Today's global industrial landscape is showing fast changes. This marked by evolving consumer preferences and fierce competition in the modern market. Meaning, companies must revise their technology in terms of design and range of products continuously using their research and development departments. The success revision of technology depends on the proper transition from the research department to the development department. Despite challenges, technology transfer is crucial in the realization of the values of technology in a company, as shown in the discussion questions below.
It is important to have joint participation b research and development while the project is in the research stage. Market-driven technology is the one that prioritizes consumer needs and produces the best products. Most often, project research incorporates market research that is carried out to establish customer needs and the potential niche market of a new product (Audretsch & Caiazza, 2016). Therefore if the development department is driven technologically, joint participation by research and development facilitates the development of a technology that produces products that meet customers' unmet needs (Audretsch & Caiazza, 2016).
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The transition of the technology from research to development occurs once the outsiders have recognized the value of technology because the outsiders are often regarded as customers or consumers. Meaning, once they have accepted the value of the technology, they have created a market place for the products of the technology. Second, according to the IBM story on innovation, it is revealed that minimization of risks that could be involved with the new technology can be achieved through involving outsiders parties in the ideation and innovative process (Kerr, 2016). Notably, companies can use customers and other outsiders as a timely discovery technique by monitoring consumers' use of existing products ("Harvard Business Review," 2008). This helps in providing clues of outsiders' needs and generates rational thoughts for new ventures.
The feasibility of new technology is regarded as a process of evaluating the viability and validity of new technology in a business. The evaluation considers business goals and objectiveness. On the other hand, timeliness refers to the most appropriate time during which the assessment should be conducted. Feasibility and timeliness have a mutual relationship. In that, the likelihood of any new technology becoming feasible depends on the time taken to represent the novel idea to stakeholders of a company, including the management team and employees at large (Kerr, 2016). For instance, feasibility should be conducted in time before a lot of resources are spent.
One tactic involves planning re-engagement campaigns for dormant advocates. This means having mechanisms to reengage customers who have not been logging in recent days. The arrangement gives the advocate a chance to rebuild a relationship with the customers. This makes it easy to sell the outcomes of research as it provides the advocate an opportunity to understand how to improve research mechanisms (Strategyn, 2008). Another tactic requires an advocate to create a sense of 'urgency' around the changes and new initiatives portrayed in the research. It ensures that there is buy-in of the research results at all levels of the company by providing that innovation and new ventures depicted in the study are taken very seriously.
There is no specific size that a company must attain before it can consider internal users as secondary factors. But it is important to note that as companies grow more significant, it can be difficult to innovate. Internal users, such as managers at all levels, are the identifiers of common obstacles that can suppress innovation or new company ventures especially for a larger company (Kerr, 2016) Meaning they can be secondary factors if they fail to identify the primary factors deterring research and development of new technology and how to manage those factors.
Generally, research and development should never be separated if the company needs to succeed in any innovation of new technology. Putting the two departments together ensures that all their activities are aligned with company objectives and goals. Since the company stakeholders are already aware of the goals and objectives of a company, it becomes easy to integrate the innovative activities into the company's system.
References
Audretsch, D., & Caiazza, R. (2016). Technology transfer and entrepreneurship: cross-national analysis. The Journal of Technology Transfer, 41(6), 1247-1259.
Harvard Business Review (2009, January 12). Creating a Culture of Innovation: [Video File 10:17 mins]. Retrieved from https://youtu.be/KyqHGdIMcas
Kerr, W. R. (2016). 3 Innovation and Business Growth. Moving to the Innovation Frontier , 41. Retrieved from http://www.hbs.edu/faculty/Publication%20Files/Kerr-Innovation15_439c4e1b-9b5f-4565-8f22-d9ff0acfe260.pdf
Strategyn. (2008, November 28). Using Outcome Driven Innovation [Video file]. Retrieved from https://youtu.be/FS3ZLgm1HNghttps://youtu.be/FS3ZLgm1HNg
