the technology for development. They can ease both the technical development, and the social one, they can assure the link between research-development, industry and decision factors. The purpose is: an intelligent, sustainable and competitive economy. One wishes the involvement of all the actors and regions in the innovation cycle. The Innovation Union of the Country wants to improve the access towards financing for research and innovation, to make sure that the innovative ideas can be turned into products and services that can determine growth, competitiveness and jobs. The public and private sectors must work together through the Innovation Partnership;

The technology transfer is developed through knowledge transfer.

Purpose: The growth of the capacity to promote the innovation, competitiveness, research, technology transfer as a regional development policy sustainable by the inter-connection of the knowledge, technologies and people.

Vision
Research and innovation towards the Market The valorization of research, market transferable results

Research = knowledge Innovation Technology transfer

Formation

Market facing Research and Innovation, as means for competitiveness increase

Functional sources of innovation

Technological change Regulation/deregulation Competitors Customer expectation

Related industries

Suppliers

R &D

Manufacturing Marketing

Customers

Private and public laboratories Globalization

Universities Social/demographic

Political/legal Nation 2 Nation 3

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TYPES OF INNOVATION TECHNOLOGY

OPEN INNOVATION. Technical invention Systems solution Product improvement Process improvement New business models Market extension Socio-organizational

Technology Transfer
Technology acquisition
Phases

Technology Transfer Skill Development Know How

Forms

Knowledge Management

Patents & Licenses

Technology adaptation

Dissemination

Increases production efficiency - Long Term competitiveness of SMEs

Technology Transfer - Process

Technology Creation Technology Sourcing

Knowledge
Innovation Development Identification Modification

Testing

Verification Awareness

Testing

Design

Evaluation

Decision Making
Application

Brokering

Technology Transfer is the suite of processes encompassing all dimensions of the origins and uptake of know-how, experience and equipment amongst, across and within countries, organizations and institutions.

OBJECTIVES
Principal Investigator. Company Partner. TO ANALYZE ECONOMY OF COUNTRY AND POLICIES OF THE COMPANY. TOI projects focus on the identification of one (or more) existing innovative solution(s) for adaptation and implementation in some target countries and/or sectors Development of Innovation projects develop new solutions to help several countries and/or sectors to cope with a common challenge which is not yet addressed at European level.
Technology Competitiveness in Developing countries.

Objectives: Principal Investigator

Publications Support of students Long-term relationship Multiple sponsor relationship/consortium Timeframe Overall research program Pending research projects

Objectives: Company Partner

Past relationship What do they expect? What will they contribute to research project? Timeframe Company position and likely strategies

Levels and Units of Analysis

Economy, industry, and public policies (e.g., cost of capital) Markets and users Organizational structures, incentives, and procedures (e.g., university policy on software copyrighting) Work group culture and dynamics (e.g., faculty tenure criteria) Individuals involved, their characteristics and roles (e.g., having an industrial-experienced graduate student) The technology itself

LESSON: What you do in terms of bench-level science is only part of the story

Transfer across functional and organizational boundaries

Nature of innovation How tacit or explicit How radical Complexity

Organizational cultural differences

Effectiveness of transfer

Timing When How long

Absorptive and delivery capacities Experience

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Effectiveness of cross-national Innovation transfers

Nature of innovation How tacit or explicit How radical Complexity

Differences in national cultures

Effectiveness of transfer

Timing When How long

Absorptive and delivery capacities

Co-opetitors

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TROUBLESHOOTINGS
Differences in national cultures Co-opetitors

Differences in national cultures

Different national cultures can dampen the rate of transfer of technological knowledge
Managerial styles Working environment
Office space

Policies
Office hours No-smoking policies

NIH syndrome
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Co-opetitors
There can be differences between co-opetitors from one nation to the other It is important to consider mismatch of transmitters and receivers co-opetitors A firm may need to establish relationship with the local coopetitors or build its own entity Collaboration with competitors may be necessary to lend some creditability and to convince complementary innovators to invest in complementary product development Examples
McDonalds had to invest in the growing of potatoes and beef to enter Russia Japanese automobile manufacturers had to build U.S. auto parts supplier networks

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Co-opetitors during international innovation transfer Complementary

Supplier
Differences Absorptive in national and delivery capacity cultures Timing

innovator
Differences Absorptive in national and delivery capacity cultures Timing Nature of innovation

Nature of innovation

Manufacturer
Differences Absorptive in national and delivery capacity cultures Timing

Nature of innovation

Competitors
Differences Absorptive in national and delivery capacity cultures Timing Nature of innovation

Customer
Differences Absorptive in national and delivery capacity cultures Timing Nature of innovation
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Co-opetitors (contd.)
Co-opetitors importance depends on the complexity of the innovation Complexity is a function of
The number of primary components and linkages between them The innovations attributes perceived by its local environment The number of interfaces between the innovation and peripheral innovations and their interrelatedness The number of organizations in the innovations local environment

The more complex the innovation, the more likely it is that the co-opetitor will play a critical role in the receiving nation
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RECOMMENDATIONS
Overcoming the impediments to innovation transfer Cross-functional Cross-organizational Cross-national

Overcoming the impediments to innovation transfer

A firm needs an organizational structure, strategies, systems, and people that enable it to
Quickly spot ideas or innovations Boost the absorptive and transmission capacities of receiving and transmitting entities Reduce the impedance mismatch between transmitter and receiver created by physical, cultural, national, and knowledge gaps between the two entities Cross-functional Cross-organizational Cross-national
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Three boundaries

Cross-functional
Boundary spanners
Reduce gaps between their functions and other functions of the value chain Understand their functions, take function-specific questions, and make it understandable for the other

Champions
Articulate a vision of innovation that receiving and transmitting functions can identify with

Sponsors
Use considerable influence to encourage cooperation
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Cross-functional (contd.)
Suggestion
Locate people together to encourage communication and brainstorm The functions to be involved jointly plan initiating the transfer Move employees around from the transmitter function to receiver function Performance and reward systems

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Cross-organizational
Gatekeepers
Reduce gaps between their organizations and the outside (suppliers, competitors, customer, lab., etc.) Understand their organizations and the outside, take internal questions, and make it understandable for the outside
Hire the person (from the outside) with ideas Reverse-engineer inventions Establish alliances with universities, competitors, or suppliers Build its own absorptive capacities

Suggestion

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Cross national
Suggestion
Send employees of the receiver to the transmitters country Set up training sessions for employees from both transmitter and receiver to explore cultures The receiving firms need gatekeepers to understand both cultures Establish joint ventures, alliances, acquisitions Hold continued workshops in the challenges of cultural differences
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CONCLUSIONS
great innovative companies stay that way by developing a managerial class that understands the creative process and creative people, and knows how to usher bright ideas into commercial reality. PAN AFRICAN NETWORK.

PAN AFRICAN NETWORK

53 PAN-African countries to be connected as one network through Satellite and
Fiber Optics Tele-education VVIP communicatioN network Video-conferencing Support e-governance, e-commerce, resource mapping and metrological services Tele-medicine Internet VOIP services

To connect 5 universities to 53 learning centers, 10 Super specialty hospitals to 53 Remote hospitals in rural areas Indian Institutions to only make the programme running till the expertise is passed on to PAN-African countries