Coaching, mentoring, consulting roles in technical intelligence

Suzanne Cristina, Research Analyst

Information Network @ Hamilton Sundstrand

United Technologies Corporation

Strategic Shift

‘the real value-added comes with the intervention of humans.’

Prof. Liam Fahey

Data - Information - Knowledge - Decisions

The Information Professional bridges the gaps.

Definition

“Technology Intelligence (TI) is defined as business-sensitive information about external scientific or technological developments that can affect a company’s competitive position.”

Research Technology Management9/10 2000 p. 23

Definitions

Consulting - listening, discussing, recommending solutionsCoaching - equipping and enabling people to find solutionsMentoring - guiding a novice through the process

Need for TI Consulting/Coaching/Mentoring

“Often, no one in these functions (R&D, market research, etc.) is trained to deal with the discovery and analysis of critical issues.”

Sy Friedman, CHEMTECH, 6/1999

“We don’t have time to think – we are busy putting out day to day fires. We need you to alert us to trends…help us.”

WR, Sr Engrg Mgr, UTC

2-D/3-D Analogy

Group Goal: ‘leap frog’ developments in technology

Current view of group: 2DNeed: TI coaching/mentoring/consulting to

show group the possibilities of 3-D - ‘what can be done’

Result: Customized tool (patent database - reuse potential)

Now: group reevaluates its current perspective

Skills Needed for TI

A balance of technical & business knowledgeAble to identify, evaluate & utilize reliable information sourcesPattern & trend recognitionHuman intelligence gatheringResolve disparate facts/findings (tools)Lateral thinking - to see beyond obvious to hidden opportunities

Skills continued..

Integrate external information with internal knowledge

‘promote connection to external sources of innovation - as a strategy for stimulating good ideas’

Dr. Mark Rice ‘Radical Innovation’ UTRC Presentation on innovation

Characteristics Needed for Consulting

Credibility - established via relationshipsView organization from outside perspective Risk Taker - willingness to drive to insight and affect organizationAssertive/persistent in selling ideas - ‘can do’ attitudeCommunicate visionary potential of new ideasLow ego need, good ideas not carried further

Consulting Process - Getting Started

Know your organizationEvaluate opportunitiesDevelop objectivesIdentify your championIdentify other champions of TI

Opportunities Abound

Each step generates dataReal value is in analysis and interpretation

Present state Desired stateData rich Managed dataIntelligence poor Intelligence rich

Finding TI Opportunities

Gaps in existing TI processesHuman intelligence not gatheredUnder-utilized information repositoriesProduct/process challenges External forces beyond competitors

regulations, contracts, technology trends

Example - Consulting Process

UTC Chief Technology Officer challengeGoal - achieve success at BU - new technology to add to top line growth of UTCConsult - present opportunity, establish timelines, management

Coach - revise timelines, establish CI Board

Mentor - person in charge of CI effort

Information Audit as a Tool

The information audit answers questions about organization-wide/department-wide information processes. It assists in evaluating current information needs, the effectiveness of existing information sources and information flows. It identifies information management objectives, information gaps and inconsistencies.

Information Audit Objectives

Managing RelationshipsIdentifying GapsOptimizing information flowsBuilding corporate memoryExtending knowledge transfer

Example - Engineering Group

Advanced Technology Team member-coaching in use of patents to catalyze innovations to existing product-mentoring/consulting for technical data to support design and development

Provided consulting in the development of a CI update in key program areas

Example - ViA Team

ViA - Virtual Access Initiative - web based Unigraphics/ IMAN software design/ manufacturing initiative at HSTeam memberConsulted by recommending use of UTC Best Practices Database for user groupsShared with all of United Technologies

Example - Green Technologies

Driven by UTC & HS EH&S and government environmental requirements/regulationsConsult - develop system to monitor product-specific uses of alternatives in 5 areas & applicable tech developmentsIntelligence Analysis - monitor to ensure strategic edge in our products

Intelligence Analysis Definition

‘A step in the production of intelligence in which intelligence information is subjected to systematic examination in order to identify relevant facts, determine significant findings and conclusions.’ Jan Herring

Example -Laminar Flow Device

Bypass valve design for PW6000 engineNew approachWould it work?Utilized existing sources - tech, searched patents for similar applicationsEngineering knowledge to analyze intelligenceConsulted by identifying similar applications

Example - Hydrogen Storage

Key technology area to UTCCross business unit applicationsFast moving = lots of researchExample incorporates consulting, coaching, mentoring and analysis

Hydrogen Storage Update

Customer coaching/consulting-weekly meeting to define project-check data/preliminary results-cost/time tradeoffs-output - utilization/reuse-value added elements

H2 Storage Update continued

Information Staff Mentoring-involve new staffers at beginning-observe interactions/attend meetings-train in optimal search techniques-increasing participation in the project

H2 Storage Update continued

Intelligence Analysis-utilizing tools - ProCite-highlight new technologies-synopsis of news articles-monitoring patents and assignees

Feedback quarterly Realign search and analysis strategies

Conclusions

Evolving role of information professionalInformation AuditsRelationship Management Risk Taking

Questions??

Suzanne Cristina, Research AnalystInformation Network Hamilton Sundstrand, A United

Technologies Companycristisp@utrc.utc.com860-654-4352