Identifying strategic technology directions in a national laboratory setting: A case study |
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| Institution: | 1. Newcastle Business School London, UK;2. Brunel Business School, UK;3. Aston Business School, UK;4. Middlesex University Business School, UK;1. Universidad de Costa Rica, National Laboratory of Materials and Structural Models (LanammeUCR), Sede Rodrigo Facio, Ciudad de la Investigación, Finca 2, Montes de Oca, San José, 11501-2060, Costa Rica;2. Pontificia Universidad Católica de Chile, Department of Transport Engineering and Logistics, Centre for Sustainable Urban Development (CEDEUS) and BRT+ Centre of Excellence, Vicuña Mackenna 4860, Macul, Santiago, 7820436, Chile;3. Pontificia Universidad Católica de Chile, Department of Transport Engineering and Logistics, Institute in Complex Engineering Systems and BRT+ Centre of Excellence, Vicuña Mackenna 4860, Macul, Santiago, 7820436, Chile;1. Division of Environmental Systems Analysis, Chalmers University of Technology, Vera Sandbergs Allé 8, 412 96, Gothenburg, Sweden;2. Department of Sustainable Development, Environmental Science and Engineering (SEED), KTH Royal Institute of Technology, Teknikringen 10B, 100 44 Stockholm, Sweden |
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| Abstract: | We present a case study of strategic technology planning in a large, mission-oriented division of Los Alamos National Laboratory. The Division, Nonproliferation and International Security, was strongly oriented around its eponymous mission. The challenge for our planning process was one of scale: identifying a manageable handful of science and technology thrusts that would drive that mission forward. Based on a detailed analysis of future missions and technology possibilities, we identified three strategic directions: (1) computer-enabled understanding, (2) networked and intelligent sensors, and (3) physics applied to sensors. The lessons we learned apply to strategic planning in other diverse R&D organizations. |
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