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• W336320372 abstract "Open innovation is a strategy whereby companies open their boundaries to the flow of information, ideas, capabilities, and resources in a quest to become more innovative (Chesbrough, Vanhaverbeke, and West 2006). Following successes at some leading global corporations (see, for instance, Huston and Sakkab 2006; Rohrbeck 2006; Monteiro 2008), this strategy has been widely adopted. The publication of several open innovation process models in literature (for instance, Rohrbeck 2006; Monteiro 2008; Mortara et al. 2009; and Slowinski and Sagal 2010) has facilitated that adoption. One of the key initial steps in all of these is the systematic search for promising external technologies, broadly referred to as scouting. Traditionally, these scouting efforts have focused on finding an external solution to a well-defined problem (Wolff 1992; Duberman 1996; Huston and Sakkab 2006; Monteiro 2008). However, while focusing on defined needs is important, too tight a focus can limit the innovation process to executing on ideas based on available market information and on the needs customers are able to articulate today. This may be dangerous because technology as a whole follows a development path independent of an organization's internal knowledge of markets, customers, and unmet needs. Technology development drivers are often rooted in market insights remote from a company's immediate attention. Therefore, awareness of technology developments, when coupled with market awareness, can become a powerful source of new and differentiating ideas. Kennametal's Innovation Ventures Group (IVG) has been looking for opportunities at this intersection of market needs and technology developments for the last few years. IVG's mission is to identify and develop new areas of growth for the company in the adjacent and white spaces. We found that relying on traditional product roadmaps was unlikely to generate white-space opportunities because their focus is on solving known customer and product needs. To accomplish our mission, we were forced to develop new processes to identify potential market disruptions that leverage our core technology competencies. Kennametal's marketing organization had a robust process for communicating trends in our target market spaces, called Market Area Perspectives. But the organization lacked a systematic approach for capturing and communicating technology trends and options. We felt that the technology landscape concept, first introduced by Jay Paap (2010), was a good starting point for developing an approach for capturing and conveying technology trends and options. This concept, which implies the possibility of a mapping of the technology options in a particular technology domain, evolved from Paap's thinking about the importance of building the organization's knowledge and awareness of technologies that are valuable to the strategic areas in which the company intends to participate (Paap 2003). However, Paap's concept of the technology landscape had not been developed in a way that provides its definition, details on its structure, its key elements, or a methodology to build one. Recognizing that technology landscapes could be central to open innovation in the same way that market area plans guide business strategy, we developed a systematic framework, which we call the Technology Landscape Map (TLM), that puts the original concept to practice and allows for capturing emerging technologies in a way that can be connected to business opportunities. The technology landscape map is different from traditional technology or product roadmaps that describe major milestones in internal technology development to meet defined needs for new products (Phaal, Farrukh, and Probert 2004). Rather, technology landscape maps describe a wider territory, depicting the status of both internal and external technologies independently of internally defined needs. As Paap (2010) points out, information from a technology landscape can be used not only to inform sourcing, but also to guide ideation and technology strategy. …" @default.
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• W336320372 date "2013-07-01" @default.
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• W336320372 title "Technology Landscape Mapping: At the Heart of Open Innovation: Technology Landscape Maps Can Help Organizations Build Awareness of Strategic Technologies and Identify Opportunities at the Intersection of Emerging Technologies and Customer Needs" @default.
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