A research undertaken with support of the

Innovation Programme

TEMAGUIDE
A Guide to Technology Management and Innovation for Companies

Cotec
Fundación COTEC para la Innovación Tecnológica

CENTRIM IRIM R&D Research Unit

University of University of Kiel
Brighton
 A research undertaken with support of the
Innovation Programme

Neither the Commission of the European Communities, nor any person

acting on behalf of the Commission, is responsible for the use which might
be made of the information in this book. The views expressed in this book
are those of the authors and do not necessarily reflect policies of the
Commission of the European Communities.

Cotec
Fundación COTEC para la Innovación Tecnológica

CENTRIM IRIM R&D Research Unit

University of University of Kiel
Brighton

Copyright  1998.
European Communities
Fundación COTEC para la Innovación Tecnológica, COTEC (E)
Sociedad para la Innovación y Promoción de Nuevas Tecnologías S.A., SOCINTEC (E)
Manchester Business School, The University of Manchester (UK)
IRIM Institute for Research in Innovation Management, The University of Kiel (D)
CENTRIM Centre for Research in Innovation Management, The University of Brighton, (UK)
 TEMAGUIDE Contents

Part I. What is TEMAGUIDE

Part II. A Business Perspective of Technology

Management and Innovation

Part III. Tools to support Technology

Management and Innovation

Part IV. Case Studies of Technology Management

and Innovation

TEMAGUIDE
 GENERAL INDEX
Part I. What is Temaguide
1. TECHNOLOGY MANAGEMENT, INNOVATION AND TEMAGUIDE .............................................. 1
2. BUSINESS PERSPECTIVE OF TECHNOLOGY MANAGEMENT AND INNOVATION .................... 3
3. THE TOOLS TO SUPPORT TECHNOLOGY MANAGEMENT AND INNOVATION.......................... 6
4. THE CASE STUDIES............................................................................................................................. 9

Part II. A Business Perspective of Technology Management and Innovation

1. THE COMPETITIVE ENVIRONMENT................................................................................................. 1
2. MODELS OF TECHNOLOGY MANAGEMENT AND INNOVATION ................................................ 3
3. THE KEY ELEMENTS OF TECHNOLOGICAL INNOVATION .........................................................15

Part III. Tools to support Technology Management and Innovation

1. INTRODUCTION................................................................................................................................... 1
2. MARKET ANALYSIS............................................................................................................................ 5
3. TECHNOLOGY FORECAST ................................................................................................................17
4. BENCHMARKING................................................................................................................................25
5. PATENT ANALYSIS ............................................................................................................................33
6. AUDITS ................................................................................................................................................41
7. PORTFOLIO MANAGEMENT .............................................................................................................51
8. PROJECT EVALUATION.....................................................................................................................61
9. CREATIVITY .......................................................................................................................................71
10. INTELLECTUAL PROPERTY RIGHTS MANAGEMENT.................................................................79
11. INTERFACE MANAGEMENT ...........................................................................................................89
12. PROJECT MANAGEMENT................................................................................................................95
13. NETWORKING.................................................................................................................................103
14. TEAMBUILDING .............................................................................................................................111
15. CHANGE MANAGEMENT ..............................................................................................................117
16. LEAN THINKING.............................................................................................................................123
17. VALUE ANALYSIS ..........................................................................................................................147
18. CONTINUOUS IMPROVEMENT .....................................................................................................155
19. ENVIRONMENTAL ASSESSMENT ................................................................................................173
20. MISCELLANEOUS TECHNIQUES ..................................................................................................187

Part IV. Case Studies of Technology Management and Innovation

1. INTRODUCTION................................................................................................................................... 1
2. HAKO .................................................................................................................................................... 7
3. BEYSCHLAG........................................................................................................................................19
4. INDEX ..................................................................................................................................................43
5. NEUMAG..............................................................................................................................................69
6. SINTE ...................................................................................................................................................87
7. PROASA ...............................................................................................................................................99
8. PVR .....................................................................................................................................................105
9. GOITEK SYSTEM ..............................................................................................................................117
10. CONTRA VISION .............................................................................................................................127
11. MEDEVAL........................................................................................................................................137
12. THE STATIONERY COMPANY ......................................................................................................151
13. BUXTON WALL MCPEAKE............................................................................................................159
 Part I
What is Temaguide

Table of Contents

1. TECHNOLOGY MANAGEMENT, INNOVATION AND TEMAGUIDE......................................... 1

2. BUSINESS PERSPECTIVE OF TECHNOLOGY MANAGEMENT AND INNOVATION.............. 3

3. THE TOOLS TO SUPPORT TECHNOLOGY MANAGEMENT AND INNOVATION .................. 6

4. THE CASE STUDIES ........................................................................................................................... 9

TEMAGUIDE i
I. WHAT IS TEMAGUIDE

1. Technology Management, Innovation and TEMAGUIDE

The importance of Technology Management
Technology Management is an essential activity in any business. It helps companies to
manage their existing operations more effectively and it also helps them to develop
strategically to strengthen their resources, expertise and capability. Technology
Management helps an organisation to prepare for the future and to reduce commercial risks
and uncertainty by increasing flexibility and responsiveness. Technology Management
facilitates good quality management and environmental management and makes possible the
smooth introduction of new and improved goods and services. Innovation is a major factor
in all this activity.
Technology consists of knowledge and experience as well as equipment and facilities. It is
software as well as hardware and it is services and systems as well as products and
processes. Technology uses ideas, creativity, ingenuity, intuition, intelligence and foresight.
Technology can be used internally and can be bought and sold in various ways. It can be
shared freely and it can be exploited for commercial gain. It can be used by independent
companies and by consortia or in collaborative arrangements and networks. Technology is
often based on results from science, but it is always shaped and constrained by customer
requirements and market forces and by economic and environmental concerns and financial
investments. Customer and consumer expectations and business pressures are changed by
technology just as much as they in turn influence the use and evolution of technology.
But Technology Management is not just about technology. It is about business
management. This needs internal and external resources to be properly managed.
Human, financial and technological resources must be planned and organised and
strategically developed in an integrated way in order to support business objectives.
This is a primary concern of Technology Management.
The need for Innovation
Businesses are continuously under pressure to maintain and increase competitiveness. This
becomes harder as business becomes more international and global. Technology helps to
increase competitiveness but it is also a major cause of increased competition and new kinds
of competitors. The only solution is innovation.
Companies have to accept the innovation challenge and become more innovative:
• They must innovate frequently, efficiently and with confidence.
• Innovation must become the norm rather than the exception. It should not be a disruptive
activity.
The success of innovation can never be 100% guaranteed. It is not just determined by
technology but also by commercial, social and environmental factors. There are risks
involved in all these factors and Technology Management is how risks can be managed,
obstacles can be overcome and alternative solutions can be generated. TEMAGUIDE offers
a method of reviewing all the relevant issues in order to improve Technology Management.

TEMAGUIDE I-1
 I. WHAT IS TEMAGUIDE

Improving the business organization

TEMAGUIDE provides a strategic framework for European managers to improve
Technology Management and the innovation process in their company. They can learn from
the tools and case-study experience to develop and apply good Technology Management
practices. Managers can also, as individuals, become more competent and professional in
Technology Management. This will help organisations to develop a positive culture to
further encourage and support innovation.
Managers whose professional background is not technology but instead accountancy,
personnel or marketing, etc., can widen their knowledge and understanding of how the
company’s performance can be improved via better Technology Management and can
recognise more easily what they need to do to help.
The intended users of TEMAGUIDE
Experienced technology managers and technologists will get a useful overview of the role of
technological innovation in business and a simple methodology for managing change.
TEMAGUIDE is both for industrial companies as well as for service providers in any
sector, as innovation and technology is equally important for all type of organizations.
Those managers who do not work in a technology function or do not think they have any
part to play in Technology Management can become better informed about it and will
discover that they can in fact make a potentially significant contribution. This contribution
can be an important input to innovation, technology development, technology strategy, or
Technology Management in general.
Managers should try to anticipate strategic threats and opportunities. They can learn from
past projects and from the experiences of other companies, including their suppliers,
customers and users. They can network with other companies and with universities and
research organisations to gain access to a wider range of skills and expertise. They can
monitor and benchmark competitors' activities and can even sometimes collaborate with
their competitors. They can become more aware of the dynamics of their commercial and
technological environment, and its risks and uncertainties. TEMAGUIDE will encourage
and recommend these practices and via its three component parts it will provide much of the
information and practical detail needed to make them work to improve business
performance.
The origin of TEMAGUIDE
TEMAGUIDE is the result of the research undertaken by a group of European
organizations, namely Fundación COTEC, which was the project coordinator, SOCINTEC,
CENTRIM (University of Brighton), IRIM (University of Kiel) and the R&D Unit of the
Manchester Business School. The project was supported by the Innovation Programme
(Directorate General XIII, European Commission).
In particular, the project TEMAGUIDE (contract no. AAMM023) was funded as an
Accompanying Messure of the action line devoted to the promotion of Innovation
Management Techniques (IMTs). This action line aims at contributing to the promotion of
an environment favourable to innovation and the absorption of new technologies by
enterprises, and the objective of the Accompanying Measures is to foster trasnational
exchange of knowledge and methodological practice in the promotion and use of IMTs in
SMEs.

I-2 TEMAGUIDE
I. WHAT IS TEMAGUIDE

The basic structure of TEMAGUIDE

TEMAGUIDE has three components as illustrated in Fig 1.1:
• A description of Technology Management and Innovation from a business perspective.
This is more than just a description; it is a model which can be used both at a practical
level to manage the innovation process and at a strategic level to ensure that Technology
Management is fully integrated into the business and receiving the emphasis which it
deserves. This part has value for newcomers to the field and for more experienced
managers and technicians who are looking for an overall understanding of the role of
technology and innovation in business.
• A set of tools to assist in specific Technology Management activities and the promotion
of Technology Management as an important aspect of good business practice.
• A set of case studies which illustrate the problems, needs and solutions of typical
companies. These relate to various applications of Technology Management tools and
techniques in real companies, and provide an alternative way of accessing the information
and guidance in TEMAGUIDE.
Figure 1.1. TEMAGUIDE components

Business Perspective
of Technology
Management

Tools for Case Studies of

Technology Technology
Management Management

Structure
The material corresponding to the above three components has been implemented in two
complementary platforms, namely in “hardcopy” and in CD-ROM, the latter incorporating
some multimedia formats, including video and audio.

2. Business Perspective of Technology Management and

Innovation
Technology Management helps a company to innovate and to stay ahead of the competition.
It helps it to work to quality management standards and to comply with environmental
requirements. It also helps the company to perform well in financial terms and to satisfy its
customers with well designed products, processes and services.
Innovation has technological and organisational dimensions and needs to be supported by
every department or function of a business. Innovation improves efficiency and can also

TEMAGUIDE I-3
 I. WHAT IS TEMAGUIDE

significantly change the design of products and processes and thereby raise the company to
a higher level of competitiveness, or allow it to enter new business areas. This level of
innovation might be needed to respond to competitors’ innovative actions and any other
strategic threats and opportunities, or might be needed to satisfy customers’ increasing
expectations and demands.
In order to design, build and deliver better products processes and services a company
needs information, knowledge and expertise as well as equipment and other resources. This
design and technology capability must be strategically managed. Often it will be multi-
disciplinary and highly dynamic. In order that the capability does not degenerate in relative
terms it is necessary to scan the environment for information about relevant changes in
technologies or company activities and to train, recruit and retain good employees. It is also
often necessary to specialise and to network with other companies. Other companies will
only want to network and collaborate with progressive partners who have some useful
expertise to offer in return.
Thus Technology Management is not just about successfully innovating once or twice in
isolated events. It is about a constant awareness and readiness for innovation, and about
frequent innovation and improvements. This desirable and necessary characteristic is termed
‘innovativeness’. A company cannot ‘overnight’ become innovative in this sense. To
achieve this does not just require ingenuity and inventiveness but that the entire business
organisation is efficient. It must gear up rapidly from prototype to production volume and
market, sell and distribute the new products and services in new territories and to new kinds
of customers. The logistics and information systems behind this operation are all the
concern of Technology Management. The entire organisation must be honed to a high level
of performance.
Key elements of the innovation process - a learning cycle
TEMAGUIDE recommends a simple conceptual framework or model that will facilitate
the above approach. It is based on five elements that remind a company WHAT often needs
to be done at different times and in different kinds of situations: SCAN, FOCUS,
RESOURCE, IMPLEMENT, LEARN. These elements are explained briefly below:
• SCAN the environment for signals about the need for innovation and potential
opportunities.
• FOCUS attention and efforts on a particular strategy for business improvement and
innovation, or a particular solution to a problem.
• RESOURCE that strategy and prepare what is needed to make the solution work
• IMPLEMENT the innovation.
• LEARN from the experience of success and failure.
The five elements of the model can be supported by tools and techniques, but this is not
essential. The model in any case has intrinsic value as a way of recognising where a
company or team is in any project or activity. The model suggests there is an iterative
learning cycle, rather than just stages, to a project or activity and it can support this cycle by
illuminating the nature and characteristics of each element. The balance of emphasis on each
element will vary from company to company and from situation to situation.

I-4 TEMAGUIDE
I. WHAT IS TEMAGUIDE

In practice the model can be applied in projects, in taskforce teams and as a general
management philosophy. It will work if the company is organised according to traditional
management functions and it will also encourage a business process perspective. It can be
applied to a project or to the organisation. It is therefore not just a model of technological
innovation processes but also a model of organisational innovation, and a way to apply and
reinforce Technology Management concepts within the business. One way in which tools
are classified in TEMAGUIDE is by using this model.
Figure 2.1. The key elements of Technological Innovation
Innovation can
FOCUS start at any point

SCAN LEARN RESOURCE

IMPLEMENT

The model introduces a radically new but simple way of thinking about projects and about
the business organisation and how it is changing. Nevertheless the model relates in a
practical way to existing and familiar processes found within every business.

Technology Management processes

The key elements of innovation model can be applied to Technology Management processes
(such as new product development and process innovation) which are becoming familiar to
many organizations. To make these happen efficiently, and successfully, companies will also
need to be concerned with developing or sourcing technology, and maintaining and
increasing the technological capability of the business (i.e. technology strategy and
technology acquisition). In this case it is important not only that these processes are well
defined and implemented in themselves, but that the inter-connections among all of them are
also explicitly considered.
A second model is built into TEMAGUIDE to show HOW these kinds of familiar processes
can be strengthened and embody the key elements of innovation and to explain that the
objective of Technology Management and TEMAGUIDE is to improve what is already
essential in the business. TEMAGUIDE is not requesting that a new kinds of management
philosophy or approach be introduced, but simply suggesting that existing responsibilities
can be carried out better.

Technology Management concerns the whole organization

A third model is introduced in TEMAGUIDE to illustrate that Technology Management is
not just managed by technologists and technology managers. Every manager in a company

TEMAGUIDE I-5
 I. WHAT IS TEMAGUIDE

has a role to play in improving Technology Management and in extracting the benefits it can
bring to the company as a whole. This model shows WHY Technology Management is
important for all managers.
The overall framework - viewing Technology Management and Innovation from a business
perspective - avoids Technology Management being regarded in a narrow way as a
professional career discipline or a body of theoretical knowledge.

3. The Tools to support Technology Management and Innovation

Technology Management can be practised formally or informally. It can be organised
systematically, in anticipation of future requirements, or in a flexible and responsive way to
meet new and urgent requirements. The tools described in TEMAGUIDE have been
selected to meet this range of requirements. Some tools will help to manage projects or to
prepare for a particular new product development or market launch. Other tools will help
the company on an ongoing basis to improve its performance. Some tools can be useful in
several different ways. Business cultures, management efficiency and programme
effectiveness will determine the best approach to using TEMAGUIDE tools in each
company and in different circumstances.
The tools are actually clusters of Technology Management practices and techniques (and
are often refered to in the toolkit as TM Tools). They often themselves need other tools and
specific techniques. The term ‘tool’ is used for simplicity of expression and also because this
word indicates a direct practical benefit. The word ‘tool’ also indicates that the user
controls how it is applied, and of course how well it is used. Thus the tools or practices can
be adapted by a company to fit its own purposes and situation and can be used singly or in
various combinations.
Table 3.1 Technology Management tools and their application potential
External information Working together
ð Market Analysis ð Interface Management
ð Technology Forecast ð Networking
ð Patent Analysis ð Teambuilding
ð Benchmarking
Ideas and problem solving
Internal information ð Creativity
ð Skills and Innovation Audit ð Value Analysis
ð Intellectual Property Rights
Management
ð Environmental Assessment
Improving efficiency and flexibility
ð Lean Thinking
ð Continuous Improvement
Workload and resources ð Change Management
ð Project Management
ð Project Evaluation
ð Portfolio Management
Miscellaneous Techniques

I-6 TEMAGUIDE
I. WHAT IS TEMAGUIDE

Some of the tools included in TEMAGUIDE are emerging concepts or new ways of
applying well known tools (such as benchmarking) which might not be specific of
technology management, while others have been widely used since long ago with some
small variations (such as project management). There does not exist standard descriptions
or approaches for each tool, and to that respect TEMAGUIDE is the result of a voluntary
harmonization process in order to help users to understand the value of the tools for
technology and innovation management.
Table 3.2. The TM Tools in the Technology Management model
Technology
Management
Elements SCAN FOCUS RESOURCE IMPLEMENT LEARN
TM
Tools

Market Analysis X x x x
Technology Forecast X x
Benchmarking X x x
Patent Analysis X X
Skills Audit x X x
Portfolio Management X x
Project Evaluation X x x
Creativity x X X X x
Intellectual Property Rights
Management X
Interface Management X X
Project Management X X
Networking x x X X x
Teambuilding x X X x
Change Management X
Lean Thinking x X x
Value Analysis x X
Continuous Improvement X X
Environmental Assessment x x X

x Tool that might be applied at this stage

X Tool fully applicable at this stage

TEMAGUIDE I-7
 I. WHAT IS TEMAGUIDE

It is possible to cluster or classify the tools as in a toolkit - spanners, screwdrivers, chisels,

hammers etc. Table 3.1. shows one kind of classification, according to their application
potential of each tool. Table 3.2. shows how the tools might help the key elements of the
innovation process explained above. Just as a screwdriver can be used as an occasional
hammer, some tools can be used for purposes for which they were not originally intended.
Miscellaneous Techniques can be used in many situations and complement the other TM
Tools.
Many management tools are used to intervene temporarily in the management of a business
- e.g. they inject new information, or analyse a situation, or change the structure of the
organisation. Some approaches to improving business performance depend on this kind of
intervention (e.g. business process engineering) or a culture change (e.g. total quality
management). The main function of the TM tools in TEMAGUIDE and the underlying
approach to TEMAGUIDE are to support and control activities via a learning process. This
approach provides permanent self-help instead of temporary intervention. The advantage of
this is that results of a diagnosis can be followed through to solution implementation and on
the next similar occasion the company will be better prepared and will be able to recognise
and anticipate problems in advance.

The key elements of the innovation process depicted in Table 3.2 - SCAN, FOCUS,
RESOURCE, IMPLEMENT and LEARN - embody the philosophy of the ‘learning
organisation’ which is now becoming increasingly used by managers to help companies
become flexible and responsive. Table 3.2 shows that the selection of tools is well
distributed across the range of elements in the model.

TEMAGUIDE does not impose any particular management philosophy or discipline on a

business and does not demand any specific time commitment or intensity of application. It
simply provides useful tools which the company can choose to use at any given time. The
tools can be used in different combinations (table 3.3. shows the relationships that have
been identified amongst the whole set of tools) and not all tools need to be applied since
some have a dual or multiple purpose and can be used as a substitute for others. For
example Teambuilding will solve many Interface Management problems and good Project
Evaluation will benefit Portfolio Management.

The tools are not an end in themselves, but a means to support necessary management
activities. An important advantage of TEMAGUIDE is that it can be used as and when
necessary to manage technology and innovation more effectively and to gain competitive
advantage. It is not necessary to change the culture of the company or to restructure it or
reengineer it before the tools can be used. TEMAGUIDE will fit unobtrusively into a typical
business organisation.
Each tool is introduced in simple terms and is then described in practical detail, following
the structure shown below:
• WHAT is the tool - its objectives, benefits and an overall description.
• HOW to use the tool - the resources needed and how to avoid problems in the
application of the tool.

I-8 TEMAGUIDE
I. WHAT IS TEMAGUIDE

• WHERE to get further information on the tool, either within the toolkit (there are cross-
references to other parts) or outside TEMAGUIDE (further reading and sources of
information).
Table 3.3. Relationships among TM Tools

Interface Management
Portfolio Management
Tool

Change Management
Project Management
Intellectual Property
Technology Forecast

Rights Management
Project Evaluation
Market Analysis

Patent Analysis

Environmental
Lean Thinking

Value Analysis
Benchmarking

Teambuilding

Improvement
Networking

Continuous

Assessment
Creativity
Audit
Tool

Market Analysis X X X X X
Technology Forecast
X X X X X
Benchmarking X X X X X X
Patent Analysis X X X X X X X X X
Audit X X X X X X X
Portfolio Management X X X X X X
Project Evaluation
X X X X X X X
Creativity
X X X X X X X
Intellectual Property Rights
Management X X X X
Interface Management
X X X X X X
Project Management
X X X X X X X X X X X
Networking X X X X X X X X
Teambuilding X X X X X X X X
Change Management X X X X X X
Lean Thinking X X X X X X
Value Analysis X X X X
Continuous Improvement X X X X X X X X
Environmental Assessment X X X X X X
In principle all the tools included in the toolkit can be applied to any type of company but a
selection can be adapted and tuned to the particular needs and characteristics of each
specific company. The tools are not chosen to be applied in an isolated way but are intended
to become an integral part of how the company is managed.

4. The Case Studies

Case studies help managers to see the relevance of TM tools in a business context and give
an indication of the level of effort that might be required and the benefits that might be
obtained. They also show how companies can improve their technology and innovation
management capability not just by applying tools but by thinking strategically about the
models and concepts in TEMAGUIDE. They can do this without consciously doing so. In
all cases the company had made improvements before TEMAGUIDE had been developed.

TEMAGUIDE I-9
 I. WHAT IS TEMAGUIDE

Case studies have been based on real companies in Germany, Spain and the UK. They are
typical companies rather than demonstration sites for TM tools. There is a range of
company size and technology intensity represented across the twelve case studies. Whilst
the developers of TEMAGUIDE are aware of national cultural differences across Europe it
is not believed that there are any significant management or cultural differences between the
companies that will influence the relevance or applicability of a tool. Other factors such as
technology and market dynamics are likely to make much more significant differences and
the tools themselves will help managers to understand these factors more clearly.
Tables 4.1 and 4.2 show the main lessons to be learnt and which tools are relevant to each
case-study. But it can be interesting and useful to browse the cases first in order to obtain
an overall company perspective of Technology Management. In this way the cases provide
an alternative entry point into the contents of TEMAGUIDE. Some cross-references from
the case-studies back to the tools and models are provided. This encourages a different style
of learning which is context sensitive. In designing TEMAGUIDE it was recognised that
companies do not need to improve their technology and innovation management by first
learning a body of theory; they can build on their experience and intuition and make
improvements incrementally as and when appropriate. This will be especially useful for
those managers who think they have no direct responsibility or role to play in Technology
Management.
Table 4.1. The Case Studies
Case Study Country Main Objective of the Case Study Sector No employees
HAKO Germany Management of multifunctional project teams Machinery 1.500

BEYSCHLAG Germany Supplier-Customer partnership in the innovation Electronics 578

process
INDEX Germany Patent analyses for strategic R&D planning Machine Tools 1.550

NEUMAG Germany Technological Competitor Monitoring & Plant Manufacturing 500

Implementation of a Patent Inf. System
SINTE Spain New product development from a strategic and Electronic 78
operational point of view
PROASA Spain Overall organization and introduction of TM Food 900
systems in the company
PVR Spain Identification, selection and implementation of Mineral extraction and 90
external technology transformation
GOITEK Spain Development of a spin-off company out of the Engineering SW services 10
results of R&D activities
CONTRA UK Licensing new technology as innovation strategy Technology development 10
(cars, leisure, buildings)
VISION
MEDEVAL UK Technology strategy and organisational Pharmaceuticals 50
development, plus investment decision
STATIONERY UK Value analysis, skills audit, business processes, IT Office stationery 150
COMPANY needs
BWMcP UK Networking, virtual organisations, design processes, Design services 12
concurrent engineering
Some cases show how a typical company can address its Technology Management issues
and activities in a holistic way. Some show how particular tools can be put into practice,

I - 10 TEMAGUIDE
I. WHAT IS TEMAGUIDE

whilst others show the need or the benefit of doing so. Other cases focus on the difficulties
and benefits that can be associated with the application of tools in real situations. The range
of situations that is covered is wide enough to demonstrate the reality of Technology
Management rather than an enthusiastic or idealistic promise.
Table 4.2. shows which TM Tools are relevant to which Case Study. Because of the reality
explained above the table can indicate where a company could benefit from applying the
tool or where it might have implicitly or explicitly used the tool. In some situations a
particular tool might be relevant to the overall Technology Management situation but not be
explicitly mentioned in the case-study text. This should help some readers to analyse their
own company situation and to practise an audit of the opportunities where tools can be
applied. This is a valuable skill that needs to be cultivated.
Table 4.2. Relationships between Case Studies and TM Tools
TM Cases CONTRA STATIONARY
HAKO BEYSCHLAG INDEX NEUMAG SINTE PROASA PVR GOITEK MEDEVAL BWMcP
TM Tools VISION COMPANY

Market Analysis x x x

Technology Forecast x x x X
Benchmarking x x x

Patent Analysis X X x

Skills Audit x X
Portfolio
Management
x x x x

Project Evaluation x x x X x

Creativity x x
Intellectual Property
Rights Management x x X X
Interface
Management X X x x

Project Management x x x X x x x

Networking X x X x X
Teambuilding x x x X
Change
Management
x x

Lean Thinking x

Value Analysis X
Continuous
Improvement
x X
Environmental
Assessment
x x x

x Some aspects related to the Tool are relevant to the Case Study X Tool very relevant to the Case Study

TEMAGUIDE I - 11
I. What is
TEMAGUIDE
II. A Business
Perspective of
Technology
Management and
Innovation
III. Tools to support
Technology
Management and
Innovation
IV. Case Studies of
Technology
Management and
Innovation
 For any information concerning the TEMAGUIDE project
you should contact COTEC, the project coordinator.
Cotec
Mr. Manuel Zahera
e-mail: manuel.zahera@cotec.es
Other TEMAGUIDE Partners Contacts
Dr. John Bessant
e-mail: j.bessant@bton.ac.uk
Dr. Holger Ernst
e-mail: ernst@bwl.uni-kiel.de
Mr. Jeff Butler
e-mail: j.butler@fs2.mbs.ac.uk
Fundación COTEC para la Innovación
Tecnológica
Marques de Urquijo, 26, 1º Centro
izda.
28008 Madrid
Spain
Tel: + 34 91 5590881
Fax: +34 91 5593674
Centre for Research in Innovation
Management (CENTRIM)
University of Brighton
Falmer (F-Block)
BN1 9PH Brighton
United Kingdom
Tel: +44 1273642194
Fax: +44 1273685896
Institute for Research in Innovation
Management (IRIM)
University of Kiel
Olshausenstrasse 40
24098 Kiel
Germany
Tel: +49 4318803614
Fax: +49 4318803349
R&D Research Unit
Manchester Business School
Booth Street West
M15 6PB Manchester
United Kingdom
Tel: +44 1612756338
Fax: +44 1612756489
Socintec
Mayor 10
48930 Las Arenas
Spain
Mr. F.Javier Ruiz Tel: +34 94 4800211
e-mail: fjruiz@socintec.com Fax: + 34 94 4800391