Clare Farrukh

Bio: Clare Farrukh is an academic researcher from University of Cambridge. The author has contributed to research in topics: Technology management & Strategic planning. The author has an hindex of 25, co-authored 66 publications receiving 2995 citations.

Developing a technology roadmapping system

Abstract: Technology roadmapping is becoming an increasingly important and widespread approach for aligning technology with organizational goals. The popularity of roadmapping is due mainly to the communication and networking benefits that arise from the development and dissemination of roadmaps, particularly in terms of building common understanding across internal and external organizational boundaries. From its origins in Motorola and Corning more than 25 years ago, where it was used to link product and technology plans, the approach has been adapted for many different purposes in a wide variety of sectors and at all levels, from small enterprises to national foresight programs. Building on previous papers presented at PICMET, concerning the rapid initiation of the technique, and how to customize the approach, this paper highlights the evolution and continuing growth of the method and its application to general strategic planning. The issues associated with extending the roadmapping method to form a central element of an integrated strategic planning process are considered.

A framework for supporting the management of technological knowledge

Abstract: Technology is a key driver for innovation and sustainable business growth. Whilst industrial interest in the area is growing, from an academic perspective the conceptual basis of the subject of technology management is fragmented and poorly defined. This paper describes a framework that has been developed to support practical and theoretical understanding of the management of technological innovation. At the heart of the framework are two sets of business processes that are important for effective technology management, including the three "core" processes of strategy, innovation and operations, together with a set of five supporting technology management processes: identification, selection, acquisition, exploitation and protection. The framework supports the integration of these processes by focusing on the "pull" and "push" knowledge flows that need to occur between the commercial and technological functions within the firm.

Technology roadmapping: linking technology resources into business planning

Abstract: This paper explores how practical approaches to technology planning can support broadly based valuation decisions within manufacturing companies. A short review of the more traditional approaches to valuing technology is followed by a discussion of practices that are complementary in terms of linking technology, new product development and business planning in the company context. A "fast-start" process for technology roadmapping is proposed as one of these and the latest results from its in-company development are presented. Conclusions are drawn with respect to the contribution of the technique in promoting an inclusive method of obtaining consensus on technology investment.

Experimental And Quasi Experimental Designs For Research

Abstract: Thank you for reading experimental and quasi experimental designs for research. Maybe you have knowledge that, people have search numerous times for their favorite readings like this experimental and quasi experimental designs for research, but end up in malicious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they cope with some infectious virus inside their laptop.

Innovation management measurement: A review

Abstract: Measurement of the process of innovation is critical for both practitioners and academics, yet the literature is characterized by a diversity of approaches, prescriptions and practices that can be confusing and contradictory. Conceptualized as a process, innovation measurement lends itself to disaggregation into a series of separate studies. The consequence of this is the absence of a holistic framework covering the range of activities required to turn ideas into useful and marketable products. We attempt to address this gap by reviewing the literature pertaining to the measurement of innovation management at the level of the firm. Drawing on a wide body of literature, we first develop a synthesized framework of the innovation management process consisting of seven categories: inputs management, knowledge management, innovation strategy, organizational culture and structure, portfolio management, project management and commercialization. Second, we populate each category of the framework with factors empirically demonstrated to be significant in the innovation process, and illustrative measures to map the territory of innovation management measurement. The review makes two important contributions. First, it takes the difficult step of incorporating a vastly diverse literature into a single framework. Second, it provides a framework against which managers can evaluate their own innovation activity, explore the extent to which their organization is nominally innovative or whether or not innovation is embedded throughout their organization, and identify areas for improvement.