Staff-resources analytics
Man : human capital management (scientists, business analysts, system analysts, project managers, engineers): talent acquisition, talent retention, training, reward and recognition;
Machine (mechanical, electrical, electronics);
Material (steel, paint);
Method : process innovation;
Money : (optimal fund allocation, project management, resource allocation, resource distribution).
Dr. Rodrigues and Prof. Parakash are presenting on ‘staff-resources’ for logistics security. . The sources of EVs innovation may be R&D units of automobiles manufacturing companies, mechanical, electrical and electronics departments of engineering institutes, technology management of management institutes and collaborative networks. Creativity is the underlying process for EV technology innovation which can promote new ideas through shared vision, intellectual abilities, thinking style, knowledge, personality, motivation, commitment, confidence and group dynamics. It demands the motivation and commitment of the creative people to look at the problems in unconventional ways. Organizational creativity is closely associated with human capital management, talent acquisition and retention policy, complex and tacit knowledge management strategy, organization structure, corporate culture, routine and incentive policy.
Prof. Prakash is outlining sixth element of deep analytics i.e. staff-resources in terms of 5M – man, machine, material, method and money. ‘Man’ analyzes various aspects of human capital management of this technological innovation such as talent acquisition and retention strategy, training, payment function, compensation, reward, incentive and performance evaluation. ‘Machine’ analyzes the basic aspects of tools and automated / semi-automated / manual machines; ‘material’ analyzes planning of raw materials, equipments, semi-finished and finished goods. ‘Method’ explores various aspects of process innovation, intelligent mechanism and procedure. Finally, ‘money’ highlights optimal fund allocation for R&D, rational investment analytics, intelligent project analytics and portfolio rationalization.
It is crucial to analyze the dynamics of technological innovation in terms of sources of innovation and roles of individuals, firms, organizations, government and collaborative networks; various resources required for effective technological evolution and diffusion such as 5M i.e. man, machine, material, method and money; dominant design factors, effects of timing and mode of entry. This innovation demands the commitment of creative people. Individual inventors may contribute through their inventive and entrepreneurial traits, skills and knowledge in multiple domains and highly curious argumentative mindset. Some users or customers may innovate based on their own needs. Many firms have set up excellent R&D lab and also collaborative networks with customers, suppliers, academic institutes, competitors, government laboratories and nonprofit organizations. Many universities have defined mission and vision of research on EVs and are contributing through publication of research papers. The Governments of many developed and developing countries are also playing active roles in R&D either directly or indirectly or through collaboration networks and start-ups (e.g. science parks and incubators).
A complex technological innovation like EVs often needs collaborative intelligence to manage the gap between demand and supply of a specific set of capabilities, skills and resources. It is possible to control cost, speed and competencies of the technological innovation on EVs through efficient sharing mechanisms. It is rational to share the cost and risks of this new innovation through creation, storage, transfer and application of knowledge among the partners of the innovation ecosystem. There are different modes of collaboration such as strategic alliance, joint ventures, technology licensing, outsourcing and collective research organizations. Collaborative networks are other sources of innovation. Collaboration is facilitated by geographical proximity, regional technology clusters and technology spillovers. Technological spillover results from the spread of knowledge across organizational or regional boundaries; it occurs when the benefits from R&D activities of a firm spill over to other firms. But, it may be hard to control the development of product and process innovation protecting IP of proprietary technologies. The critical success factors of collaborative networks may be right selection of innovation partners having strategic and resource fit, transparent and flexible monitoring and governance process so that the innovation partners understand their rights and obligations.
The technological innovation of EVs demands the motivation and commitment of creative people. It is not a trivial problem; need useful and novel support of creative, skilled, experienced and knowledgeable talent. Creative talent can look at the problems in unconventional ways; can generate new ideas and articulate shared vision through their intellectual abilities, knowledge, novel thinking style, personality, motivation, confidence, commitment and group dynamics. The impact of knowledge on creativity is double-edged. Lack of knowledge is a major constraint to the original contribution in a technological innovation. A creative person is expected to have confidence in own capabilities, tolerance for ambiguity, interest in solving problems and willingness to overcome obstacles by taking reasonable risks. A cooperative and collaborative environment must recognize and reward creative talent in time.
The sources of RailTech innovation may be R&D units of Railways Corporation, MIS and IT units of engineering and management institutes and collaborative networks. Creativity is the underlying process for RailTech innovation which can promote new ideas through shared vision, intellectual abilities, thinking style, knowledge, personality, motivation, commitment, confidence and group dynamics. It demands the motivation and commitment of the creative people to look at the problems in unconventional ways. Organizational creativity is closely associated with human capital management, talent acquisition and retention policy, complex and tacit knowledge management strategy, organization structure, corporate culture, routine and incentive policy.