TVP – Stakeholders
- Resource Type
- Tool
- Authors
- Alan Fusfeld, Innovation Research Interchange
- Topics
- Innovation Metrics, Stage-Gate, Tools and Techniques
- Associated Event
- Publication
Background | User Guide | Program Contents | Stakeholders | List of Metrics
Depending on particular needs of stakeholders or of decisions to be taken, different categories and factors should be examined. In addition, time periods (unit of analysis) should be adjusted for different industries, technologies and types of R&D.
If the business depends on technology and technology-based innovation, the model has great predictive and diagnostic value. The layers of activity that compose the R&D to business linkage are identified for inspection and monitoring. Taken together, the elements of the model and the structure connecting them, represent a single entity, the R&D enterprise, which may be interpreted and examined in different ways by different groups with different purposes in mind.
Each of the primary stakeholders will tend to concentrate their attention on different parts of the model. And, while that is logical, it is important to note that all of the categories are connected with time lags by the basic dynamics. It remains for R&D and, in particular, the CTO to make sure that some awareness is made of all the categories of the menu, that each stakeholder is reminded of their interconnectedness, and that a consistency is maintained (or that corrective action is taken to achieve consistency) between the collective expectations of the stakeholders and the realities of the model represented by the Technology Value Pyramid.
CEO and Board of Directors
- Strategic alignment
- Financial return
- Projected value of the R&D pipeline
- Cycle time
- Product quality and reliability
- Market share
- Core technical competency
- Technology planning
- Intellectual property management
CTO and Technical Managers
- Strategic alignment
- Financial return
- Projected value of the R&D pipeline
- Use of project milestone
- Cycle time
- Product quality and reliability
- Use of cross-functional teams
- Information technology use in R&D
- Gate effectiveness
- Defects reported
- Core technical competency
- Delayed Stage Kills
- Cost versus budget
- Decision Gate processes
- Probability of success
- Technology planning
- Idea generation and creativity
- People development
- R&D climate
CFO and Financial Managers
- Financial return
- Number of ways technology is exploited
- Comparative manufacturing cost
- Information Technology use in R&D
- Cost versus budget
- Probability of success
Strategic Business Managers
- Strategic alignment
- Financial return
- Projected value of the R&D pipeline
- Product quality and reliability
- Gate effectiveness
- Core technical competency
- Decision Gate processes
- Probability of success
- Technology planning
- Environmental management In R&D
- Intellectual property management
Marketing and Sales Managers
- Strategic alignment
- Financial return
- Customer satisfaction
- Number of ways technology is exploited
- Market share
- Funding by business
- Probability of success
Operations and Manufacturing Managers
- Product quality and reliability
- Comparative manufacturing cost
- Technology transfer to manufacturing
- Defects reported
- Environmental management In R&D
Questions or Comments?
If you have any questions or comments about the use of the Technology Value Program, we would like to hear them. Please send correspondence to green@iriweb.org. Modifications that will improve the usefulness of the Program will be incorporated into future updates.