Future Technology White Papers

Technology Mapping in Competitive Technical Intelligence

Our chapter has been published in the fourth volume in the Topics in CI series, published by SCIP’s Competitive Intelligence Foundation. Publication is planned for mid-2009. In our chapter, we review Technology Mapping methods and provide examples of successful projects. Read More.

The“Experts” got it Wrong

In 2004, I spoke to a group in the Detroit area. Since I was in “Car Country”, I decided to make my talk more relevant by adding a story about catalytic converters. Interestingly, I spotted a technology trend that suggested that gas and electric cars could become important in the future. At the meeting, one representative of the Big 3 stood up and told me that I had it all wrong! They had worked on gas and electric cars and they had them all back because they didn’t work.

It is now 2009. The hybrid is the wave of the future. Below is the part of the story that caused the discussion / controversy. Click here to read the story.

Profile of a Power Acquisition

Active Screening: A Key Step in the Acquisition Process. In 2006, Merck acquired SIRNA. In one step, Merck became an independent powerhouse player in RNA Interference, a new technology that has already changed pharmaceutical R&D and could ultimately provide new types of therapies to a starving industry. Some in the industry saw the acquisition as a master stroke.

Patent Insights believes that any organization can more effectively use M&A as a growth strategy IF it employs technology mapping and competitive technical intelligence (CTI) methods. But how? In this example, we illustrate how technology mapping and CTI methods could have foreseen the logic of a Merck-SIRNA acquisition. Click here to read the story.

R&D White Spots & Competitive Advantage

In collaboration with an equity research firm, we conducted research into future technology developments for stents in 2003. Our interest was primarily heart stents, a promising (at that point) method to avoid more invasive methods such as angioplasty. In 2003, Johnson and Johnson was the only company with a heart stent on the market, but it was rumored that J&J’s monopoly would soon be broken. We used Technology Mapping to determine whether Boston Scientific was capable of becoming a powerful competitor and to determine the potential future positions of Guidant, Medtronic and other legacy players.
Click here to read the story.

Assessing a New Technology & Predicting Future Technology

By 2001 the Human Genome Project had changed the rules for genetic testing, and inspired development of new analytical technologies led by the nucleic acid array and amplification methods. It fostered renewal for "older" detection technologies such as fluorescence and chemiluminescence. As a result of the changes, speculation about next steps and future developments abound.

A genetic test consists of four major steps: (1) sample processing to separate DNA or RNA from other cellular materials, (2) amplification to produce more copies, (3) detection in which appropriate products of the amplification are measured, and (4) results are calculated using algorithms to give an analytical result. For each step, devices have been developed to enable the step to be performed.

To meet expectations, fully integrated, cost-effective solutions for genetic testing are needed. For fully integrated, new products to emerge, technology to run each step in a genetic test must be ready for commercial development, but which technology elements of a genetic test are really ready for commercialization? Which companies own leading or lagging technologies. How will the new area of genetic testing develop? Click here to read the story.