Technology Development and Assessment to Market Using TRIZ

Technology Development and Assessment to Market Using TRIZ

Zulhasni bin Abdul Rahim (Universiti Teknologi Malaysia, Johor Bahru, Malaysia) and Nooh bin Abu Bakar (Malaysian-Japanese Institute of Innovation and Technology (MJIIT),Universiti Teknologi Malaysia, Johor Bahru, Malaysia)
Copyright: © 2016 |Pages: 15
DOI: 10.4018/IJBAN.2016100105


The competitive organizations are struggling to develop their technology to stay ahead of others. Most of the organizations are unable to bring their technology to market due to the constraints and implications to the organizations' performance. This problem halts the technology's entrance into the market and most of the developed technology will be kept in the organization's technology vault, unused, eventually becoming obsolete. The critical contradiction is the development of new technologies to improve its competitive level, yet feasibility hinders the products to be introduced to the market. The outcome from solving this contradiction is to provide more systematic, effective and faster ways for technology-to-market. This paper is proposing a technology development and assessment framework for organizations to develop their technology strategically to market using a TRIZ methodology. A case study of a new technology called ‘liquid bumper' will be presented to show the application of the proposed framework.
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Project In the competitive environment among industries, many failed to bring their new developed technology to market or out for commercialization. The primary argument is the absence of commercialization’s key aspect which lies in the synergy between market and manufacturer needs (Kim, Lee, Park & Oh, 2011). This creates technologies that fail in the market or technologies that are not fully ready to be marketed. Furthermore, the organization feels more and more insecure to invest their new developed technology in the market and keeping it instead inside the organization until it later becomes obsolete through time. It is one of the biggest contradictions for any competitive organization in developing new technologies to market (Dunning, 2013). A radical frame-work is needed to assist any organization in order to guarantee the technology developed is significant to the market at a very early stage of their new technology development methodology.

The technology was defined as a part of applied knowledge that able to change a system and provides an impact on system performance. A system is referred as a group of sub-system or components that carries a specific function in an application. The understanding of the definition of technology and system is very critical in technology development of a system. However, the most important element in technology development is the functionality. A system may change by introducing a new type of technology, but the main function of the system must not be compromised.

The methodology in technology development is critical in successfully improve a system without bringing negative impact. This is a great challenge and as a contradiction problem that most methods will promote trade-off or using optimization approach as the best solution (Andersen, 2011). In developing a technology, the VRIO (Value-Rareness-Imitability-Organization) is commonly used by various types of industries. This highlights critical elements in technology development of a system that focusing on the value of a system with new technology, the level of rareness for system uniqueness, the level of imitability for competitiveness and organization support to push for the market.

Beside current VRIO framework to evaluate the competitive level of introducing new technology in a system, the improve framework should also support the improvement of all four VRIO elements. In VRIO evaluation and improvement is showed in Table 1. The evaluation of each element provides the gap of improvement needed to increase the level of competitiveness of the new system (Jugdev, 2005).

Table 1.
VRIO model and improvement recommendation
Is it valuable?Is it rare?Is it difficult to imitate?Is the firm properly organized?Assessment resultImprovement recommendation
NoNo competitive advantagesRequire value creation
YesNoCompetitive equalityRequire new technology
YesYesNoShort-term competitive advantagesRequire technology forecasting
YesYesYesNoUnused competitive advantagesRequire problem-solving
YesYesYesYesLong-term competitive advantagesNo improvement required

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