Open Innovation and the role of CTOs. Between Power and Influence The role of CTOs on R&D, Technology, Innovation
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1 Open and the role of CTOs Between Power and Influence The role of CTOs on,, OECD - DSTI OECD Paris EIRMA January 23, 2009 MESR - France Thomas Durand Professor, Strategic Management Ecole Centrale Paris thomas.durand@ecp.fr Cm International Management Consultants thomas.durand@cm-intl.com 1 The four petals of a CTO job 1
2 The petal of a CTO job Power of running budgets and teams Image of a cost center Access to insider information / scientific knowledge Risk of a techno-push attitude Needs marketing and strategy counterparts Tasks: Managing Securing fundings Programming projects Monitoring work progress Cooperating with external partners Ensuring adequate use of results Managing population (HR) Following similar issues within divisions Avoiding overlaps among BU / «VP for» The petal of a CTO job No budget, no team Need power to impose standards Influence via Legitimacy of knowledge / CEO support Some access to strategic issues Risk of a techno-push attitude Needs marketing and strategy counterparts Tasks: Thinking technology strategically Scanning for new technologies Managing scientific and technology intelligence Assessing technologies Building technology roadmaps Monitoring portfolio of technologies Monitoring portfolio of technological competence Monitoring the Eco-system of the Firm Following similar issues within divisions Deciding on shared Technologies for BU / «The Officer» 2
3 The petal of a CTO job No budget, no team, no power Influence via importance of innovation Need to convince Bus and Limited access to strategic issues Need to call upon inter-functional teams Tasks: Promoting innovation Organizing the internal innovation process Idea management Maturation Managing innovation projects Setting up innovation teams Managing an Open innovation process Running an incubator? Deploying the process in Promoting best practices Mutualizing ideas and projects across BUs «The Process Owner» The petal of a CTO job Back office, no power Limited teams, but visible Influence of a service provider to units No access to strategic issues Tasks: Sharing knowledge Defining technical standards Organizing technical support to units KM Sharing technical expertise Monitoring the population of technical experts Providing additional technical support Running days Coordinating with Purchasing for equipments «The Director» 3
4 The four petals of a CTO job - Reaching in and Reaching out Reaching in Reaching out Between Power and Influence (1/2) The fully fledged CTO Covers the 4 petals (,,, ) Insures that the petals interact Intervenes in the / BUs, beyond its corporate base The CTO has limited formal power but can gain significant influence: CEO support (e.g. if advising the CEO) Legitimacy attached to scientific / technological expert knowledge Providing strategic vision around future technologies Allocating part of its resources Hunting for, and accessing, external fundings Building coalitions (with business development, with CTOs in divisions, with some line managers) Personal leadership success stories 8 4
5 Between Power and Influence (2/2) Typical instruments / processes The strategy process: input from the side Building roadmaps The process of programming In The innovation process as an entry door into the Firm: leveraging the Diaspora support to the BUs Defining technological standards 9 Open and the role of CTOs Between Power and Influence The role of CTOs on,, OECD - DSTI OECD Paris EIRMA January 23, 2009 MESR - France Thomas Durand Professor, Strategic Management Ecole Centrale Paris thomas.durand@ecp.fr Cm International Management Consultants thomas.durand@cm-intl.com 10 5
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