Assessment 1: Sensing Smart Ltd

Strategic Technology Management

Executive Summary

The present study focuses on the Strategic Technology Management field.

Primarily, the study analyses a business case (Sensing Smart Ltds case) and
then identifies and evaluates several Technology Management tools,
techniques and frameworks which can be adapted by Sensing Smart Ltd in
order to thoroughly understand its current position. In depth, the present study
aims to evaluate the application of frameworks and tools to the case in order
to draw conclusions and finally formulate a creative Technology Management
strategy for Sensing Smart Lt d. After conducting extensive secondary
research (such as gathering Technology Management oriented material form
the Centre for Technology Management of the University of Cambridge as
well as material from the Library of the Judge Institute for Business studies at
the University of Cambridge) the study manages to construct an efficient tool
catalogue which it incorporates a range of published technology and general
management matrix-based frameworks and tools that can assist Sensing
Smart Ltd to extensively understand its current position and not only.

Table of Contents
1

Executive Summary...........................................................................................1
1. Introduction....................................................................................................3
2. Brief analysis of the Sensing Smart Ltds Case............................................3
3. Recommendations / Suggestions..................................................................4
4. Drawing Conclusions.....................................................................................8
5. References...................................................................................................14

1. Introduction
The main objective of this study is to critically analyse the case of Sensing
Smart

Ltd

and

recommend

appropriate

solutions

using

Technology

Management tools and techniques. In other words, the purpose of this study
2

is to autonomously synthesise information, concepts and ideas in order to

formulate a constructive Technology Management strategy for Sensing Smart
Ltd.
However, before attempting to achieve the objective stated above it is worthy
to define the term Technology Management. A service type that assists the
organisations to manage their technological fundamentals and at the same
time enhances their competitive edge is delineated as Technology
Management (Dussauge et al, 1992; McCarthy et al, 2014). Equally,
Cetindamar, Phaal

& Probert and

their

paperback

on

Technology

Management Activities and Tools define Technology Management as the

management of technological capabilities to shape and accomplish the
strategic and operational objectives of an organisation (Cetindamar et al,
2010). But to formulate an efficient and constructive Technology Management
strategy for Sensing Smart Ltd, the literature suggests that technological
capabilities, strategic as well as operational objectives of the organisation
should be acquainted first (University of Bedfordshire, 2014).
2. Brief analysis of the Sensing Smart Ltds Case
In the case of Sensing Smart Ltd the organisation seems to be high
technology as it has advanced technological knowledge and capabilities on
smart sensor technologies with global players in the health market.
Concerning the organisations operational objectives they seem to be
encouraging enough as Sensing Smart Ltd has a relatively large R&D
department that focuses on licensing of products as well as filing patents in
the area of smart sensors. From a strategic objectives point of view, the
organisation after being aware of the interest of its clients, fashion and sports
retailers, press and competitors on patents in the area of smart sensors, it
aims to proceed with them in order to enter a new potential market dealing
with smart clothing.
Hence, taking into consideration all of the above as well as the fact that
Sensing Smart Ltd is currently at a juncture, the present study attempts to
construct a tool catalogue which will mainly incorporate a range of published
3

technology and general management matrix-based frameworks and tools with

an ultimate aim to improve the understanding of the Sensing Smart Ltds
current position. Farrukh, Phaal & Probert with their work on Tools for
Technology Management: Dimensions and Issues in 1999 and Technology
Management tools: concept, development and application in 2006 contribute
considerably in this attempt. Even though the scope of the catalogue is broad;
as evidenced below, the proposed tool is constituted by a number of specific
principles (Farrukh et al, 1999; Phaal et al, 2006).
3. Recommendations / Suggestions
The following catalogue tool draws Technology Management oriented material
from the University of Cambridges Centre for Technology Management as
well as material from the Management books in the Library of the Judge
Institute for Business Studies at the University of Cambridge (Farrukh et al,
1999; Phaal et al, 2006). The tabular representation below illustrates the
suggested catalogue tool which it has been appropriately tailored to respond
to the case of Sensing Smart Ltd.

Suggested
Tool/Approach
(based on)
1. Technology
Management

Tool/Approach
Brief Notes

Tool/Approach
Sub-sections

Tool/Approach sub-sections
Notes (or Actions)

Technology
Management in the
Sensing Smart Ltd
including the

1.1 Portfolio
methods
for Strategy &
Selection

Extensively assess and manage the

available technologies, R&D
portfolios and options. Then link
investment, risk, competence and
4

organisations
portfolio, strategies,
R&D management
and acquisition

strength to Sensing Smart Ltds

benefit (such as the new potential
market of smart clothing) (Farrukh et
al, 1999)
1.2 Technology
Strategy (General)

Review other general yet related

sensor technologies, improve both
R&D strategy deployment and
development, align new technology
development (such as smart
sensors) with the goals of Sensing
Smart Ltd goals in terms of the new
potential market of smart clothing
(Farrukh et al, 1999; Phaal et al,
2006; Kim, 2013)

1.3 Grids for linking

technology to the
business

Assess and explore both the current

and new sensor technologies in
regards to their linkages to markets.
Then apply findings appropriately to
support decision-making, R&D
management and strategy (Brady et
al, 1997)

1.4 Technology and

its management

Classify and structure the available

sensor technologies along with their
management. In the meantime do
consider audit, assessment and
protection of such technology bases
(Phaal et al, 2006; Nguyen &
Aoyama, 2014)

1.5 Technology
Sourcing &
Acquisition

Find several technology sourcing

and acquisition options, promote
R&D collaborations as well as
alliance types (Farrukh et al, 1999;
Kostoff & Schaller, 2001)

1.6 R&D
Management

2. Innovation
Management

Innovation
Management
in the Sensing
Smart Ltd

2.1 Innovation and

its management

3. Knowledge
Management

Knowledge
Management in the

3.1 Knowledge and

its management

Combine strategy and portfolio

methods with Sensing Smart Ltds
R&D management and decision
making, search for sensor
technologies linkages to both smart
clothing and health market
requirements (Phaal et al, 2006)
Classify and structure the innovation
along with its management in the
business context [i.e. Sensing Smart
Ltds existing (i.e. health) and
potential new markets (i.e. smart
clothing), Sensing Smart Ltds
products, services, technologies and
Sensing Smart Ltds R&D] (Brown,
1997; Gardiner et al, 1998; Back et
al, 2014)
Classify and structure the
knowledge along with its
5

Sensing Smart Ltd

(i.e. learning and
management of
Information
Technology
systems)

management (including
competences, capabilities & skills
together with processes, systems
and applications) (Phaal et al, 2006;
Jain, 2014)
3.2 Learning &
Organisational
Development

3.3 Knowledge
flows &
Management
processes

3.4 Information
Technology &
Information Systems

4. New
product/service
and process
development (from
Technology
Management
perspective)
*This tool is
important for the
new smart
sensors of
Sensing Smart Ltd

Management of the
development of new
products, services &
Processes (i.e. new
smart sensors for
smart clothing
area)

4.1 New
Product/Service
Development
Process

4.2 Product/Service
Design & Creation
*this could be
applied to a smart
t-shirt
4.3 Manufacturing

5. Business
Strategy

Technology Strategy
Development
& Deployment in the
Sensing Smart Ltd

5.1 Portfolio
methods for
Technology Strategy
& Selection

Manage individual, group and

organisational learning (such as
enhance learning on processes,
learning cycles, strategy,
performance, assessment and
training) (Ahn et al, 2014)
Use several processes to manage
existing and new knowledge along
with its flow within Sensing Smart
Ltd in order to benefit the business.
To achieve this do consider portfolio
management, skills management,
sharing, analysis, scanning or even
translation (Garcia-Alvarez, 2014)
Manage Information Technology and
Information Systems and combine
their environment together with their
application in the Sensing Smart
Ltd. Also, do consider networks,
communications, risk, strategy,
groups and teams, processes,
investment, R&D and outsourcing
(Kostoff & Schaller, 2001; GarciaAlvarez, 2014)
Introduce and manage processes
for the new product development.
Do consider the products
technology performance, context,
life-cycle as well as links to strategy,
marketing and technology
Design and create the new product
and/or service. Do consider the
products strategy, platform,
dimensions and enhancements
Efficiently use manufacturing
processes, systems and
technologies. In the meantime, do
consider logistics as well as links to
product/service context life-cycle
and innovation
Initially manage and assess Sensing
Smart Ltds portfolios and then link
strengths, competences, risks and
investments to business benefit
(such as existing and potential new
technology markets, financial and
6

competitive rewards etc). Finally do

consider other supporting strategies,
benchmarking, re-assessment and
audit (Phaal et al, 2000; Phaal et al,
2006)

5.2 Structure &

Process

5.3 Competitive
Sector and/or
Industry
Assessment
6. Management /
Business

General
Management in the
Sensing Smart Ltd
(including and
considering topics
such as leadership,
e-commerce,
sustainability and
globalisation)

6.1 Leadership

6.2 E-commerce &

Internet

6.3 Sustainability
and Environmental
Management

6.4 International
business

7. Marketing and
Customers
*This tool is
important for the
promoting of the
organisations
new smart
sensors in the
smart clothing
area

Marketing (involving
customer, brand &
product
management)

6.5 Management
and
business models
7.1 Segmentation of
markets and
customers

7.2 Brand
Management

7.3 Product

Do consider various types of

technology strategy, process,
structure and links to the Sensing
Smart Ltd together with their longterm evolution in the business
(Amasaka, 2014)
Assess the industrial environment
(such as other firms dealing with
sensing technologies) by taking into
account all of the competitive forces,
entry & exit barriers as well as
strategies for emerging and
declining industries (Farrukh et al,
1999; Bozkurt et al, 2014)
Consider leadership aspects
including persuasion, delegation,
governance and control (Kim, 2013)
Take into account the Impact of the
Internet, Information Technology,
Information Systems (particularly
e-commerce)
Incorporate sustainability and
environmental aspects into Sensing
Smart Ltds strategy. Do consider
social issues and ethics while
planning and design processes
(Gardiner et al, 1998)
Assess the Sensing Smart Ltds
performance in the global
environment (including its
organisational structure, global
marketing and strategy) (Phaal et al,
2006)
Efficiently use various types of
management, business and
enterprise models (Afuah, 2014)
Segment the target audience
industry and market together with
understanding of customers
requirements/needs
Manage the Sensing Smarts brand
name together with aspects of
promoting, advertising and selling
proposed products/services
Do proceed with products and/or
services from the customers
7

Management

perspective and marketing. In the

meantime, do consider major
product/service attributes (such as
pricing, quality and application)

4. Drawing Conclusions
In fact, the tool catalogue presented above attempted to adapt practical
Technology Management tools, techniques and frameworks to support
strategy and planning in the Sensing Smart Ltd. Though, the literature argues
that over the years, the tools, techniques and frameworks listed above
required a continuous research and development process by involving both
practical and theory dimension (Shehabuddeen, 2001; Phaal et al, 2006).
Meticulously, two decades ago, Maslen & Lewis and their study on
Procedural Action Research emphasised on the need to design Strategic
Technology Management tools and techniques in a controlled and iterative
fashion which would be underpinned by appropriate theoretical frameworks.
After this, an attempt had started which involved a number of phases until
these proposed tools and techniques would become mature and stable.
These phases included: i) the exploratory phase in which early tests of
available Technology Management frameworks and tool concepts in practical
applications were carried out, ii) the development phase in which such
frameworks were refined in practical applications and iii) the testing phase in
which the frameworks and tools were ensured of being stable, mature and
useful in a variety of contexts without requiring any significant changes
(Maslen & lewis, 1994).
In either case, the suggested Technology Management tools, techniques and
frameworks seem to fit with the Sensing Smart Ltds current and desired state .
Taking into account the fact that Sensing Smart Ltd is a well-established
medium sized UK organisation which holds a large portfolio of products and
services for the foreseeable future as well as an organisation that covets to
enter new markets, the first suggested Technology Management tool can
assist the organisation to clarify even more its current position.
8

Particularly, the subsections 1.1 to 1.6 advises Sensing Smart Ltd to

extensively assess, improve and manage their technologies and portfolios to
find out whether there is a realistic potential market. In addition to this, the first
tool advises the organisation to explore new sensor technologies in regards to
their linkages to markets as well as to combine several strategy and portfolio
methods with the business to enhance its R&D and strategies.
Equally, the second suggested tool (Innovation Management) seems to be
quite useful for Sensing Smart Ltd as it is about a business that evidently
invests on innovation (e.g. Sensing Smart Ltd is currently filing patents in the
area of smart sensors). More specifically, this tool advises the organisation to
classify and structure the innovation along with its management in the
business context so that it can achieve better outcomes in the long-term and
target the right audience and market (i.e. to determine whether the market in
the smart clothing area is appropriate). This approach is also dually beneficial
for the business as it can improve both its existing (i.e. products/services
related

with

the

health

market)

and

new

products/services

(i.e.

products/services that have the potential to be promoted in a new market)

(Back et al, 2014).
The recommendations and actions that are associated with the Knowledge
Management can also evolve Sensing Smart Ltd as it can significantly
enhance its R&D if they attempt to properly classify and structure the
knowledge they receive. Further, this proposed concept focuses on Learning
& Organisational development, too. It is believed that if Sensing Smart Ltd
effectively manages its individual, group and organisational learning (including
processes, performance, learning cycles, assessment and training) then it can
gradually achieve continuous improvement, increased communication,
employee development, product enhancement as well as increased profit
(eXplorance Inc, 2014).

In continuation, the particular tool advises Sensing Smart to constantly

manage its knowledge flows in order to be benefited in the foreseeable future.
For this reason, the organisation needs to manage its knowledge flows
through portfolio management, skills management, sharing, analysis,
scanning or even translation. Also, knowledge management tool suggests the
efficient management of Information Technology and Information Systems as
well as the combination of their environment together with their application in
the business by considering potential risks, outsourcing, investment, R&D,
communications, groups and teams. And again, as a result of the good
application of the above, the organisation will be in a position to comprehend
much better its current position.
Taking into account that Sensing Smart Ltd is currently filing patents in the
area of smart sensors (technology development stage) as well as the fact that
this has attracted the interest of several organisations stakeholders, the next
catalogue tools recommendation heavily relies on the new product
development process (from Technology Management perspective). In fact,
this management tool intends to guide Sensing Smart Ltd on how to deal with
the new product development process. The tool concentrates on three
dimensions: i) the new development process, ii) the product design & creation
as well as iii) the manufacturing.
The first dimension (4.1) advises Sensing Smart Ltd to be improved in the
processes that it uses while developing a new product and/or service. In other
words, Sensing Smart Ltd must introduce processes that are appropriately
tailored in regards to the products technology, performance, context and lifecycle. The second point (4.2) suggests the consideration of products platform,
dimensions and philosophy to the organisation when designing it in order to
increase the level of acceptance when the product is released to the market.
The manufacturing (4.3) involves logistics as well as links to product context
innovation and life-cycle in order for the new product to be produced as
efficiently as possible.
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The next catalogues tool (Business Strategy) heavily relies on Technology

Strategy Development and Deployment in the Sensing Smart Ltd. This tool
typically deals with the business portfolios, the structure & process as well as
the competitive sector/industry assessment.
Initially, the organisation is highly-advised to link its portfolios strengths,
competencies and potential risks to business benefit and at the same time to
consider other supporting strategies, benchmarking, re-assessment and audit
so that it can entirely improve its portfolio management. Concerning the
structure and process, this sub-tool is willing to assist the organisation to find
out which is the best technology strategy in relation to its products and
services. Thus, the organisation is advised to link several types of technology
strategies to Sensing Smart Ltd along with their long-term evolution in the
business in order to realistically determine their efficiency and effectiveness.
The latter point advises the organisation to assess its industrial environment
by considering possible competitive forces, entry and exit barriers or even
strategies for emerging and declining industries in order to have a clearer
picture of what is happening in the present and in the foreseeable future.
The sixth tool deals with the general management in the Sensing Smart Ltd.
This tool focuses on the leadership, e-commerce, sustainability and
globalisation. Firstly, Sensing Smart Ltd was recommended to consider
several leadership aspects including governance, control, persuasion and
delegation to enhance its performance and day-to-day operations. Moreover,
Sensing Smart Ltd is a business dealing with technology so it was urged to
consider the impact of the Internet and e-commerce in particular. Similarly,
given that the business is currently investigating the potential to enter a new
market which involves smart clothes, the management/business tool advises
Smart Sensing Ltd to incorporate sustainability and environmental aspects
into their strategies by focusing on several social and ethical issues in the
planning and design process (Gardiner et al, 1998). In addition, the particular
tool attempted to convince the business to assess its performance in the
global environment by considering its organisational structure; as well as to
11

efficiently use enterprise models in order to improve its risk analysis and
business continuity strategy design (Clarke, 2009).
The final component of the catalogue concerns the Marketing as well as the
customers of Sensing Smart Ltd. Certainly, this tool is important to promote
the organisations new smart sensors in the smart clothing area as it explains
and advises the business how to segment its markets and customers, how to
manage its brand name as well as how to proceed with products from the
customers perspective and marketing.
Specifically, the segmentation of markets and customers sub-section advises
the business to segment its market(s) and target audience(s) according to
their customer's needs in order to ensure that their working technologies are
in line with what each customer requires. Another reason of why this is
proposed to Sensing Smart ltd is to ensure the customer's positive
correspondence for the product; hence increasing the revenue of the
business. The brand management guides Sensing Smart Ltd to manage its
brand name together with aspects of selling, advertising and promoting the
proposed products (e.g. the marketing strategy which will be used for the
product has to be distinctive in order to bring positive results to the firm)
(Afuah, 2014). Last but not least, the tool concentrates on product
management, too. It is advised that is preferable for the business to proceed
with products from the clients perspective as these are considered more
popular and marketable. In combination with such products, the business
must not fail to consider major product attributes (i.e. quality, application and
pricing) as well.

12

5. References
Afuah, A. (2014), Business Model Innovation, Abingdon: Routledge.
Ahn, J. M. et al (2014), Open innovation: an approach for enhancing firm
performance, Open innovation research forum working paper, Cambridge,
UK: Institute for Manufacturing.
Amasaka, K. (2014), New JIT, New Management Technology Principle:
Surpassing JIT, Procedia Technology 16 (2014), 1135-1145.
Back, Y. et al (2014), Innovation in Emerging Markets: The Role of
Management - Consulting Firms, Journal of International Management 20
(2014) 390-405.
Bozkurt, O. et al (2014), The Relationship between Structural Characteristics
of Organization and Followed Business Strategy: An application in Denizli,
Procedia - Social and Behavioural Sciences 150 (2014) 222-229.
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Brady, T. et al (1997), Tools for Technology Management: An Academic

Perspective, Technovation 17 (8), 417-426.
Brown, D. (1997), Innovation Management Tools: A Review of Selected
Methodologies, European Commission. EUR 17018.
Cetindamar, D. et al (2010), Technology Management - Activities and Tools,
Palgrave Macmillan, Basingstoke.
Clarke, G. (2009), Benefits of Enterprise Modelling for Business Continuity
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York, USA.
eXplorance Inc. (2014), 5 Key Benefits of Organisational Development,
Available

at:

http://www.explorance.com/blog/2013/11/5-key-benefits-

organizational-development/ (Accessed 23 November 2014).

Farrukh, C.J.P. et al (1999), Tools for Technology Management: Dimensions
and Issues, Proceedings of the Portland, International Conference on
Management of Engineering and Technology (PICMET 99), Portland, 25-29th
June 1999.
Garcia-Alvarez, M-T. (2014), Analysis of the effects of ICTs in Knowledge
Management and Innovation: The Case of Zara Group, Computers in Human
Behavior (2014), Article in Press.
Gardiner, G. et al (1998), Speeding New Products to Market - A Practical
Workbook, Institute for Manufacturing, University of Cambridge, 1998.

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Jain, P. (2014), Indigenous Knowledge Management in Botswana using ICT

applications (Chapter 9), In: Concepts and Advances in Information
Knowledge Management, UK: Elsevier Ltd, pp.167-191.
Kim, S-K. (2014), General framework for Management of technology
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Kostoff, R.N. & Schaller, R.R. (2001), Science and Technology roadmaps,
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Maslen, R. & Lewis, M.A. (1994), Procedural Action Research, British
Academy of Management Conference, Lancaster University, UK, September
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McCarthy, J. et al (2014), Health Technology Management (Chapter 4), In:
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Nguyen, N.T.D & Aoyama, A. (2014), Achieving efficient technology transfer
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Volume 80 (2013) 1147-1161.
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Shehabuddeen, N. (2001), Developing a comprehensive technology selection

framework for practical application, PhD Thesis, University of Cambridge.
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Strategic Technology Management Weeks 1-4 Module Slides, University of
Bedfordshire, Unpublished.
University of Bedfordshire (2014), Strategic Technology Management,
Strategic Technology Management Weeks 5-9 Module Slides, University of
Bedfordshire, Unpublished.

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