Technology Management of Biotechnol LDA Pharmaceuticals and Bosch Siemens Hausgerate GBMH - Case Study Example

Technology Management: Case Study Contents Contents 1 2 Introduction 2 Case Study Analysis: Bosch-Siemens 3 Need for new technology 3 Introduction of Technology 3 Barriers 3 Operations 4 Performance improvement 4 Monitoring 4 Investment Decisions 5 Benefits 5 Bio Technol LDA Pharmaceuticals 5 Need for advanced technology 5 Introduction of new technology 5 Barriers 6 Operations 6 Performance Improvement 7 Monitoring 7 Investment Decisions 7 Benefits 8 Venture Capital 8 Venture Capital Proposal 8 Lesson Learnt 8 Bosch-Siemens 8 Bio Technol LDA Pharmaceuticals 9 Comparison of the two case studies 9 Similarities 9 Differences 9 10 References 10 10 Introduction The survey of the market over the past century or so reveals the fact that there have been experienced a number of changes in the setting up of the market and the various market forces have evolved and changed in accordance to the various needs, demands and requirements of the segment in question(Clark G G, 2005). In the report that has been developed in the following paper, a detailed analysis will be conducted pertaining to two case studies based on two companies Biotechnol LDA Pharmaceuticals and Bosch Siemens Hausgerate GBMH. The focus of the report will be on the technological management of the two companies in the past and also look into the changes that might occur in the future and its significance. Case Study Analysis: Bosch-Siemens Need for new technology There was felt a need for new technology in the company, with the increasing concern for sustainable development and environmental protection in Europe in the 1990s. The company thus decided to ensure that it adopted the new technology which was environmental friendly for greater sustainability in the long term. Introduction of Technology The new technology was introduced in the company in the year of 1989 when the company incorporated the corporate guidelines in all spheres of functioning, and ensured that the entire product life; from the production process, to the transportation, sale, and use, discarding and reclaiming process was in keeping with the environmental friendly structure of functioning. It also helped ensure that there was usage of recyclable material and reuse of the parts of the machines (Zeithaml, Parasuraman & Berry, 1990). Barriers The main barriers were the fact that it affected the profitability of the company and it also needed trained employees so that the new technology could permeate all sections of functioning in the company (Piderit, S 2000). This was overcome by cutting down of wastage which reduced the overall cost of production, and through the establishment of effective communication channels and well integrated management, the employees were trained and the entire process became more coordinated. Operations The new technology has been used to ensure that the production process eliminates waste, and the designs were altered for better effectiveness. There was reduction of waste production in the line of production, and recyclable material was used for packaging. The transportation was carried out by low emission vehicles, and the returned parts were reused and recycled. The product was returned instead of being discarded and it was reused after processing in the production process (O'Sullivan, E 2003). The parts that could not be recycled and reused were given over to companies for safe disposal. Performance improvement The performance will be judged in terms of the production average, along with the cost of production that is beard by the company. The overall wastage that is produced by the company is also taken into account when looking at the performance of the company as a whole. The overall production process has been seen to improve with time, where the company has become more coordinated. Monitoring The process was monitored by the management as well as the board, where the chairman told the head of the departments what policies are to be implemented, where the department heads tell the management and there are effective communication channels in place to ensure that the employees are aware of the company policies and to ensure that they are executed effectively. Investment Decisions The investment decisions are made in keeping with a number of factors, such as the environmental laws in Germany, the profit and loss considerations, the quality of the products and also the corporate policies of the company itself. Benefits There a number of benefits that the company is receiving, including the betterment of the quality of the products. Also there is greater sustainability to the process of functioning and it has helped eliminate the overall wastage in the production process leading to cost cutting. Also with the implementation of better communication process, the overall functioning of the company has become more effective and efficient. Bio Technol LDA Pharmaceuticals Need for advanced technology The company was at first a consultancy company with no clear and independent space. It needed to develop its own space and grow as a company, and it could attract the finances to do so with the adoption of new and advanced technology so that it could grow as a company. Introduction of new technology The company under the leadership of Dr. Pissarra and Dr. Andrew Kelly, was able to develop the new technology of biotechnology where they were responsible for the development of the rDNA technology leading to attraction of financial investment from a German company, with the help of generic technology leading it its greater growth. Using this, they were able to set up their company. They used the technology to conduct greater research in their company leading to the development of more generic products. Barriers The main barriers that were faced were lack of funding and technology that the company did not have access to. This they were able to access through collaborating with the Germany Company. Also the company could not enter the market as it did not have well developed marketing schemes. They were also hampered by the patents that were in place in the global market. The company decided to sell their products to already existing companies giving them greater leverage, and decided to produce products only after the conduction of well organised surveys so that they were aware of the market potential and when the patents expired so that they could supply the quantity that was required without any legal violations. Operations The company uses the new technology to ensure that it can develop new modified generic products that can be used to ensure that a number of diseases such as hepatitis C and others are cured in an effective manner. The company uses its structure to ensure that it conducts the research for new Gene therapy so that better cures for diseases such as cancer can be developed with the use of modified DNA. It also has tried to ensure that it can patent its own technology and its new research so that it can maintain its place in the market. The company aims to supply the cure in the market in accordance to the need and demand. It believes that the average per dose price is $ 260 which is equivalent to $ 8.67 per MIU. This would ensure profits as the market potential is deemed to only grow in the future (Markus, M.L, 2001). Performance Improvement The performance of the company is measured by the overall growth in the market along with its profit making. The company has failed to ensure that it coordinates the various processes and adopts the various protocols that are required to be completed by the various registrations authorities. But it now has the opportunity to grow with greater collaboration with the Dutch company, in the future. Monitoring With the collaboration, the company will have at its disposal greater technology and the new company will be able to develop greater analytical methods, making the process more coordinated. The working of the company at the moment is not well coordinated and the management has tried to ensure that it looks into all the areas, but has failed to completely permeate system leading to lack of growth in the company. With the collaboration it will be able to adopt better methods of coordination and monitoring leading to better monitoring and management of the company (Harrison, Samson 2002). Investment Decisions The investment decisions are made in keeping with the growing needs of the company along with the changes that are taking place in the market so as to ensure that the overall needs are met in the long term. Benefits The benefits are that it helps the company grow and prosper leading to better profits, and also help reach its full potential in the long term. Venture Capital As a new venture capital firm, it would be plausible to invest in the company as the company is growing, and the potential for profits is high, where the return on the products is one which is considerably high. Also the market potential for growth is very viable and therefore the return on the investment will be high, making the organisation a viable investment (Biotechnol, Online). Venture Capital Proposal The proposal of the venture capital is one which will help the organisation grow and develop, by helping it attain greater technology and this will help it become better coordinated. Even though the share of market ownership will increase, the overall power will still be in the hands of Pedro as when venturing into venture capitalism, the majority of the stocks will be owned by the company leading to greater investment opportunities as well as better management. Lesson Learnt Bosch-Siemens It has helped realise the overall potential of policy management and execution of policy in the working and growth of an organisation. It is a prime example of management and coordination, which has helped it achieve its complete potential, making it the leading organisation in its industry in Europe. It has also helped in achieving sustainability and stability in the process of implementing its new technology. Bio Technol LDA Pharmaceuticals It is a prime example of a company in flux, which is growing with the market, and which has not achieved its full capabilities. It is on the verge of another international collaboration and going public, which will in the future lead to greater management requirements and help ensure that the overall functioning is carried out in a better effective manner. It has helped in the realisation that with a greater vision, healthy competition and through market research a company can grow into one of the potential global leaders in an industry (Barry D 1997). Comparison of the two case studies Similarities Both the organisations, Bosch-Siemens and Biotechnol are national level organisations which have a wide control over the markets and are one of the best in their respective industries. Also both are organisations based on large scale investment with a wide employment base (Harrison, Samson 2002). Differences Lack of coordination is one of the most significant differences, where it can be observed that the former is well managed and stable, whereas the later is more flexible and is still growing as an organisation. Also the former has reached its full potential, where as the latter is still growing. References Barry D 1997, Strategy Retold, Towards a narrative view of strategic discourse, Academy of Management Review, Vol 22, No 2, pp 429-52. Biotechnol, Online accessed on April 28, 2011 at http://www.biotecnol.com/biotecnol/common1.aspx?node=00004101:00000001:00000001:00000003 Clark G G, 2005, Unbundling the structure of Inertia, Resources versus Routine Rigidity, Academy of Management Journal, Vol 48, (5), 2005, pp 741-763  Harrison, Samson 2002, Biotechnol LDA Pharmaceutical, pp 143- 151 Harrison, Samson 2002, Bosch Siemens Hausgerate GMBH: Working for the Environment from Design to Disposal, pp 165- 173. Markus, M.L, 2001, Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situations and Factors in Reuse Success, Journal of Management Information Systems, 18, 1, p.57 – 93.  O'Sullivan, E 2003, Bringing a perspective of transformative learning to globalize consumption, International Journal of Consumer Studies, 27 (4), 326–330 Piderit, S 2000, Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change, Academy of Management Review, vol. 25, no. 4, pp.783-794 Zeithaml, Parasuraman & Berry, 1990, Delivering Quality Service; Balancing Customer Perceptions and Expectations, Free Press, 1990   Read More