Commercializing New Technology—I

Eldred, Emmett W.; McGrath, Michael E.

doi:10.1080/08956308.1997.11671102

Cited by 59 publications

(32 citation statements)

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“…The Technology Development Process was also strongly related to the innovation level. This result indicates that highinnovation companies have already begun to implement a Technology Development Process (7)(8)(9).…”

Section: Proficiency Of the Ncd Modelmentioning

confidence: 78%

“…In 1997, Eldred and McGrath described a process for managing technology uncertainty in the FEI (7,8). The process, termed Technology Realization and Commercialization, uses many elements similar to those of the more traditional SG system.…”

Section: Literature On the Front Endmentioning

confidence: 98%

“…Cohen, Kamienski and Espino in 1998 (9) expanded Cooper's (2) ideation stage into three new stages to manage technical uncertainty. The additional gates provide a function similar to the process discussed previously for managing technology uncertainty (7,8). However, managing technology uncertainty is only part of front-end activities.…”

Section: Literature On the Front Endmentioning

confidence: 98%

“…Some companies manage technical uncertainty by using a Technology Development Process (7)(8)(9). The Technology Development Process may be completely or partially outside the NCD.…”

Section: Concept and Technology Development-mentioning

confidence: 99%

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Providing Clarity and A Common Language to the “Fuzzy Front End”

Koen

Ajamian

Burkart

et al. 2001

Research-Technology Management

601

575

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Section: Proficiency Of the Ncd Modelmentioning

confidence: 78%

Section: Literature On the Front Endmentioning

confidence: 98%

Section: Literature On the Front Endmentioning

confidence: 98%

“…Some companies manage technical uncertainty by using a Technology Development Process (7)(8)(9). The Technology Development Process may be completely or partially outside the NCD.…”

Section: Concept and Technology Development-mentioning

confidence: 99%

See 2 more Smart Citations

Providing Clarity and A Common Language to the “Fuzzy Front End”

Koen

Ajamian

Burkart

et al. 2001

Research-Technology Management

601

575

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“…When there are significant technical uncertainties, some companies use a technology stage-gate (TSG) process (Eldred and McGrath 1997 Koen 2002). The TSG process may be completely inside, partially outside, or completely outside the NCD.…”

Section: Effective Methods Tools and Techniquesmentioning

confidence: 99%

New Product Development

Triantis¹

2013

Navigating Strategic Decisions

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The innovation process may be divided into three areas: the fuzzy front end (FFE), the new product development (NPD) process, and commercialization, as indicated in Figure 1-1. 1 The first part-the FFE-is generally regarded as one of the greatest opportunities for improvement of the overall innovation process.2 Many companies have dramatically improved cycle time and efficiency by implementing a formal Stage-Gate TM (Cooper 1993) or PACE᭨ (McGrath and Akiyama 1996) approach for managing projects in the NPD portion of the innovation process. Attention is increasingly being focused on the front-end activities that precede this formal and structured process in order to increase the value, amount, and success probability of high-profit concepts entering product development and commercialization.The purpose of this chapter is to provide the reader with the most effective methods, tools, and techniques for managing the FFE. 3 The chapter begins with a brief discussion of the literature and the rationale for developing the new concept development (NCD) model. The next section describes the NCD model. The remaining sections provide a description of the most effective methods, tools, and techniques to be used in each part of the NCD model.

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7.3.2 Assessment of Readiness for Internal Technology Transfer – A Case Study

Stig

Högman

Bergsjö

2011

INCOSE International Symp

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Premature introduction of new technologies in product development is likely to lead to both budget and schedule overruns. The assessment of when a technology is ready to be transferred from technology development to product development and production is critical for striking the right balance of short time‐to‐market and low risk. Previous research on internal technology transfer has mainly focused on the development of methods and tools for assessing technology readiness for major development programs in governmental agencies, revealing few cases of such implementations in technology driven industrial companies. This paper aims to provide description of experiences from using such tools at a case company and prescription on how to manage the identified challenges. The study is based on 22 semi‐structured interviews, primarily with personnel from the technology and product development departments. The results indicate that the readiness assessments suggested in literature can support decisions also in industrial companies. However, adapting the tools to the internal differences between technologies is important for minimizing administrative workload and ensuring implementation readiness as opposed to just technology readiness. The strategy for their adaptation could benefit from more research on the practices of companies dealing with internal technology transfer and from the development of a framework for how to adapt the assessment process to different contexts.

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Commercializing New Technology—I

Cited by 59 publications

References 0 publications

Providing Clarity and A Common Language to the “Fuzzy Front End”

Providing Clarity and A Common Language to the “Fuzzy Front End”

New Product Development

7.3.2 Assessment of Readiness for Internal Technology Transfer – A Case Study

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