BENCHMARKING: The best practices in R&D&i
management
EARTO MEETING
JUNE 2011
Lugar y fecha
Industrial Organization Area
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ACTIONS FOR INCREASING THE INNOVATION IN
COMPANIES OF GALICIA
Actions to raise awareness in R&D&i management
Implementation of systematic for the better use of
innovation resources
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INNOVATION PROJECTS IN COLLABORATION:
INDUSTRIAL ORGANIZATION AREA - AIMEN
DIAGNOSIS OF INNOVATION
INNOVATION SYSTEMATIZATION IN SMEs IN GALICIA.
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OWN RESEARCH PROJECTS:
INDUSTRIAL ORGANIZATION AREA - AIMEN
STUDY ABOUT SITUATION OF R&D&i MANAGEMENT IN GALICIA
(2006 – 2009)
BENCHMARKING: THE BEST PRACTICES IN R&D&i MANAGEMENT
(2009 – 2011)
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METHODOLOGY
1. BIBLIOGRAFY REVISION
2. DESIGN OF INNOVATION QUESTIONNAIRES
3. MAKING THE DIAGNOSIS AND RECOMMENDATIONS
4. TABLE OF EXPERTS
Analysis and validation of the documents that are generated throughout the project
Project Director
Technicians from other technology centres, universities, research
centers
Professional representative companies for their innovative activity
5. DEVELOPMENT TOOL SELF-DIAGNOSIS COMPUTER
5. DIFFUSION OF THE RESULTS
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METHODOLOGY
MARKET RESEARCH:
• Companies in differents industrial states
• Universities
• Technological Centres
Survey and personal interviews
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OUTLINE OF THE MAIN TYPES OF A BUSINESS PROCESS
STRATEGIC PROCESSES
Planning
Marketing/
INNOVATION
Strategic
Communication
Voice of the
employees
Voice of the
clients
Management
control
KEY PROCESSES
After-sales service/
Returns
Sales/
Contracting
Programming
/ Manufacture
Expeditions /
Logistics
Turnover/
Collection
Management
satisfaction clients
PROCESSES OF SUPPORT
Maintenance /
General Services
Information
systems
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Shopping /
Accounting /
Management
Logistics
Taxation
personal
Quality Assurance
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AUDIT MODEL
Developed at the London Business School
by the professors: Chiesa, Coughlan and Voss.
With contributions by professor David Brown
of the University of Warwick.
Vittorio Chiesa, Paul Coughlan y Chris A. Voss, Development of a
Technical Innovation Audit, J. Prod. Innov. Management, 1996
David Brown, Innovation Management Tools, DG-XIII, European
Commission, 1997, chapter 21
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ACTIVITIES THAT DEFINE THE PROCESS OF
INNOVATION
OUTLINE OF PROCESS
The process of innovation includes 5 essential activities :
INPUT
………………….
New market
opportunity or unmet
need
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OUTPUT
………………….
Customer
satisfaction with the
new product or
service created
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ACTIVITIES THAT DEFINE THE PROCESS OF
INNOVATION
REDEFINING
THE
PRODUCTION
PROCESSES
DEVELOPMENT
OF PRODUCTS
REDEFINING MARKETING
PROCESSES
MARKET
MARKET
GENERATION
OF NEW IDEAS
KNOWLEDGE MANAGEMENT AND
TECHNOLOGY
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SAMPLE PROJECT
SAMPLE TECHNOLOGY CENTRES
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SAMPLE PROJECT
SAMPLE COMPANIES
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Questionnaire Structure
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QUESTIONNAIRE
CULTURE OF INNOVATION
Enabling activities in the innovation process, involving the
following four:
Strategic Learning Loop
Leadership
Human resources
Instruments and systems
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QUESTIONNAIRE
COMPANY
TECHNOLOGICAL CENTRE
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QUESTIONNAIRE
CULTURE OF INNOVATION
COMPANIES
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QUESTIONNAIRE
CULTURE OF INNOVATION
TECHNOLOGICAL CENTRES
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QUESTIONNAIRE
GENERATION OF NEW IDEAS
Identification of new ideas for products or services
Anticipate customer needs
How the company encourages brainstorming
Criterion used to select the ideas to be developed.
Planning time generating new product ideas.
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QUESTIONNAIRE
COMPANY
TECHNOLOGICAL CENTRE
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QUESTIONNAIRE
GENERATION OF NEW IDEAS
COMPANIES
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QUESTIONNAIRE
GENERATION OF NEW IDEAS
TECHNOLOGICAL CENTRES
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QUESTIONNAIRE
DEVELOPMENT OF PRODUCTS
Step from idea to launch the new product or service to market.
Detailed definition of the functions and specifications of the product
Organization to develop the new product in the shortest time
Coordination of internal and external teams
Project management techniques
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QUESTIONNAIRE
COMPANY
TECHNOLOGICAL CENTRE
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QUESTIONNAIRE
DEVELOPMENT OF PRODUCTS
COMPANIES
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QUESTIONNAIRE
DEVELOPMENT OF PRODUCTS
TECHNOLOGICAL CENTRES
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QUESTIONNAIRE
REDEFINING THE PRODUCTIVE PROCESSES
Redefinition of productive processes
Greater flexibility and / or productivity
Higher quality
Lower production costs
Introducing variations in products
Incorporation of new technologies and management tools
and organization in their productive processes
Increasing the value of the products
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QUESTIONNAIRE
COMPANY
TECHNOLOGICAL CENTRE
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QUESTIONNAIRE
REDEFINING THE PRODUCTIVE PROCESSES
COMPANIES
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QUESTIONNAIRE
REDEFINING THE PRODUCTIVE PROCESSES
TECHNOLOGICAL CENTRES
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QUESTIONNAIRE
REDEFINING MARKETING PROCESSES
Increase the value of products
Create new products or services
Application of ICT to redefine the marketing of products
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QUESTIONNAIRE
COMPANY
TECHNOLOGICAL CENTRE
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QUESTIONNAIRE
REDEFINING MARKETING PROCESSES
COMPANIES
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QUESTIONNAIRE
REDEFINING MARKETING PROCESSES
TECHNOLOGICAL CENTRES
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QUESTIONNAIRE
KNOWLEDGE MANAGEMENT AND TECHNOLOGY
Innovation through technology
Internally Technology Developed:
•Continuous formation
•Creating a R & D department,...
Embedded Technology:
•Outsourcing R & D to engineering, CT and universities
•Purchase of licenses
•Establishment of technological alliances with other companies .
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QUESTIONNAIRE
COMPANY
TECHNOLOGICAL CENTRE
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QUESTIONNAIRE
KNOWLEDGE MANAGEMENT AND TECHNOLOGY
COMPANIES
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QUESTIONNAIRE
KNOWLEDGE MANAGEMENT AND TECHNOLOGY
TECHNOLOGICAL CENTRES
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DELPHI METHOD
• Consultation through a series of questionnaires, a group of experts on
the subject under study, to collect their opinions under this methodology:
• Anonymous environment that facilitates freedom of expression
• Any participant may change his mind throughout the process thanks to
the data received without this change is reflected.
• Two rounds of questionnaire
• During the 2nd consultation, the experts are informed of the results
of the first consultation questions.
• The experts should give a new answer and must be justified in
any case it is highly divergent with respect to the group.
• The conclusions of the Delphi Method need not be unique or uniform,
indicate the average of responses and also to separate themselves from it
and the reasons that support
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SHARE CONCLUSIONS

SYMPOSIUM DIFFUSION
WHERE?
• TECNÓPOLE 27 SEPTEMBER 2011, OURENSE - SPAIN.
• FEUGA BUILDING 28 SEPTEMBER 2011, SANTIAGO DE COMPOSTELA – SPAIN.
• TECHNOLOGY CENTRE AIMEN 29 SEPTEMBER 2011, O PORRIÑO – SPAIN.
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