Category: #entrepreneurship

Technology foresight conducts long-term analyses to predict future technological developments and prepare for them: would Swiss watch manufacturers have faced the fate they did if they had foresight into the impact of the Asian digital watch?

Foresight is an essential practice that enables companies and organizations to stay at the forefront of innovation and competitiveness. Below, the main objectives, methods, techniques, and information resources used in technology foresight are described.

Objectives of Technology Foresight

Informed Decision-Making: Provide data and analysis that facilitate strategic decisions based on reliable information, knowing that the reliability of the information depends on who interprets it.

Risk Mitigation: Identify possible threats and prepare strategies to minimize them.

Opportunity Identification: Detect new areas of opportunity for development and growth, and for competitive improvement.

Competitive Advantage: Stay ahead of the competition by anticipating emerging trends and technologies.

Policy Formulation: Develop policies and strategies aligned with future trends and technological needs.

Methods and Techniques Used in Technology Foresight

There are different methods to think about the future and how technology can impact the company in the long term. Some are repeated with technological surveillance, such as patent analysis, and are as follows:

Expert Panels: Meetings of experts in different areas to discuss and analyze possible technological futures and their implications.

Trend Analysis: Evaluation of historical and current data to identify patterns and trends that may indicate future developments.

Scenario Planning: Creation of different possible future scenarios to assess how they might develop and what impacts they might have.

Technology Roadmapping: Methodology to plan the development of technologies over time, aligning resources and strategies with technological goals.

Delphi Method: Iterative survey technique that gathers and refines the opinions of a panel of experts to reach a consensus on future technological developments.

Horizon Scanning: Search and analysis of early signs of changes and future developments in the technological environment.

Patent Analysis: Study of patent databases to identify new inventions and trends in technological innovation.

Wild Cards Analysis: Evaluation of unlikely but high-impact events that could significantly alter the technological landscape.

Information Resources Used

To conduct effective technology foresight, various sources of information that provide reliable and relevant data are used, again some repeated with technological and environmental surveillance, though looking towards the future instead of the present:

Scientific and Technical Literature: Articles and studies that present the latest advances and discoveries in science and technology.

Patent Databases: Information on new inventions and trends in intellectual property.

Market Research Reports: Market analyses that provide insights into current and future trends.

Government Reports: Official documents that provide information on policies, regulations, and government-supported technological developments.

Innovation Ecosystems: Networks and collaborations among different actors in the technology sector that facilitate the exchange of ideas and the joint development of innovations.

Integration into the Innovation Strategy

Technology foresight is not just about collecting and analyzing data, but about integrating this information into the company’s innovation strategy. Through an interdisciplinary approach, it ensures that the different aspects of the analysis are considered and aligned with the organization’s strategic objectives. This allows the company to be proactive, adapt quickly to changes, and seize emerging opportunities.

Technology develops and transforms companies at an ever-faster pace. I wonder if the life cycle of companies will shorten in the future, if companies will be single-generation, if there will no longer be companies over 100 years old, 100 years from now.

Technological surveillance is an essential practice for any company that wants to stay competitive and at the forefront of its sector. It involves continuously observing and learning from the technological environment to identify new trends, emerging technologies, and competitor movements that can impact my company in the short and medium term.

The objectives of technological surveillance are diverse and range from identifying emerging technologies to strategic planning. Below is a starting model for organizing a company’s technological surveillance, including objectives, data sources, and tools used, as well as its integration into the company’s innovation strategy. Not all the resources listed here make sense for all companies; each will have to choose and implement what is most convenient according to their case.

Objectives of Technological Surveillance

Identification of Emerging Technologies: Detect new technologies that can revolutionize the market and offer competitive advantages.

Competitive Intelligence: Monitor competitors’ activities to anticipate strategic moves and adapt one’s own strategies.

Risk Mitigation: Identify potential technological threats and prepare to mitigate associated risks.

Innovation and R&D: Support research and development activities with up-to-date information on technological advances.

Strategic Planning: Promote informed strategic decision-making with relevant and updated data on technological trends.

Data Sources for Technological Surveillance

To carry out effective technological surveillance, it is important to use various data sources that provide reliable and relevant information. The main data sources include:

• Patent Databases: Offer information on new inventions and trends in intellectual property. The most interesting part is not so much identifying the “how” of the patent (how the innovation is made) but the “what” (what innovation is being introduced to the market, and what change it implies for my business).
• Academic Research: Articles and academic studies that present the latest scientific and technological advances.
• Industry or Sector News and Reports: Reports and analysis of the sector that provide an updated view of the market.
• Competitor Activity: Observation and analysis of competitors’ strategies and movements.
• Attendance at Sector Conferences and Trade Shows: Events where the latest innovations are presented and sector trends are discussed.
• Open Innovation Platforms: Spaces where ideas and collaborative projects are shared among different market actors.

Practically, learning about technological changes with potential impact involves subscribing to newsletters from suppliers, competitors, and collaborators, attending trade shows, networking and sharing information, vision, and knowledge with peers, and setting up alerts for keywords or concepts in patent databases, academic articles, and Google.

Tools for Technological Surveillance

Using appropriate tools is essential for managing and analyzing the large amount of data collected during the technological surveillance process. Some of the most commonly used tools are:

• Data Analytics: Techniques and software that allow analyzing large volumes of data to identify patterns and trends. The exponential technologies currently emerging in the market will be very significant for the evolution of these tools.
• Innovation Management Software: Platforms that facilitate the management of innovation projects, management of programs or research lines, and the integration of technological surveillance data.
• Customized Alerts: Systems that send notifications about new developments and relevant changes in the technological environment.

Integration into the Innovation Strategy

All the information collected and analyzed through technological surveillance is used to carry out a technology assessment. This process of technological evaluation allows the company to better understand the technological landscape and how it can impact its innovation strategy. Integrating this assessment into the innovation strategy ensures that innovation decisions are based on concrete and updated data, which increases the company’s ability to adapt to changes and seize new opportunities.

In conclusion, technological surveillance is an indispensable tool for any company that aspires to integrate innovation. Through the identification of emerging technologies, competitive intelligence, risk mitigation, support for R&D, and strategic planning, companies can stay at the forefront and ensure their competitiveness in an ever-evolving environment.

Knowledge management is a crucial element in any innovation strategy. The ability to capture, organize, and use both internal and external knowledge can make a difference in learning as innovation projects are executed. In this post, I would like to share some reflections on the type of knowledge handled by an innovative organization and how to manage it in a way that allows us to learn from the process.

Internal Knowledge: Identifying and Capturing the Essentials

Internal knowledge is generated within the organization over time. Capturing and organizing this knowledge is essential to avoid the loss of valuable information and to continuously improve innovation processes. Here is a way to organize the process and key resources to consider:

Identifying What Type of Knowledge Is Important to Incorporate into the Organization:

• Innovation Project Knowledge: Document each stage of the project, from conception to implementation.
• Post-Project Reviews: Evaluate what worked and what didn’t, to apply these learnings in future projects.
• Lessons Learned: Record the key learnings from each project.
• Best Practices and Templates: Create and share templates and best practices to facilitate the repetition of successes and avoid reinventing the wheel.
• Intellectual Property Management: Ensure that innovations and discoveries are properly protected and managed.

Create a Knowledge Repository:

• Centralize all information and make it accessible to all members of the organization.

Develop a Knowledge Capture Process:

• Establish clear procedures for capturing, storing, and (most importantly) accessing information, so that those who come later can incorporate it as easily as possible.

External Knowledge: Technological Surveillance and Foresight

External knowledge comes from sources outside the organization and is equally important to maintain competitiveness, especially regarding open innovation. Here are three key activities for managing external knowledge:

Technological Surveillance:

• Technological surveillance involves continuously observing and learning from the technological environment to identify new trends, emerging technologies, and competitive movements that can impact my company in the short and medium term.

Environmental Analysis and Monitoring:

• The idea is to observe the economic, social, and regulatory environment to anticipate changes that could affect the innovation strategy.

Technological Foresight:

• Foresight involves analyzing how technology might evolve in the long term to anticipate future technological developments and prepare for them.

Managing knowledge in innovation is not just a matter of internal organization but also of being attentive to changes and trends in the environment. By capturing and organizing both internal and external knowledge, organizations can improve their innovation capacity and remain competitive in a constantly changing world. Incorporating these resources and formalizing them within the company is essential in an environment where the only constant is change.

In recent years, I have participated in defining the strategy of various organizations: an audiovisual cluster, a chemical cluster, a research institute, a public company, different businesses… and recently also an engineering college.

I was thinking about what I could share regarding the definition of the strategy of organizations that do not depend on a single person, the owner, the executive, or the entrepreneur, but rather on a collective.

One of the elements to consider in defining the strategy of these types of organizations is the importance of the narrative: in my view, building a strategy shared by the collective involves carefully listening to the different elements of the collective and putting words to the organization’s song, crafting a story about what the organization is and what it aspires to be, and what its role is towards the collective and society as a whole.

In this same line, once we have the organization’s narrative, its song, it is fundamental to identify its purpose, which is the reason why it must continue operating in its environment, what society and the planet would lose if the organization disappears. The purpose, to me, is more about the organization’s life meaning, it is the organization itself that defines it, and it is not the same as the organization’s mission, which is the meaning given to the organization by the elements that constitute it. In the end, it’s about observing what life gives you to offer what life asks of you, and the purpose would have to do with what life asks of you.

The traditional structure of strategic planning includes an internal analysis (who we are, what we want, with whom we can have it, and how) and an external analysis (political, economic, social, technological, ecological, and legal factors that affect or can affect the organization’s activity, among others). These internal and external analyses are usually summarized in a SWOT diagram (Strengths, Weaknesses, Opportunities, Threats) of the organization, and from there the mission, vision, and objectives of the organization for the next period, usually about 3-4 years, are defined.

In a highly changing environment like the one in which organizations usually operate, one might think that it makes less and less sense to define and specify what the organization will do in the next 3-4 years, since in most sectors the level of change is too high to maintain the same organizational trajectory for so long. In my experience, it makes a lot of sense to do the internal and external analysis and detailed definition of the purpose, mission, vision, objectives, and other elements at least once every 10-12 years because this contributes to creating a narrative about who the organization is and what it wants to do, as a general approach, and to reach consensus among the different agents on this approach.

However, once this is done, it can be observed that the purpose of the organization is practically the only thing that does not change. That is why, as part of the strategy and thinking about shorter-term planning, I like to represent the organization’s business model canvas, how it is now, and the business model canvas of how it can evolve in the next period, to pull it in that direction. With this tool, one can organize and imagine where the organization can evolve and establish objectives and key expected results that lead the organization to be what it is called to be.

Doing an annual review of the canvas and a proposal of what should change constitutes a short-term strategic planning model that I believe allows organizations to adapt much better to the intrinsic instability of the times we live in. The simplicity of the model makes it much easier to convey what is important for the next period to all involved, allowing them to align much better with the organization and pull together in unison in the same direction.