ISBN June 2001 : Localization, Competitiveness, Technological Transfer .....
Markku Saarelainen
Copyright 2001 Markku J. Saarelainen
INTELLIGENCE SYSTEMS BEHAVIOR NEWSLETTER
June, 2001
by
Markku J. Saarelainen
Localization, Competitiveness, Technological Transfer and Strategic Partnerships
On-going developments in information technologies and global market places have enabled us to improve our communications and information sharing processes. We are able to learn instantly any events and developments that occur in any nation and country. In addition, the increasing number of individuals will have access to these information technology solutions becoming more and more informed about cultural, political, economical and technological developments around the world. In fact, it has become easier for us to benchmark our operational practices, processes and products against any competitors anywhere around the world. In addition, we can share our developments, ideas and technologies fast, reliably and effectively with our friends and allies in different market places. Technology transfer processes enable us to penetrate different market places, gain new market share and improve our global strategic positions.
Our management systems have to adopt new technologies such as the Internet and WEB technologies, electronic commerce applications and payment systems, digital signatures, information protection methods and any other relevant technologies that enable us to compete effectively and successfully in the global market place. We have to be able to understand current and future trends globally and initiate improvements and development actions locally in order to improve our management processes, practices, human resources, skills and capabilities and any other organizational factors that make our businesses more competitive. In addition, we have to be able to adopt these new technologies locally in the cost efficient and timely manner. In the future, the utilization of our valuable time is everything. We have to be able to initiate new technologies fast and complete our research and development activities effectively. Our information processing and development cycles have to adopt n!
ew!
and faster computing systems and methods. In fact, we have to reduce our cycle times continuously.
Skill and capability development is the key for any successful adoption and development of new management systems and electronic commerce applications. Executive management is responsible for allocating adequate resources for developing, improving or maintaining organizational capabilities in carefully identified development areas. In addition, executive management has to define its policies and strategies in all main technology, environment, trade, quality and market place related areas. For example, the company has to define its environmental, information technology and market development policies. These policies will explain an organization's intentions toward specific influence and control areas and provide necessary guidance for all employees, managers and other stakeholders.
Technology transfer programs are important for all global businesses. These programs shall enable us to transfer specific capabilities, knowledge and information from one market place to another. This shall improve the cost efficiency of special knowledge development and shall help us to exploit our new knowledge area globally. All international companies should create their global technology transfer programs and actively facilitate these programs to maintain their competitiveness. Main elements of any technology transfer programs include: 1. key technology areas, 2. technology transfer organization, 3. technology transfer personnel and other resources, 4. specific methods and techniques for transferring technology, 5. legal considerations and legislation and 6. competitive research systems and programs. Executive management has the key responsibility to ensure that adequate resources are identified and assigned and that the whole technology transfer program is implemented !
ef!
fectively and improved continuously. In addition, companies can actively seek developing strategic partnerships and relations with key customers, research centers, suppliers, consultants, governments and other key market place players.
The future of our business success will depend on our abilities to develop, implement, adopt and maintain emerging technologies, operational concepts, behaviors and organizational cultures. It is in our best interest to be involved in key technological areas and participate in all relevant international processes that help us and our market places to adopt these new and exciting developments. Technology has always been one of the main drivers in our commercial enterprises, economies and international trade.
Copyright 2001 Markku J. Saarelainen
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