Introduction to the Purdue Agile Strategy Lab January 2019
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The document outlines the strategic initiatives of the Agile Strategy Lab, focusing on fostering innovation through collaborative leadership and strategic doing across multiple universities and organizations. It highlights various training sessions, workshops, and projects aimed at developing agile strategies and improving team dynamics among participants from diverse disciplines and sectors. Additionally, it discusses the role of technology monitoring and market exploration in identifying new opportunities and partnerships to enhance organizational capabilities.
Introduction to the Purdue Agile Strategy Lab January 2019
- 1. Introduction to Agile Strategy Lab January 2019
- 2. Strategic Focus Areas Strategic Doing Strategic Diversity in Teams Innovation Ecosystems Complex Communication 4 Universities Engaged Montana State U Oregon New Mexico State Ohio State University North Alabama NJIT U North Carolina Colorado State Selkirk College (Canada) Memorial University (Canada) Kansas State U Massachusetts-Lowell Michigan State University of Puerto Rico QUT (Australia) 15 New Courses in Agile Strategy and Collaborative Leadership Online FutureLearn (MOOQ 1,643 participants, 123 countries) Online Wiley: Masters in Engineering Technology Krannert: MBA 3 Strategic Doing Trainings Iowa City, IA Eugene, OR The Hague Purdue Columbus, OH San Juan, PR Indianapolis, IN Chapel Hill, NC Flint, MI Toronto, CA —Coming: The Hague (again) Omaha, NE Denver, CO St. Louis, MO Columbia, MO Purdue (again) 16 Purdue Strategy Engagements Innovation Ecosystem: 5 Deans Student Success: Provost Data Science: Provost, VPR Polytechnic High School Global Security & Defense Innovation Birck Nanotechnology Whistler Center Carbohydrate Research Health Care Advisors Mandela Fellows Ag: Scale Up Conference 10 People Trained in Strategic Doing Outside Purdue 2,274 20,000+ LinkedIn Post Engagements 1,200 Purdue Students Taking Strategic Teaming Assessments Using AEM-Cube an assessment tool from Lab partner Human Insight, we are providing new insights to students about how they can best contribute to teams Strategic Doing Workshops Engineering Change Lab, NE ComPlexity, WL South Dakota Center for Disabilities AEM Cube, West Lafayette Workforce, Tallahassee Workforce, Colorado Health Care Operations, NJ UAV Cluster, Cape May, NJ 17 US Air Force, NJ Aviation Innovation, NJ Louisiana Bureau Family Health New Mexico State: Food Innovation Kauffman Foundation Youngstown Civic Culture Duquesne University East Stroudsburg University
- 3. Launch Scale Optimize Transform Exit Experiment Strategy is dynamic…the demands of strategy shift as the business context changes
- 4. Agility enables companies to jump S-Curves… But how does company become agile? Source: Accenture Performance Time
- 5. Companies also face adaptive challenges… Complex messes with no clear technical fix
- 6. Example: the Navy asked Lockheed to develop a roadmap for deploying predictive maintenance across the destroyer fleet
- 7. Problem: Lockheed’s Surface Naval Innovation Center did not have access to all the technologies needed to address the challenge…
- 8. We proposed the idea of a platform on which Lockheed could form fast collaborations with outside companies to solve the problem Organization A Organization B Organization C
- 9. Dec Jan Feb Mar Apr May Jun Design sessions Workshop We used this drawing to explain to Lockheed executives how a strategy process would unfold
- 10. We delivered on our “open innovation” promise by using Strategic Doing to build trust among 20+ companies working on the roadmap Ten Skills of Collaboration Strategic Doing Cycle Ten Rules of Strategic Doing
- 11. Interested Community Community of Practice Innovating Network Innovate Together Learn Together Advocate Together Trust level Time The challenge of open innovation involves building trust at scale quickly among companies that have never worked together in this way
- 12. Conversation shifts.-- Collaborations begin to form with conversations among companies that share a similar “competitive space”. Participants begin testing ideas about colabrotion. Network forms.-- As focused conversations continue, common interests emerge. These shared interests drive conversations to deeper detail. Connections among !rms become stronger. Strategic agenda emerges.-- Members of the emerging network begin to focus on strategic opportunities. These opportunities emerge as !rms “link and leverage” their assets. Anchor investments made.-- As the collaborations form, members develop a strategic agenda: a portfolio of investments to strengthen themselves through collaboration. Collaboration continues to invest, adapt and expand.-- Connections within the network become more dense and spontaneous. New shared investments build out the collaboration. Time Level of Network Development Conversation shifts Network forms Strategic agenda emerges Anchor investments made Networks continue to invest, adapt, expand 1 1 2 3 4 5 2 3 4 5 Strategic Doing accelerates the formation of trust at scale by moving companies through a rigorous process
- 13. Strategic Doing solved Lockheed’s challenge of identifying potential partners. We also provided a clear path for participants to follow.
- 15. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Fraunhofer IAO Fraunhofer Technology Management – Technologies for Markets – Markets for Technologies Fraunhofer
- 16. © Fraunhofer IAO, IAT Universität Stuttgart 16 Fraunhofer Purdue Collaboration – Timeline 2013 2014 2015 2016 2017 First meeting in Stuttgart, Germany »Technology & Innovation Management meets Strategic Doing« Exchange workshops Purdue, West Lafayette USA New Jersey Innovation Institute Newark – Stuttgart Testbed for TIM & Strategic Doing Lockheed Martin 5 pilot projects in TIM & Strategic Doing Continuous R&D . in these frameworks . NIST application
- 17. © Fraunhofer IAO, IAT Universität Stuttgart 17 The Basis of Our Collaboration
- 18. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Fraunhofer Fraunhofer TechnologyRadar – Setting the technological course for tomorrow today!
- 19. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Why to monitor technologies?... Foto: otto Photo: planet-wissen.de Foto: Kuka Technology addition e.g. welding robots Photo: ZF Photo: allelectronics Photo: Kienzle Technology integration e.g. Adaptive steering Technology substitution e.g. analog vs. digital photography Photo: fokus.dehomepages.wmich.edu
- 20. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Benefits of Fraunhofer TechnologyRadar Fraunhofer TechnologyRadar supports a systematic and methodologically sound identification and evaluation of new technologies in an company- specific context. The use of creativity in combination with sophisticated software enhances the quality of the results significantly. 2008 201020082010 2007 20122012 ■ Zinc / Air batteries ■ Low power displays ■ direct methanol fuel cells ■ 90%+ PSUs ■ RFID assisted recycling ■ more regulation (materials, recycling) ■ CO2 compensation schemes ■ 80%+ PSUs ■ sugar powered batteries ■ bio-degradeable materials ■ re-useable materials ■ advanced/silent cooling technologies ■ lower power chips ■ DC powered data centers ■ hybrid/SSD disks ■ renewable raw materials ■ better automation of component separation ■ opto electronics ■ alternatice computer architectures with specialized processing units ■ light weight materials ■ bio-derived materials ■ nanomaterials/ nano-composites ■ smart packaging ■ triggered decomposition ■ design for recycle ■ life-cycle analysis ■ design for end-of-life ■ waste heat utilization ■ on-a-chip thermoelectric cooling ■ photovoltaics ■ switch-off adapters ■ thermoelectric materials ■ jet-impingement & spray cooling ■ disposable components ■ formic acid fuel cells ■ biofuel cells ■ waste material reuse ■ raw material reclaim ■ enhanced air cooling & heat pipes ■ in-direct liquid cooling ■ equipment-facility interfaces ■ heat spreading ■ thermoelectric cooling ■ new advanced cooling technologies (e.g. droplet atomization and microjets) ■ micro-fans ■ direct liquid immersion ■ wireless controls and sensors ■ liquid heat pump Power Waste & EOL Cooling & Noise Processes/ operations Green IT
- 21. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Technology developments Technology-trendsRelevant Technologies Technology experts 5. Identification of relevant Technology information Relevant Technology fields Fraunhofer TechnologyRadar – our functional-semantic search approach 1 Photo: mercedes.fans.de 2 Photo: http://www.electronic-data.com 3 Photo: Fraunhofer IMS + Photo: Fotolia Datenbase with access authorisation Invisible Web publicly available Datenbase Visible Web 3. Selection of relevant Databases for smart data 4. Determination of data for Technology research 1. Functional analysis Technology functions (e.g. - „measure negative acceleration“ - „measure pressure" - „measure motion profile“, etc.) User function (e.g. „release airbag“) !1 1 2 3 Company + Company + 2. Ontology buiding Kendrion(Nebenfunktion(1 Adjektiv (nominalisierts)2Verb Objekt schnelle Ermittlung der/des Positionsänderung kontinuierlich Messung Magnetfeldes sichere/r Analyse Abfrage Bewegung Definition Bewegungsprofil.? Erforschung Bewegungsdaten.? Untersuchung IST6Bewegung.? Recherche Körperbewegung.? Kontrolle Axialbewegung.? Prüfung Lagebewegung.? Überprüfung Weg Beurteilung Translation Monitoring Verschiebung Beobachtung Schwung.? Überwachung Gangprofil Beaufsichtigung Erkennung Greifraum Feststellung Dehnung Nachweis Wahrnehmung … Beispielmärkte Magnetfeldmesser … Positionsmesser Kendrion(Nebenfunktion(1 Adjektiv (nominalisierts)2Verb Objekt schnelle Ermittlung der/des Positionsänderung kontinuierlich Messung Magnetfeldes sichere/r Analyse Abfrage Bewegung Definition Bewegungsprofil.? Erforschung Bewegungsdaten.? Untersuchung IST6Bewegung.? Recherche Körperbewegung.? Kontrolle Axialbewegung.? Prüfung Lagebewegung.? Überprüfung Weg Beurteilung Translation Monitoring Verschiebung Beobachtung Schwung.? Überwachung Gangprofil Beaufsichtigung Erkennung Greifraum Feststellung Dehnung Nachweis Wahrnehmung … Beispielmärkte Magnetfeldmesser … Positionsmesser Kendrion(Nebenfunktion(1 Adjektiv (nominalisierts)2Verb Objekt schnelle Ermittlung der/des Positionsänderung kontinuierlich Messung Magnetfeldes sichere/r Analyse Abfrage Bewegung Definition Bewegungsprofil.? Erforschung Bewegungsdaten.? Untersuchung IST6Bewegung.? Recherche Körperbewegung.? Kontrolle Axialbewegung.? Prüfung Lagebewegung.? Überprüfung Weg Beurteilung Translation Monitoring Verschiebung Beobachtung Schwung.? Überwachung Gangprofil Beaufsichtigung Erkennung Greifraum Feststellung Dehnung Nachweis Wahrnehmung … Beispielmärkte Magnetfeldmesser … Positionsmesser
- 22. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Fraunhofer TechnologyRadar Use case Company facts Industry engine drive equipment for forestry employees ~ 12 000 revenue ~ 3 bill. Euro Challenge „How can we detect bad-quality surfaces in order to prevent corrosion, mis- functions, etc.?“ Which Technologies can be used for our specific analytics requirements?“ 1. Is a chemical element existing on the surface? 2. How much of this element exists on the surface (2-D)? 3. How is the concentration of the element in the sample (3-D)? burnishing phosphating surface oxidation Approach Application of the Fraunhofer TechnologyRadar in the area of surface detection. Results Identification of around 100 technologies from which 24 were potentially relevant and 3 were implemented
- 23. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Technology »surface analysis« 1. Objectives • Which technology-needs does the company have? • Which technologies are ready-to-use? • Which emerging technologies are existing? Fraunhofer TechnologyRadar Use case 2. Functional analysis 3. Data collection 4. Data analytics ~100 technologies for surface analysis 24 potential technologies 3 fitting technologies 5. Technology assessment Result
- 24. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Fraunhofer MarketExplorer – Exploring new market opportunities for your assets Picture: yenibirratirim Fraunhofer
- 25. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› http://www.catamaran-phuket.com www.cng-tank.com www.feuerwehr-lienen.de www.grillerforum.de … Use Case Fraunhofer MarketExplorer New markets for gas cylinder
- 26. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Use case Fraunhofer MarketExplorer New markets for gas cylinder picture: http://www.thomasnet.com Store Gas Functional analysis Store matter 34 Functions Transmission of power generate Buoyancy Pipe fluid … Results 160 potential markets identified Vessels for Process industry Buoyance tanks forwave powerplant oil-Pipelines Bridge piers 18 interessting markets … 2 attractive Markets
- 27. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Use case Fraunhofer MarketExplorer New markets for gas cylinder Company facts Branche Seamless steel and composite cylinders Mitarbeiter ~ 800 Umsatz ~ 40. Mio. Euro In which markets „deep drawing“ can be applied?
- 28. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Company facts Branche Seamless steel and composite cylinders Mitarbeiter ~ 800 Umsatz ~ 40. Mio. Euro In which markets „deep drawing“ can be applied? ResearchLandscaping – Find the expert hubs Fraunhofer
- 29. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Aim of ResearchLandscaping To support industry, science and governmental entities in: • Identifying your relevant Technology-experts • Estimating their level of expertise within relevant technology fields • Detecting hot research topics of your direct/indirect competitors • Mapping the geographical expert distribution
- 30. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Approach 1. Landscape profiling Identification of relevant questions to be answered (e.g. required technology expertise) 2. Landscape mapping Mapping of the technology experts concerning the required profile (smart data analysis, interviews, expert- meetings) 3. Landscape Force-fitting Force-fit of R&D-demand with the identified ResearchLandscape and selection of attractive experts Picture: http://granaton.com Semantic search & smart data Instead of using the opinion of few technology experts, smart data from the invisible web (validated data like patent, scientific papers, etc.) will provide a much broughter data source. In combination with sematic tools, this data can be connected intelligently and therefore give additional relevant information for decision making
- 31. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Case study – ResearchLandscaping for a commercial vehicle producer To support the OEM in the development of a structured way for the generation of strategic R&D experts within the German research landscape (for research as well as for pre-development) and in the selection and addressing of the most attractive ones. Results 1. Elaboration of a criteria-set for the selection of strategic R&D-fields 2. Scanning of the German R&D-Landscape for relevant research fields 3. Force-fit of Volvo R&D-demand with the German R&D-Landscape and selection of attractive R&D-Field(s) Aim of the project Company facts Branch Commercial vehicles Employees 100,000 Turnover 23,4 bill. $ Research landscape, exemplary illustration
- 32. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Case study – Collection of the required technology expertise in “AD“ from OEM Technology requirements profile „autonomous driving“ • Sensor Technologies - Distance measurement - Environment recognition - … • Technology field 2 - Technology 2.1 - Technology 1.x • …. Autonomous driving (AD) The autonomous driving concept assumes all real-time driving functions necessary to drive a ground-based vehicle without real-time input from a human operator* Picture https://www.car-2-car.org/ *) source: wikipedia
- 33. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› TrendArena is a powerful visualization platform
- 34. © Fraunhofer IAO, IAT Universität Stuttgart Slide ‹Nr.› Contact Antonino Ardilio Dr.-Ing. Dipl.-Ing. Des. Head of Technology Management Telephone : + 49 (0) 711 / 970-2246 E-mail: antonino.ardilio@iao.fraunhofer.de Joachim Warschat Univ.-Prof. Dr.-Ing. habil. Director and Head of Technology & Innovation Management Telephone : + 49 (0) 711 / 970-2081 E-mail: joachim.warschat@iao.fraunhofer.de Address Fraunhofer IAO Nobelstraße 12 70569 Stuttgart Germany http://www.iao.fraunhofer.de Ed Morrison Director Purdue Agile Strategy Lab Telephone : + 1 216 650 7267 E-mail: edmorrison@purdue.edu