Research & Technology Commercialization Portal:
Welcome to 2010 entries

Developments in Russia


ii Will Armenia follow EU/US-Russian example of collaboration on  innovation issues or shall pave other way?


By Hayk V. Asriyan | December 12, 2010 at 11:00 AM EDT |

Our Russian friends significantly accelerated activities related with the Skolkovo Project: . It is a brilliant example of accelerated progress shown when top leaders of the State personally push things up.



And it is a nice exemplification of Russian word "Bistro", so well adapted in France in the old times.



vii Issues of Science Management in Armenia

By Hayk V. Asriyan | December 5, 2010 at 14:70 AM EDT |


I guess that the below mentioned two chapters of this book: Lab Dynamics: Management Skills for Scientists By Carl M. Cohen, Suzanne L. Cohen 

  • A Herd of Cats: Managing Scientists
  • Science, Inc.: Make a Smooth Transition to Industry

should draw attention of Armenian readers of my blog.

2010: The Recovery Act: Transforming the American Economy Through Innovation



Few days ago United States enacted a special plan on its upcoming Innovation Policy that may introduce revolutionary changes all over the world in the Art.

Here please consider PDF file of  "The Recovery Act: Transforming the American Economy Through Innovation". It is something quite impressive, indeed.


The presentation made by the US Vice President over the issue is quite impressive as well:

vi Issues of Science Management in Armenia

'Innovation!' - a word many do use but few aware of its true value and its deep academic meaning. In post soviet era a part of the post soviet managers still direct things following catchwords: propaganda slogans; some of  them heard that it is cool and contemporary, and to my great surprise make attempts to convert that miraculous word into new propaganda slogans, quite hilarious I should say. Some here like to mimic Russia: a hereditary instinct, which may prove effective if positive things be mimicked in a right way.


Sir Isaac Newton talked with Tsar Pitter for an hour in London, while Gottfried Wilhelm von Leibniz talked much longer, both conversations pushed Russia onward; world is such that sometimes it is so important to meet right people at right time, in right place - tempus veritatis. Russian current President personally and very proactively heralds values of Innovations and Modernization in Russian society; certainly, who talked with President Medvedev is an enigma, but when Newton and Leibniz navigate afar books can help.


I want to draw attention of my blog readers to excellent Handbook: The Oxford handbook of innovation edited by Jan Fagerberg, David C. Mowery, Richard R. Nelson (2005). It covers many important topics, an excellent collection of articles worth to enrich table-books of a progressive Armenian Science Manager.


v Issues of Science Management in Armenia


Conventional definition of the Human Resource Management (HRM) given by Michael Armstrong in A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page, states that HRM "is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business".


So what is optional for Armenia in that respect?


First I should mention that what I constantly do advise to R&D institutions' managers in Armenia, who presumably are interested in Innovation Management, is to create rich, well categorized, credible (esp. in matters of skills, experience and knowledge) digital data base of the institution's personnel, which should be technically sharable and compatible to standards of international data bases.


Absence of such reliable data bases (I mean you cannot purchase a proper one if there be a need in such DB over Armenia) makes difficult to plan serious high-tech business in Armenia,  besides (from HRM point of view) that creates problems for high-tech specialized international companies in planing their regional business agenda (e.g. business entrance) in Armenia. That concerns especially high qualified technical personnel DBs.


An attempt to form e.g. a platform of a credible technopark in Armenia based on local Human Resources, which can venture to claim international recognition, may drive to a serious wall of the mentioned problem.


Absence of trustable and professional Group in Armenia able to make credible HR profiling and assessment for consecutive managerial use at corporate level is another looming problem of the high-tech sector in Armenia.


The mentioned problem overhangs over gross majority of Armenian Scientific Institutions, too. Such exotic problem is distinctive for all FSU countries excluding the Baltic States.  


If one wants to learn about key problematic of Human Resource Management in Armenia, one should converse with the top managers of Armenian branch of Synopsys  Corporation.


In my view, for Armenian case one should develop and apply case specific and quite sophisticated schemes of how to tunnel the mentioned wall, standard approaches show low efficiency.


A Joke on an Advanced Innovation in Management and Multi-disciplinary knowledge


Any serious endeavor on road of innovations requires mobilization of talented individuals to tackle a serious problem. The Art of managing talented personalities who can generate Brake-through Innovations requires from a talented manager to learn to glide the ship of his talents and faculties through specific arrays of multi-disciplinary knowledge.


For comparison please consider how researchers of the Nanorobotics Laboratory at the Ecole Polytechnique de Montreal, Canada have demonstrated how many complex multi-disciplinary knowledge are needed to organize 5000 bacteria to build a pyramid (please consider the video below: Computer-Controlled Swarm of Bacteria Builds Tiny Pyramid). One can consider this example as an Advanced Innovation in Management of Biological Objects ;) .



ii Technology Commercialization


There are books in Technology Commercialization which shall remain guiding in the Art for decades, among them I want to mention the "Commercializing new technologies: getting from mind to market" By Vijay K. Jolly, 1997 -Harvard Buisness School Press.

Why do I underline this book?

Because it contains exceptional 'emerald' ontology already classical in the Art, so important for creative thinking. E.g. please consider some of the ontology's constructs:

Mobilizing interests
Circle of commercialization
Commercialization stages
Sustaining commercialization
Building the value of a new technology
Value creation
Incubating technology
An Idea for a future new product
Coproducing ideas
Balancing secrecy
Creating pull without hype (technology pull and push)
Constructing portfolio
Leveraging skills & infrastructure
Resources in niche

i Will Armenia follow EU-Russian example of collaboration on innovation issues or shall pave other way?


Quite recently at EU-Russian Innovation Forum, held on 25-27.5.2010 in Lappeenranta, Finland, the Forum's committee drafted a list of recommendations named "The Key Initiatives of the 1st EU-Russia Innovation Forum for the Innovation Collaboration and the Modernization Partnership between the EU and Russia"(see below).

Will Armenia mimic Russian behavior in that respect or shall venture to undertake to initiate its own initiatives? That is the question. Below I highlighted the most notorious initiatives which in my view can be useful for EU-Armenia innovation collaboration, too.


Forum`s 9 Key Initiatives


Key Initiatives for EU-Russia Innovation Collaboration:

Initiative 1: Make Innovation Policy Cooperation a top priority in the EU-Russia Partnership

Initiative 2: Create a common research and innovation environment to support the innovation based modernisation of our economies

Initiative 3: Enhance existing innovation support mechanisms and improve access to business-related innovation information

Initiative 4: Develop a dedicated programme for joint innovative actions funded and managed by the EU and Russia

Key Initiatives for the Modernisation Partnership:

Initiative 1: Modernise Russian companies in partnership with EU companies, utilising their know-how, for example the pharmaceutical industry

Initiative 2: Visa-free travelling starting with business and university representatives in Russia and the EU

Initiative 3: Set up and implement pilot projects in the field of energy efficiency

Initiative 4: Rule of law: promotion of Compliance Agreement procedures

Initiative 5: Engage Russia in the EU Digital Agenda

National Competitiveness and Innovations, through what they are interrelated?


The Harvard Business School's Institute for Strategy and Competitiveness provided a brilliant formulation of what is National Competitiveness:


"A nation's prosperity depends on its competitiveness, which is based on the productivity with which it produces goods and services. Sound macroeconomic policies and stable political and legal institutions are necessary but not sufficient conditions to ensure a prosperous economy. Competitiveness is rooted in a nation's microeconomic fundamentals-the sophistication of company operations and strategies and the quality of the microeconomic business environment in which companies compete. An understanding of the microeconomic foundations of competitiveness is fundamental to national economic policy." (c) Harvard Business School's Institute for Strategy and Competitiveness


What is notorious in this short and brilliant formulation? It centers at microeconomic business environment which efficiency and potency have direct interrelation with the 'River of Innovations' irrigating that environment.

It is well known that in contemporary world microeconomic analysis in any advanced country reveals that the might "rooted in a nation's microeconomic fundamentals" comes from the speed and efficiency the innovations are feeding the roots of microeconomics and the scope of innovations directed to those roots.


The everlasting, guiding & innovative idea expressed in old times once and forever that "Knowledge is power" (c) S.F.B. tells us that Knowledge of how to make the Knowledge workable is the Knowledge about how to use that Power effectively, decisively, properly and thoughtfully. Those who underestimate in their activities this self-evident truth and esp. the values that truth is based on, enrich by their experiance archives of exotic case studies of rural archeological museums on innovations.

i Ontology of Technology Transfer Process


Words - magical gateways to understanding of the reality and processes, their right selection and superposition may unimaginably boost cognitive capabilities of any individual. Each professional pile of words posits attitudes in an Art. What are those magical phrases of the Art of Technology Transfer?


Let us consider first interesting example: please consider a pile of words' array and thoughtful phrases which I mined, edited and rearranged for the blog readers from Wheeling Jesuit University, Senator Robert Carlyle Byrd's National Technology Transfer Center's professional jargon; in my view this seemingly non-ordered array of words and phrases gives very valuable brief insight of some current ontology of the Art in the North America:


Ontology Array /NTTC/ = {Technology screening, Identification of competing products, Review of a technology's performance,  Identification of improvements over the current state of the art, Technology matching, Portfolio based technology search, Solutions quest for available technologies, Source free technology quest, Developing technology technical descriptions, Identifying technology's novelties, Identifying stage of technology development, Evaluation of technology commercialization potential, Competitive intelligence, Portfolio analyses of the technologies' technical and market value, Identification of technologies that no longer warrant maintenance, Patent search, Patent portfolio analysis and classification, Strategic decision making about commercialization efforts, Technology technical efficacy review, Technology  technical competence, Technology market opportunities, Technology market structures, Market  drivers and restraints, Market forecasts, Market Assessment, Identification of potential partners, Enhanced quest of new capabilities, etc ...}


The segments which I underlined, in my view, is of critical importance for Armenia in nowadays; there is a specific time consuming problematic factor in any technology transfer process in Armenia (and undoubtedly in any FSU country) esp. if a visiting expert tries to assess existing Intellectual Property Assets in this country; I call that factor "Old Fashioned  Technologies": it is a bunch of 'bumpy' technologies from FSU past era, which have tendency of constant reemergence in new candy wrappers at Armenian Know- How podiums, in the coming months I project to draft a short list of recommendations for interested parties of how promptly to identify those time consuming items in a fast and elegant way.


i Technology Commercialization


"Technology Commercialization" - a phrase quite exotic for exotic countries. But what stands behind that phrase for a civilized society? Specialists from Energy & Environmental Research Center (EERC) from the University of North Dakota, USA provided a brilliant, concise and very bright answer to that enigmatic question:


"Commercialization of innovative technologies is key to the creation of high-quality jobs, new wealth, and economic prosperity." (c) EERC.


There are many strategies of technology commercialization in the world, which efficiencies depend on various factors one of which is directly interrelated with the so called "Commercialization Infrastructure and Commercialization Network". What is that, one may ask? In fact it is a chain of professional ladies and gentlemen (possessing sometimes unbelievable superposition of multidisciplinary knowledge about the nature of things) coupled with capabilities, experience and profiles of their offices, who carry: handing from one to another, the torch of product commercialization by couching and consulting R&D, Technology Transfer and Business Organization processes, providing service assistance from the initial sparking idea far, far onward to the above mentioned economic prosperity and new wealth, just like the Delphi Oracle guiding brave inventors and researchers through miraculous paths of the creativity.


I think it is quite obvious that the above mentioned Infrastructure and Network is useless for societies, which do experience serious shortages in sparking ideas, innovative research results, proper management etc and culturally stand far afar from the ethics and values of creativity and Civilization.


As an alluring and refreshing example of the mentioned strategies, which are functional in media where the mentioned Infrastructure and Network is perfectly functioning I suggest to consider a model developed by the Technology Commercialization Center (TCC) of Asheville-Buncombe Technical Community College:

(c) Asheville-Buncombe Technical Community College


To view the model description please follow the link or download the web-page's snapshot.

Furthermore I shall try to go over some strategies which in my view may work in Armenia.


Retrospectives of Lisbon Agenda: Innovation Policy Instruments


In the below sited 4 entries of the blog entitled "Issues of Science Management in Armenia" I have mentioned some aspects concerning local problematic of evolving culture of Competitive Product Development in Armenia. Here please consider a study over retrospectives of Lisbon Agenda aiming to make the EU the most competitive, knowledge-based economy in the world, by Borje Johansson, Charlie Karlsson and Mikaela Backman from Jonkoping International Business School and the Royal Institute of Technology,  Sweden (download paper).




The Lisbon Agenda that was launched in 2000, and had a set time-period of ten years. The purpose of the Lisbon Agenda was to make the EU the most competitive, knowledge-based economy in the world, and at the same time preserving, or even improving social cohesion and maintain environmental sustainability. The Lisbon Agenda had a large number of goals, in both quantified and qualified measures, in different areas. The main instrument that was put forward was the open method of co-ordination (OMC) that includes indicators, benchmarking, peer pressure, and best practise demonstrations.


The forthcoming Lisbon Agenda will certainly need new approaches, and new instruments. One of the areas of instruments that can be further explored is innovation policies where the use of R&D and human capital is enhanced. Human capital is a natural part of a knowledge-based economy, and has positive impacts on growth, and jobs in the economy. Innovation policy instruments are diversified and are integrated in many areas of an economy and on many levels, which make them ideal for the next Lisbon Agenda. The instruments can have a general or specific characteristics and some span over the two characteristics.


Keywords: Lisbon Agenda, innovation policy instruments, beyond Lisbon 2010


Specific innovation policy instruments:


  • Integrate the different regional and national policies and rules concerning innovations e.g. patents and institutions, into a more coherent and integrated system
  • Support cluster formation
  • Support R&D co-operation between firms, universities and the public sector
  • Create incentives for researchers at universities to commercialize their innovation
  • Promote public-private relationships
  • Explore the possibility of an internet based public procurement
  • Have a coherent product classification system at the union level

NSF: Science of Science and Innovation Policy (SciSIP)

Hardly a proper intelligent person shall object that science should be managed by scientific methods, at the same time in some exotic countries in nowadays one can meet people who are unaware of existence of science of science management. ;)


National Science Foundation recently initiated an interesting funding opportunity related with Science of Science and Innovation Policy (SciSIP). Here is a short description out of which one can get insight about some contemporary demands in the Art:

The Science of Science & Innovation Policy (SciSIP) program supports research designed to advance the scientific basis of science and innovation policy. Research funded by the program thus develops, improves and expands models, analytical tools, data and metrics that can be applied in the science policy decision making process. For example, research proposals may develop behavioral and analytical conceptualizations, frameworks or models that have applications across a broad array of SciSIP challenges, including the relationship between broader participation and innovation or creativity.  Proposals may also develop methodologies to analyze science and technology data, and to convey the information to a variety of audiences. Researchers are also encouraged to create or improve science and engineering data, metrics and indicators reflecting current discovery, particularly proposals that demonstrate the viability of collecting and analyzing data on knowledge generation and innovation in organizations.

Among the many research topics supported are:

  • examinations of the ways in which the contexts, structures and processes of science and engineering research are affected by policy decision,
  • the evaluation of the tangible and intangible returns from investments in science and from investments in research and development,
  • the study of structures and processes that facilitate the development of usable knowledge, theories of creative processes and their transformation into social and economic outcomes, 
  • the collection, analysis and visualization of new data describing the scientific and engineering enterprise.



iv Issues of Science Management in Armenia


Differences in Innovation Culture

I want to share a very impressive graph over Differences in Innovation Culture (c) by Maike Didero, Karsten Gareis, Pedro Marques & Mirjam Ratzke (and other partners), Benchmarking and Fostering Transformative Use of ICT in EU Regions, FP6, 2008. 

"Inglehart-Welzel Cultural Map of the World

The map below reflects the fact that a large number of basic values are closely correlated; they can be depicted in just major two dimensions of cross-cultural variation." (c) ibid

The graph may help Armenian R&D Managers at
attempts to choose experience of which Innovative World Nations to beacon while drafting institutional Innovative Strategies. 


iii Issues of Science Management in Armenia


I venture to highlight some few and specific (from  regional perspective) important merits (externally easily traceable for watchful eyes of experienced coachers) of regional Managers in Science, who in my view challenged to set themselves onto road of successful, innovative development expecting that their (her/his) institution venture(s) to Develop Competitive Products in frames of Commercial R&D, I talk about the hypothetic one who:


  • Develops integrated research infrastructure

(where instead of 'scattered' equipment units the R&D Institution makes efforts to sustain ergonomically integrated equipment sets targeted at certain tasks and constantly reintegrates equipment sets retraining working personnel for solution of new research tasks  increasing operability of the 'corporate consciousness' with re-shuffled, re-conceptualized and re-integrated tools/equipment sets/, certainly for advanced western laboratories it is a part of everyday life but for developing countries  at the road to Civilization with developing managerial culture it is a task of grandue)


  • Makes efforts to develop infrastructure which modus operandi favors the 'Absolute Accuracy' (please refer to point (ii) under the same title below)
  • Networks research equipment and research services regionally and worldwide
  • Generously funds equipment & infrastructure maintenance costs (making efforts to provide proper accessories)
  • Regularly purchases standards of key importance
  • Respects knowledge and skills and arranges things in a way to pay properly for good job (by this category one can unmistakably dissect e.g. the managerial groups whose spiritual merits passed through challenges of hardships of Soviet Union era).

Research on Innovation in Remote Areas

I consider this topic as a subject of gross importance in a line of innovation related initiatives in Armenia; though Armenia is a compact country but a country with quite uneven landscape and climate shifts; in my view a great treasury of new opportunities for Armenian society is deposited in elaborations over this topic.

Here I want to outline activities of Dr. Sara Davies and Dr. Jillian MacBryde from the University of Strathclyde who quite recently presented new results of an exploratory study on innovation in remote regions in the UK and selected other European countries at a workshop at the University of Strathclyde on 19 May 2010:


ii Issues of Science Management in Armenia

Competitive Product Development - a goal to achieve for any institution targeting it in its Commercial R&D strategy as a corporate modus operandi.


In my view a Manager of a developing Armenian R&D Institution considering the mentioned modus operandi   a part of his institutional optional should constantly keep in mind that the competitive advantage and world-wide Partnership Potential in making joint Commercial R&D with a Potential International Partner of her/his R&D Institution, in nowadays, may very strongly depend at very specific optional modes of the Institution's R&D Infrastructure: that is the ability to conduct any R&D related measurements/tests with Absolute Accuracy instead of Relative Accuracy.


In case if the top Managers and esp. the Policy Makers at State level discard the importance of the category - to call 'Absolute Accuracy', at the R&D Infrastructure Development Planning Stage, then ab initio they fundamentally lower the competitive potential in Competitive Products Development of the Institutions they  are in charge of (as well as ab initio they significantly lower  Institutions' Partnership Potential in making joint Commercial R&D with  International Partners); these all because they make impossible Competitive Pilot Models development at Armenian research level, restricting their research oportunities by Prototype or Laboratory Models development (only), thus significantly restricting the product valorization oportunities during R&D process, which may significantly increase the amount of money and esp the time span needed for a Competitive Product Development in collaboration with such Armenian R&D Institutions.


Here please consider an excellent visual example of the issue in view of promotion of measurement equipment specifications: (c) Keithley Instruments Inc.




This excellent joke on 'INNOVATIONISM' highlights widespread, wrong understanding  of Innovations:

INNOVATIONISM: You have two cows. You patent the "cow" and claim license fees from all the milk all over the world. (c)


Hope the blog readers shall enjoy the joke.


i Issues of Science Management in Armenia


During 1995 the European Commission funded a range of studies to assess the impact of the European Union research and development programs. The results of these studies were published in the Green Paper on Innovation.


The Green Paper found that European scientists were producing world class science BUT this was not reflected in European economic performance.


It found that, while European scientists were publishing scientific papers, American and Japanese scientists were publishing papers, filing patents, launching products and launching companies. (c)


In my view many issues of Science Management in Armenia should be addressed within frames of the "European Paradox". 


Europeans do venture to overcome the Paradox via FP7 Program and through activities of various programs on national levels.


Alongside I hope that the blog readers shall enjoy this video of Harvard Business Publishing over 'Creating a Culture of Innovation' (an interview with David Kester, Chief Executive, Design Council):


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