The document provides an overview of various topics related to technology adoption and project management. It discusses technology adoption life cycles, factors that influence adoption and diffusion of new technologies. It also summarizes concurrent engineering processes and benefits, and provides definitions and key aspects of project management including the project lifecycle, tools like the work breakdown structure and Gantt charts, and factors for project success.

1. ITM Presentation
Topic : Technology Absorption & Management
Mohammed Faheem Khan
MBA-Pharmaceutical
Management, Jamia Hamdard,
New Delhi

2. Layout of Presentation :
1 • Technology Adoption and Diffusion
2 • Change Management
3 • Concurrent engineering
4
• Project Management

3. Adoption of Technological Innovation :
Adoption :
• Is a macro process concerned that focuses on the stages through which an
individual consumer passes when deciding to accept or reject a new product.
• Innovation is a constant in technology as well as business. But all the new
technology are accepted or adopted by the people.
• Technology adoption as a consistent process is the key to enabling hesitant users
to successfully adopt and use technology.

4. Factors affecting technology Adoption :
• Infrastructure Support
• Perceived issue with technologyUsage Barriers
• Perceived benefits
• Direct and Indirect costsTechnology
• Reluctant to change
• Past experience with similar productCustomers
• Competing technologies
• SuppliersOther Factors

5. Technology Adoption Life Cycle :
 The original technology adoption life cycle model was developed by Joe M. Bohlen,
George M. Beal and Everett M. Rogers.
 Every new technology goes through an adoption life cycle in which certain audience
segments adopt the product before others are willing to do so.

6. Technology Diffusion :
 Diffusion is a macro process concerned with the spread of new product from it’s
source to its consuming public.
 It means the study of how, why and at what rate new technology and ideas spread
across the economy.
 It could be understood as a process by which new idea or product is accepted by
the market.

7. Product Characteristics that influence Diffusion :
•Degree to which potential customers perceive a new
product as superior to existing substitute.
•Eg. HD TV over standard TV
Relative
Advantage
•Degree to which potential consumers feel a new product is
consistent with their present needs value and practices
•Gillete Mach3 Turbo over disposable razor.Compatibility
•Degree to which a new product is capable of being tried on
a limited basis.
•E.g. Free trial softwareTrialability
•Degree to which a products attributes can be observed,
imagined to potential customers.
•E.g. Laptop.Observability

8. Technology Adoption in the Pharma World :
 While pharma has been quick to respond to the increasing pace of scientific
developments, it has been much slower in adapting to the technological revolution of
the 21st century.
 Pharmaceutical giants seeing digital technology’s potential for creating a new
patient-centric business model that combines connected devices with big data
analytics and artificial intelligence to develop new, more personalized, drugs for
smaller groups of patients while monitoring and managing patient adherence and
health outcomes.
As pharma moves from simply engaging with patients to becoming more patient-
centric, more needs to be made of the opportunities and challenges of connecting
with patients and their carers via digital and social media. Despite being a natural
source of information for patients and healthcare professionals alike, using digital
and social tools is still difficult in pharma.

9. Big Pharma’s Drive towards Digital :

10. Barriers to adoption of digital technology :

11. Technology for patient centric Pharma World :
The rapid advances in digital
technology over the past
decade are helping pharma
companies put patient
centricity at the heart of their
new operating models. Pharma
has recognised the
opportunities that technological
advances have brought and are
looking to utilize their disease
expertise and marketing
capabilities to improve patient
engagement and activation,
improve outcomes and increase
revenue.

12. Partnership of Pharma giants tech firms to diffuse technology :
Voluntis – a technology developer that has created a FDA-approved mobile apps in
collaboration with big pharma (Sanofi) to develop a mobile application :
Diabeo - which is aims to better treat patients suffering with type 1 and type 2
diabetes. The application provides patients with decision-making support through
algorithms that help calculate personalized doses of insulin and remote management
of a patients conditions through connections via telemedicine with healthcare
providers. Clinical evidence has shown that the technology significantly improves
HbA1c in poorly controlled type 1 diabetic patients. As a result of further clinical
evaluation the application was approved CE certification in 2013.
PatientsLikeMe – an online portal and mobile application that allows people with
health conditions to share information and data relating to health and clinical trials
with other patients and researchers with the aim to improve patient outcomes and
involvement in research. Currently, the platform has a network of over 500,000+
patients who have collectively contributed 40 million points of data about disease.
PatientsLikeMe has collaborated with UCB to create a patient community around
epilepsy.

13. OD Practitioner
• An organization development practitioner
applies behavioural science to issues within
organisations and systems to align capability and
strategy, intervening in systems so that people
can better work together to achieve their goals.
• They may be internal or external consultants
who offer professional services to organizational
clients.

14. Change Agent :
People who act as catalysts and assume the responsibility for
managing change activities.
 Internal agents :
• Have to live with the consequences of their actions.
• May be more thoughtful.
• May be more cautious.
 External agents :
• Can offer an objective perspective.
• Usually have an inadequate understanding of the organization’s
history, culture, operating procedures, and personnel.

15. Developing specific, measurable objectives
Listing techniques needed to accomplish of
activities
Developing a timetable for completion of
activities
Assessing resources
Preparing a budget
Generic Process (steps involved) for bringing an
Organizational Change :

16. Selecting suitable persons needed for change plan
Designing a method evaluating the outcome of
activities
Anticipating resistance to change
Developing strategies to manage resistance
Designing a plan to stabilize (refreeze) the change

17. What is concurrent engineering ?
 Concurrent engineering is a systematic approach to the integrated,
concurrent design of products and their related processes, including
manufacture and support. This approach is intended to cause the
developers from the outset, to consider all elements of the product life
cycle from conception to disposal, including quality, cost, schedule, and
user requirements.
 Concurrent Engineering is a management/operational approach which
aims to improve product design, production, operation, and maintenance
by developing environments in which personnel from all disciplines
(design, marketing, production engineering, process planning, and
support) work together and share data throughout all phases of the
product life cycle.

18. Need for Concurrent Engineering :
In today's business world, corporations must be able to :
• React to the changing market needs rapidly, effectively, and responsively.
• To reduce their time to market and adapt to the changing environments.
• Decisions must be made quickly and they must be done right the first time
out.
• Concurrent engineering is a process that must be reviewed and adjusted
for continuous improvements of engineering and business operations.

19. Concurrent Engineering benefits :
• Faster time to market which results in increased market
share.
• Lower manufacturing and production costs.
• Improved quality of resulting end products.
• Increased positioning in a highly competitive world
market.
• Increased efficiency and performance.
• Higher reliability in the product development process.
• Reduced defect rates.
• Increased effectiveness in transferring technology.
• Increased customer satisfaction.
• Higher return on investments.
• Reduced labour and resource requirements.

20. Concurrent Engineering Process :
Concept
Design
Validati
on &
Testing
Ramp –
Up &
Manufa
cturing

21. 4C’s of Concurrent Engineering :
Concurrent
Engineering
Concurrence
Constraints
Consensus
Co-ordination

23. What is a Project ?
• A Project is defined as a specific, finite activity that produces
an observable and measurable result under certain preset
requirements.
• Key characteristics:
– Objective
– Temporary
– Unique deliverable
– Progressive
– Resources

24. Project lifecycle :
• The lifecycle of a project consist of all activities from the
beginning of formulating the idea until the formal completion
of the project.
PROJECT
LIFECYCLE
INITIATIO
N
PLANNING
EXECUTI
ON
CLOSING

25. What is projectmanagement ?
Project management is the
planning, organizing, scheduling,
leading, communicating, and
controlling of work activities to
achieve a pre-defined outcome
on time and within budget.
• A job that has a beginning and
an end (TIME)
• A specific outcome (SCOPE)
• At a budget cost (COST)
Scope
Time
Project
Constraint
Triangle
Cost

26. Tools used for
project
management

27. What is WBS ?
• Work Breakdown Structure (WBS) is a deliverable oriented
hierarchical decomposition of the work to be executed by the
project team to:
– Create required deliverables
– Accomplish project objectives
• Helps dividing the overall project into smaller more manageable
categories of work.
• Each descending level represents more details of work.

28. WBS FOR A NEW PRODUCT LAUNCH :
NEW PRODUCT
LAUNCH
PLANNING
Setup team
Setup budget
Defining the
launch plan
PRODUCTION
Raw material
Packaging
Inventory
management
MARKETING
Marketing mix
Strategy
formulation
Supply chain
SALES
Sales force
Training
Sales target

29. What is a Ganttchart ?
A Gantt chart is a way to show
activities displayed over a specific
period of time. It shows you what
has to be done and when.
A Gantt chart is particularly useful to
show how some tasks must end
before others can begin, and also
how some tasks must necessarily
overlap.

30. Other tools to improvemanagement and
performance :
Effective meetings
 Standard Operating Procedures (SOPs)
 Training and training manuals
 New hire orientations
 Mentoring and coaching
 Outside networking, virtual networking, and conferences

31. User/beneficiary
involvement
Clear objectives
Minimized scope and
requirements
Project leadership
Stakeholder management
Take corrective action
Proactive risk
management
Skilled resources
Organizational change
management
Factors for a project to success :