Manage technology to win in the world

The Nikkei Sangyo Shimbun

A specialty daily paper for industrial readers from Nikkei

January 2013

(1) Revising the definition of R&D

The increasing importance of gathering ideas

Over the next 20 years, the majority of growth in the GDP of countries around the world is expected to come from emerging economies and other semi-industrialized nations. The globalization of R&D is an essential component of competitive success in these growing markets. [...]

January 2013

(2) Implementing global R&D

Fostering integrated R&D sites or specialized R&D sites

Globally successful R&D cannot simply develop products that respond to the needs of the markets the company enters. Companies have to research the new ideas continuously developed around the world, and incorporate those ideas into their own organization in order to produce complete products. For this reason, R&D sites responsible for R&D on a global scale are becoming increasingly important. [...]

January 2013

(3) Organizing the division of R&D functions

Tailor implementation methods to each industry

When organizing global R&D centers companies must pay attention to how responsibilities have been divided, the differences between them, and the degree of contribution from each center. Companies must consider how they can make good use of accumulated ideas and know-how, and then work to build a global organization that covers the various regional markets the company has entered from its base in its home country. [...]

January 2013

(4) The Technology Lifecycle

Increasing use of “electronification” in infrastructure and the human body

When thinking about management from technological perspectives, an important first step is the awareness of the technology life-cycle. With each era, the technology at the heart of industry changes. "Technology" begins with ancient industries like earthworks and construction which have been around since the time of the pyramids, before the subsequent evolution of machinery, electronics and information, and then, finally, the rise of biotechnology. [...]

January 2013

(5) The history of industry leading up to Facebook

Social science is the root of value creation

When trying to predict which technologies will occupy key roles, it is important to look back on the chronological history of industrial development. Recently, the most dramatic example of a successful business model is the social networking site Facebook. Its founder, Mark Zuckerberg, has amassed more than 1 trillion yen in assets less than a decade after starting the company. [...]

January 2013

(6) Creating wider value from terminals

The key to building networks

Let's think about internationally competitive Japanese products earning foreign currency. We can quickly think of automobiles, electronic appliances, instant noodles and animation characters. What all these products have in common is that they are "terminals" that interact directly with the end-user. [...]

January 2013

(7) Careful paradigm analysis

Reviewing modes of work

Carefully analyzing the paradigms of any age is a key factor in transforming technology into products and other items that have value, and which can be harnessed to improve the strength of the company. The notion of "paradigms" was first advanced by scientific historian Kuhn, who defined paradigms as "the dominant way of thinking in a particular age". [...]

January 2013

(8) Defining problems is the root of innovation

How to use knowledge from inside and outside the company

In order to succeed in global markets it is expected of technology development departments to formulate what needs to be achieved with technology. In times of less frequent change, it was sufficient simply to try and make improvements in the limited field to make technology faster and more lightweight. [...]

January 2013

(9) Break away from product-only selling

Identify issues from an overall perspective

Apple has elevated the subjective experience of using its products – computers, audio players, smartphones – to a highly profitable “system.” Witnesses to its success, industries around the world are changing the way they look at technological development – asking themselves how they can reap added value from a system, including peripheral services, beyond sale of discrete hardware or product lines. Winning demands more than improving product performance and selling passively. [...]

January 2013

(10) Manage intellectual property with a top-management perspective

Make effective, companywide use of intellectual property

Given the severity of global competition, the survival of a manufacturer depends on its ability to manage and use its intellectual property. Let’s go back to the basics once again and consider the secret of managing intellectual property to enhance a company’s competitiveness. [...]

Search by keyword

Articles (15 Results)

Browse by article

Browse by publication date

| |Bookmark Arthur D. Little