Resumo - Management In Technology 2 - Inovação e Tecnologia 2023-2

Universidade Federal do Rio de Janeiro Faculdade de Administração e Ciências Contábeis Departamento de Contabilidade Disciplina: ACC 602 - Gestão da Tecnologia e Inovação Período: 2023-2 Prof. Dr. Pierre Ohayon Aluno (a): XXXXXXXXXXXXXXX DRE: 123456789 Leitura 1 WYK, R. J. Van. The Technology Manager - Tasks and Training. MANAGEMENT OF TECHNOLOGY II. 1990. Rio de Janeiro 2023 O artigo, intitulado "The Technology Manager - Tasks and Training" por R.J. Van Wyk da Universidade de Cape Town, explora o papel em evolução dos gestores de tecnologia no nível estratégico. O autor identifica sete tarefas-chave para os gestores de tecnologia: explorar o horizonte tecnológico em constante mudança, antecipar futuras tecnologias, realizar auditorias de tecnologia, orientar pesquisa e desenvolvimento, supervisionar propriedade intelectual, atuar como guardião da inovação e participar do planejamento estratégico. O treinamento tradicional em ciência, engenharia, economia e gestão é considerado insuficiente, com um apelo para treinamento especializado em análise de tecnologia. A análise de tecnologia envolve estruturas para analisar artefatos individuais, classificar tecnologias, identificar tendências, traçar limites e analisar interações com preferências sociais. O autor enfatiza a importância dos gestores de tecnologia em integrar a tecnologia aos objetivos estratégicos. Essa integração não apenas impulsiona a inovação, mas também contribui significativamente para a vantagem competitiva da empresa. Para ilustrar, imagine uma empresa de manufatura que busca otimizar sua produção por meio da implementação de novas tecnologias automatizadas. O gestor de tecnologia desempenharia um papel crucial ao identificar e incorporar essas soluções de forma alinhada com as metas estratégicas da empresa, garantindo eficiência operacional e, por conseguinte, aumento da competitividade no mercado. Além disso, a eficiente gestão das tecnologias sob a responsabilidade desses profissionais não se limita apenas à sua implementação, mas também abrange a avaliação constante de seu desempenho. Por exemplo, um gestor de tecnologia em uma empresa de software não apenas introduz novas ferramentas, mas também realiza análises detalhadas para garantir que essas tecnologias atendam continuamente às necessidades da empresa, ajustando-as conforme necessário para otimizar sua eficácia. Outro aspecto fundamental é a habilidade do gestor de tecnologia em facilitar a transferência efetiva de conhecimento e tecnologia dentro da organização. Isso é especialmente crítico em ambientes onde a inovação é constante. Ao criar canais eficazes de comunicação e colaboração entre as equipes, o gestor de tecnologia promove a disseminação do conhecimento, permitindo que as melhores práticas e descobertas sejam compartilhadas e aplicadas em toda a empresa. A redução do tempo de lançamento de novos produtos é outra área na qual o gestor de tecnologia desempenha um papel crucial. Ao adotar abordagens ágeis e tecnologias de desenvolvimento rápido, esse profissional contribui para encurtar os ciclos de inovação, permitindo que a empresa responda rapidamente às demandas do mercado e mantenha-se à frente da concorrência. Além disso, a supervisão do uso interno da tecnologia é vital para garantir sua aplicação consistente e alinhada aos objetivos organizacionais. Isso pode envolver a implementação de políticas de segurança de dados, a garantia de conformidade regulatória e a promoção de uma cultura interna que valorize a eficaz utilização das tecnologias disponíveis. Assim, a atuação proativa e multifacetada dos gestores de tecnologia se revela indispensável para o sucesso e a sustentabilidade das empresas em um cenário empresarial cada vez mais digital e dinâmico. O artigo defende uma descrição de trabalho mais clara para os gestores de tecnologia, destacando a necessidade de integrar várias funções, como explorar a fronteira tecnológica, sondar áreas prioritárias, diagnosticar pontos fortes e fracos tecnológicos, orientar pesquisa e desenvolvimento, supervisionar propriedade intelectual e participar da gestão estratégica. As observações finais enfatizam a importância de padronizar as tarefas dos gestores de tecnologia, incentivando a exposição e experimentação com estruturas de análise de tecnologia, e reconhecendo o potencial revolucionário dessa mudança de paradigma no campo da gestão de tecnologia. MANAGEMENT OF TECHNOLOGY II Texto 9 Proceedings of the Second International Conference on Management of Technology February 25-March 2, 1990 Miami, Florida, U.S.A. Edited by Tarek M. Khalil, Ph.D., P.E. Professor and Chairman Bulent A. Bayraktar, Ph.D. Visiting Professor Department of Industrial Engineering University of Miami Coral Gables, Florida, U.S.A. Industrial Engineering and Management Press Norcross, Georgia The Technology Manager - Tasks and Training R. J. Van Wyk University of Cape Town, Rondebosch, South Africa ABSTRACT Much uncertainty still surrounds the tasks of the technology manager at the strategic level. Seven tasks are suggested: Explore the changing technological horizon; probe future technologies; technology auditing; guiding R&D; supervising intellectual property; functioning as the custodian of innovation; participating in strategic planning. Traditional training in science and engineering and in economics and management do not adequately equip the technology manager for these tasks. Training in technology analysis is needed. The essence of technology analysis is briefly described. It covers frameworks for (1) analyzing individual artefacts, (2) classifying technology, (3) differentiating trends, (4) charting limits, (5) analyzing interactions with social preferences. Keywords: technology manager; technology analysis. 831 INTRODUCTION Management of technology is an idea whose time has come. Many indicators point to the growing importance of the field and to increasing public interest therein. New journals have appeared and existing ones renamed. The International Journal of Technology Management was launched in 1986 and the journal Technology Analysis and Strategic Management was announced in 1988. In the same year the journal Research Management changed its name to Research Technology Management. Various textbooks addressing management of technology have appeared in the past few years, e.g. Burgelman and Maidique (1988), Roberts, (1987), and Von Hippel, (1988). Two recent and widely advertised conferences focussed on the management of technology: The Seventh Conference on the Management of R & D which took place in 1987 at Fontainebleau and the First International Conference on Technology Management which was held in Miami, Florida, in 1988. In some countries special committees have been appointed to investigate the field and to suggest guidelines for national policies. In 1987 an American Task Force on the Management of Technology issued its report Management of Technology: The Hidden Competitive Advantage. Finally, business enterprises and educational institutions are taking a new and serious look at the field. Soon after his election as Dean of the Sloan School of Management, Massachusetts Institute of Technology (MIT) in 1987, Lester Thurow foresaw that: “The School will continue to emphasise education combining technological know-how with management skills. Part of the US difficulty in remaining competitive, is that we have a generation of managers who don’t understand the technology which they are managing” Thurow, (1987). In Europe INSEAD recently launched its “Partners for the Future” Programme which develops research and education partnerships between major corporations and INSEAD. Three priority fields were identified, with Management of Technology and innovation (MTI) heading the list, INSEAD, (1988). All these developments emphasise the importance of the technology manager as a vital new professional. And yet this profession has not yet received the attention it deserves. What is the emphasis of his task? What skills should he have? What training does he require? THE TASKS OF THE TECHNOLOGY MANAGER As far as could be ascertained there is no generally agreed to job description for the technology manager. One attempt at describing the work involved in management of technology is reported by the Task Group on the Management of Technology. It differentiates a number of “need areas”. • How to integrate technology into the overall strategic objectives of the firm • How to get into an out of technologies faster and more efficiently. • How to assess/evaluate technology more effectively • How best to accomplish technology transfer. • How to reduce new product time • How to manage large, complex and interdisciplinary or interorganizational projects/systems • How to manage the organization’s internal use of technology. • How to leverage the effectiveness of technical professionals. This list is a useful reminder of the range and diversity of tasks in the management of technology. However the list is not a structured one, does not reflect the relative importance of various functions and does not differentiate between the strategic functions and operational commitments of the technology manager. We need a better job description. In stressing this need we are mindful of the complexities of the task and that it may lie outside the competence of a single person. So, for instance, Edward Roberts, reminds us: "Five different key staff roles must be fulfilled if innovative ideas are to be generated, developed, enhanced, commercialized, and moved forward in the organization" Roberts, (1977). He then describes the roles of (1) the creative scientist or engineer, (2) the entrepreneur, (3) the project manager, (4) the sponsor, and, (5) the gate-keeper. However the question keeps arising as to the need for a central responsibility in this field. The position could, at least at the strategic level, can be the focus of the company's technological endeavors. A job description for such a person is attempted below. It is a fresh attempt at defining the technology manager’s unique role, it is based on the perception that the main function of the technology manager is to understand the technological potential available in the world and to manipulate it to enhance corporate technological capability. Explore the changing technological horizon. The first and most important task of the technology manager is to keep his company informed about the forever changing horizon of technological opportunities. He has to continuously observe and record its profile and bring significant changes therein to the company’s attention. Probe the future of given technologies. The technology manager helps to explore and visualize the future configuration of given products and processes and to conceive new ones. In this respect he will be expected to work closely with the marketing and production manager. Diagnose corporate technological strengths and weaknesses. The technology manager has the task of assisting with technology audits to identify in-house strengths that could form the basis for further business growth and to locate weaknesses requiring rectification. Once again the technology manager liaises with the production manager. Guide research and development. Research and development management is concerned with investing R & D funds in the most appropriate projects, evaluating proposals and guiding individual projects. Oversee the stock of intellectual property. The technology manager must liaise with the legal department to ensure that the corporate intellectual property is adequately protected and well cared for. The legal aspects of patenting, registering designs, copyrighting, and negotiating know-how agreements and licence fees have to be properly structured and integrated into a sound policy of "trading in technology". Oversee innovation. The technology manager has to oversee the innovation function in the business. He has to initiate and call forth proposals and see to their evaluation. He has a responsibility towards personnel management to ensure the creation of proper relationships, structures and reward systems to encourage the highest possible level of technological initiative. Participate in strategic management. The final responsibility of the technology manager is to participate in the formulation of a corporate strategy. The process of strategy formulation is an interactive process involving some of the functions already outlined. In addition to this the technology manager has to help with integrating the various perspectives into a strategic map. It is his task to formulate the proposed strategy in a simple, understandable format that captures the essence of the company’s technological thrust. SKILLS AND TRAINING OF THE TECHNOLOGY MANAGER Because of the unique capabilities required for the technology manager, especially the first second and last tasks, it follows that his training must equip him with a blend of skills that are at present extremely rare. He has to have panoramic vision in order to take in the full operation of the technological landscape i.e. the entire technological spectrum. He has to be trained in divergent thinking in order to seek and find hidden connections and commonalities. He has to think in technical terms. Finally, he has to have a keen sense of where the high potential areas lie. Metaphorically he has to be like the fish eagle, soaring high for a better view, but ready to pounce where subtle signals signify the presence of a choice morsel. What training will equip him with these skills? Training in science and engineering. This does provide him with insight into technical matters and their related physical phenomena, physical processes and units of measurement. However for the technology manager it is not entirely sufficient. It is too specialized and atomistic, and not adequately concerned with connections among technologies. Furthermore it does not concern itself with the full spectrum of technological phenomena and with broad patterns of change. A more holistic type of training is needed to generate a macro-mindset. Training in macro-economics or strategic management procedures This encourages holistic and global thinking and helps to develop the skills required for reducing large amorphous mindscapes to clear policy initiatives. But it is equally inadequate. It fails to impart the required technological insight. Even the protagonists of the macro-economic approach to the study of technology admit to have "reached a dead end". Multidisciplinary training. The linking of the engineering scientific approach on the one hand and the economics-business approach on the other is a very popular solution to the problems raised above. The "multi-disciplinary approach, or for the true afficionado, the "inter-disciplinary approach", offers a multiple exposure of insights but unfortunately not an integrated blend. In the end one mindset predominates and fundamental technological insights are lost. Training in technology analysis The solution seems to lie in training in a field that employs a macro paradigm but expresses itself in technological units. Technology analysis is such a field. It is a new academic discipline aimed at creating a fuller understanding and encouraging better utilization of the technological setting within which businesses operate. Its major contribution has been the creation of clear, simple formats for handling complex technological issues at the strategic management level. It is based on the notion of a "science of technology" - a descriptive science ranging wider than existing specialties and covering technology in all its ramifications, but perforce limited in depth to broadly observable phenomena. As such it must be seen as a "soft science" i.e. a policy science rather than as a "hard science" i.e. an exact science. Technology analysis defines technology as "created capability" and focuses on artefacts as the basic units of enquiry. The heart of technology analysis is a number of analytical frameworks. Five may be distinguished, Van Wyk (1988): Standard framework for analyzing individual artefacts. Just as there exists in biology a standard framework for analyzing individual organisms, so a framework has been designed in technology for analyzing individual artefacts. It uses the headings: function, level of performance, principle of operation, structure, material and size. Classification of technologies. The second analytical framework is a taxonomy of technologies. By the late 1970s a taxonomy based on the technological function of artefacts was developed and a simple nine-cell table was created in terms of which any given technology or any given component could be classified. The nine-cell table classifies technologies in terms of the physical entities that they handle, i.e. their major outputs, and type of handling. Roophi, (1979). Standard set of technological trends. The third framework available to the technology analyst is a standard set of technological trends. Successive generations of artefacts were studied and the major patterns of change occurring over long periods noted. Based on these patterns of change, a number of typical technological trends were differentiated and described in terms of a standard framework. Persistent change seems to occur in four dimensions of performance, i.e. efficiency, capacity, density and accuracy, and two structural features namely size and complexity. A chart of technological limits. The notion of a technological trend inevitably leads to the question "Where will it end? Are there inherent limiting factors which constrain technological evolution? If there are, where do they lie and can they be understood in a comprehensive way?" While these questions are difficult, attempts have been made at creating an overall chart of technological limits suggesting a system of classification of limits and of providing a framework for recording empirical values. A socio-technical preference profile. De Vulpian points out that a close interaction exists between technology and society, De Vulpian (1984). People have preference for some technologies and dislike others. The interesting problem lies in finding which technologies will cause which reaction pattern. Studies addressing this question are in progress and interesting perspectives have emerged. They emphasise the well known preference for environmentally friendly, energy conserving, non-toxic and bio-degradable artefacts and materials. These frameworks have all been developed in response to practical needs and are indispensable to the functions of exploring the technological frontier, probing priority areas and diagnosing technological capabilities, i.e. the typical tasks of the technology manager as outlined above. CONCLUDING REMARKS Because the tasks of the technology manager have not been standardised, especially at the strategic level, it is important that technology managers in practice review their job description and obtain clarity as to what they should be doing and what their relationship with other executives should be. The task sheet outlined in this article would help them clarify these issues. Technology managers should seek exposure to and experiment with the frameworks of technology analysis. Managers in the other functional fields should be encouraged to acquire knowledge of these frameworks as well. Academics teaching or doing research in the management of technology field are urged to take note of the development of the field of technology analysis and to critically appraise these developments. The paradigm of technology analysis is a revolutionary paradigm. It has the potential of becoming a dominant paradigm, if not the dominant paradigm, in the future theoretical evolution of management of technology. BIBLIOGRAPHICAL REFERENCES Burgelman, R.A. and Maidique, M.A. (1988) Strategic Management of Technology and Innovation, Homewood, Illinois, Irwin. De Vulpian, A. (1984) New Directions for Innovation in Products and Services, Paris, COFREMCA INSEAD, (1988) The Management of Technology and Innovation, Foutainbleau, INSEAD. Roberts, Edward B. (1977) "Generating Effective Corporate Innovation", reprinted in Rothberg, Robert R. (ed.) (1981) Corporate Strategy and Product Innovation, New York, Free Press, pp. 216-224 Roberts, Edward B. (ed.) (1987) Generating Technological Innovation, London, Oxford University Press Ropohl, G. (1979) Eine Systemtheorie der Technik, Munich and Vienna, Carl Hanser Verlag. Task Group on the Management of Technology. (1987) Management of Technology: The Hidden Competitive Advantage. Washington, D.C., National Academy Press. Thurow, Lester, (1987) "An Interview". Wall Street Journal, May 10, 1987. Van Wyk, Rias J. (1988) "Management of Technology: New Frameworks". Technovision, vol. 7, no. 4, October, pp. 341-351 Von Hippel, Eric, (1988) Sources of Innovation, London, Oxford University Press BIOGRAPHICAL SKETCH OF THE AUTHOR Rias van Wyk is a Professor in the Graduate School of Business, University of Cape Town and Head of the Management of Technology Programme. His field of competence is Technology Analysis, a field which he has helped to formulate and develop through various articles and contributions to books. He holds degrees from Harvard University and from the Universities of Stellenbosch and Pretoria. He has done research work in the USA, Israel and Germany and has held seminars in these countries as well as the UK, Canada, Italy and Botswana. His most recent association was as Visiting Scholar with the Management of Technology Group, Sloan School of Management, Massachusetts Institute of Technology. He has served on the boards of two banks and a development corporation and is at present on the board of a machinery company. He heads Techno-Management (Pty) Ltd, which specialises in procedures for management of technology at board-room level. Universidade Federal do Rio de Janeiro Faculdade de Administração e Ciências Contábeis Departamento de Contabilidade Disciplina: ACC 602 - Gestão da Tecnologia e Inovação Período: 2023-2 Prof. Dr. Pierre Ohayon Aluno (a): XXXXXXXXXXXXXXX DRE: 123456789 Exemplo Leitura 14a UTTERBACK, J.M. A Dinâmica da Inovação na Indústria. In: Dominando a Dinâmica da Inovação, Capítulo 1, p. 1-23, Rio de Janeiro: Qualitymark, 1996. Rio de Janeiro Data