Introduction to the Purdue Agile Strategy Lab January 2019

Introduction to Agile Strategy Lab
January 2019

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

Launch
Scale
Optimize
Transform
Exit
Experiment
Strategy is dynamic…the demands of strategy
shift as the business context changes

Agility enables companies to jump S-Curves…
But how does company become agile?
Source: Accenture
Performance
Time

Companies also face adaptive challenges…
Complex messes with no clear technical ﬁx

Example: the Navy asked Lockheed to develop
a roadmap for deploying predictive
maintenance across the destroyer ﬂeet

Problem: Lockheed’s Surface Naval Innovation
Center did not have access to all the technologies
needed to address the challenge…

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

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

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

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

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

Strategic Doing solved Lockheed’s challenge of
identifying potential partners. We also provided a
clear path for participants to follow.

© Fraunhofer IAO, IAT Universität Stuttgart
Slide ‹Nr.›
Fraunhofer IAO
Fraunhofer Technology Management –
Technologies for Markets – Markets for Technologies
Fraunhofer

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
The Basis of Our Collaboration

Slide ‹Nr.›
Fraunhofer
Fraunhofer TechnologyRadar – 
Setting the technological course for tomorrow today!

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

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

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
sichere/r Analyse
Abfrage Bewegung
Überprüfung Weg
Beaufsichtigung
Erkennung Greifraum
Nachweis
Wahrnehmung
…
Beispielmärkte
Magnetfeldmesser
…
Positionsmesser
Kendrion(Nebenfunktion(1
sichere/r Analyse
Abfrage Bewegung
Überprüfung Weg
Beaufsichtigung
Erkennung Greifraum
Nachweis
Wahrnehmung
…
Beispielmärkte
Magnetfeldmesser
…
Positionsmesser

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

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

Slide ‹Nr.›
Fraunhofer MarketExplorer – 
Exploring new market opportunities for your assets
Picture: yenibirratirim
Fraunhofer

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

Slide ‹Nr.›
Use case Fraunhofer MarketExplorer 
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

Slide ‹Nr.›
Use case Fraunhofer MarketExplorer 
Company facts
Branche Seamless steel and composite
cylinders
Mitarbeiter ~ 800
Umsatz ~ 40. Mio. Euro
In which markets „deep
drawing“ can be applied?

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

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

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

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

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

Slide ‹Nr.›
TrendArena is a powerful visualization platform

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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

Introduction to the Purdue Agile Strategy Lab January 2019

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Introduction to the Purdue Agile Strategy Lab January 2019