Guide to Accelerating New Technology Adoption through Directed Technology Transfer (2014) / Chapter Skim
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Pages 36-40
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From page 36... ...
36 Tier 1: Foundational/ Organizational Components • Address Societal and Legal Issues • Have an Effective Champion • Engage Decision Makers • Develop a T2 Plan • Identify, Inform, and Engage Stakeholders • Identify and Secure Resources Organizational decision makers play two key roles in guided T2. They assume ownership of the need, whether the need is a problem that must be solved, a deficiency that must be remedied, or an opportunity that should be pursued, and they control the resources required by the guided T2 effort (Elrahman, 2003; Orcutt and AlKadri, 2009; Vowles et al., 2011)
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Engage Decision Makers 37 problem or alleviate a deficiency in an organization (through careful attention to the activities outlined in the first two phases of the Innovation Adoption Process, i.e., defining the need and research and development) , and if the decision maker has taken ownership of the need and regards it as a top priority, then the decision to move forward with the T2 effort is likely to be a matter of education and communication.
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38 Guide to Accelerating New Technology Adoption through Directed Technology Transfer may be delegated to others (such as a T2 champion)
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Engage Decision Makers 39 • Is the decision maker involved in writing the T2 plan? If so, to what degree?
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40 Guide to Accelerating New Technology Adoption through Directed Technology Transfer Contextual • Link T2 projects to current program priorities • Make T2 and innovation a standard part of leadership meetings • Align organizational mission and values to support innovation Organizational/Bureaucratic • Designate an innovation champion to lead T2 activities • Target specific funds for T2 and deployment • Set metrics that require change Legal/Risk • Work with legal staff to include contract terms that encourage innovation on specific projects • Conduct scans to learn from other organizations • Be willing to talk about "failures" and what was learned from them Communication/Knowledge Management • Use communication and information technologies and tools to get the message out • Establish structured programs for continuous learning • Senior management encourages and provides resources for strong internal communications Suggested Readings Elrahman, O A., "Effective Transfer of Research Results: Human Element for Successful Transfer." Transportation Research Record: Journal of the Transportation Research Board, No.
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