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• 1. [Article] Solid State Batteries

  Global usage of fossil-fuel based energy consumption is unsustainable —due to limited supply, increased global demand, and the negative environmental effect of greenhouse gases (GHGs). To manage this situation ...

  Citation × Citation Citation Abstract Copy Title: Solid State Batteries Author: Sheikh, Nasir Year: 2011 Global usage of fossil-fuel based energy consumption is unsustainable —due to limited supply, increased global demand, and the negative environmental effect of greenhouse gases (GHGs). To manage this situation the major economies of the world are considering other sources of energy and requiring suppliers to utilize new technologies to effect change and widespread deployment. As part of this global trend, all types of vehicles are being redesigned for countries to run on electricity as a plug-in or hybrid-with-reduced-fuel-usage. The International Energy Agency recently published the “Technology Roadmap: Electric and Plug-in Hybrid Vehicles” which describes the trends for electric vehicles up to 2050 (IEA, 2011). This roadmap is based on a vision that these electric vehicles (EVs) and plug-in hybrid vehicles (PHEVs) will represent 50% of annual light duty vehicles (LDVs) by 2050 (Figure 1). Title: Solid State Batteries Author: Sheikh, Nasir Year: 2011 Global usage of fossil-fuel based energy consumption is unsustainable —due to limited supply, increased global demand, and the negative environmental effect of greenhouse gases (GHGs). To manage this situation the major economies of the world are considering other sources of energy and requiring suppliers to utilize new technologies to effect change and widespread deployment. As part of this global trend, all types of vehicles are being redesigned for countries to run on electricity as a plug-in or hybrid-with-reduced-fuel-usage. The International Energy Agency recently published the “Technology Roadmap: Electric and Plug-in Hybrid Vehicles” which describes the trends for electric vehicles up to 2050 (IEA, 2011). This roadmap is based on a vision that these electric vehicles (EVs) and plug-in hybrid vehicles (PHEVs) will represent 50% of annual light duty vehicles (LDVs) by 2050 (Figure 1). Close

• 2. [Article] Use of Hierarchical Decision Model to Select Target Markets for New Personal Health Care Device

  A new product is being developed by a multinational company for personal asthma management that the patient can wear as an ambulatory device which will provide guidance and support for the prevention of ...

  Citation × Citation Citation Abstract Copy Title: Use of Hierarchical Decision Model to Select Target Markets for New Personal Health Care Device Author: Sheikh, Nasir Year: 2010 A new product is being developed by a multinational company for personal asthma management that the patient can wear as an ambulatory device which will provide guidance and support for the prevention of exacerbations – the major cause of asthma attacks. However, bringing a device to the medical market is a long and very expensive process due to regulatory and reimbursement requirements. If a company can also consider initial target niche markets for a subset of this product then this may be a better approach than bearing the high expense for the one time effort of only entering the medical market. Several initial niche markets appear attractive. These include: home care, asthma management, fitness/lifestyle, wellness, and hospital care. The question is ―Which one is more attractive?‖. By formulating this decision problem as a hierarchical decision model with the different niche markets as the alternatives and selecting various levels of criteria we were able to address this question. An expert panel consisting of the company’s strategic/executive management, company’s operational and subject matter experts, and external industry analysts was selected and a survey of their judgments taken. The results representing the expert panel’s judgment indicated that asthma management and home care markets were most attractive and the other three were given less relative importance. Intermediate results were also of interest such as the relative importance of: market, financial, product, and corporate alignment objectives; regions within the market objectives; solution components which contributed to both financial and product objectives. The panel’s judgment was also compared against a reference of the industry/market analyst’s position. These comparative judgments and results may be revised on an annual basis to mark maturity trends. Title: Use of Hierarchical Decision Model to Select Target Markets for New Personal Health Care Device Author: Sheikh, Nasir Year: 2010 A new product is being developed by a multinational company for personal asthma management that the patient can wear as an ambulatory device which will provide guidance and support for the prevention of exacerbations – the major cause of asthma attacks. However, bringing a device to the medical market is a long and very expensive process due to regulatory and reimbursement requirements. If a company can also consider initial target niche markets for a subset of this product then this may be a better approach than bearing the high expense for the one time effort of only entering the medical market. Several initial niche markets appear attractive. These include: home care, asthma management, fitness/lifestyle, wellness, and hospital care. The question is ―Which one is more attractive?‖. By formulating this decision problem as a hierarchical decision model with the different niche markets as the alternatives and selecting various levels of criteria we were able to address this question. An expert panel consisting of the company’s strategic/executive management, company’s operational and subject matter experts, and external industry analysts was selected and a survey of their judgments taken. The results representing the expert panel’s judgment indicated that asthma management and home care markets were most attractive and the other three were given less relative importance. Intermediate results were also of interest such as the relative importance of: market, financial, product, and corporate alignment objectives; regions within the market objectives; solution components which contributed to both financial and product objectives. The panel’s judgment was also compared against a reference of the industry/market analyst’s position. These comparative judgments and results may be revised on an annual basis to mark maturity trends. Close

• 3. [Article] Europe – Can It Keep Up With Creativity & Innovation?

  Innovation in Europe is of great interest to the world since a major portion of the world GDP relies on its goods and services which in turn are dependent on technology and innovation to stay competitive ...

  Citation × Citation Citation Abstract Copy Title: Europe – Can It Keep Up With Creativity & Innovation? Author: Sheikh, Nasir, Villanueva, Maribel, Schwarz, Justus, Wolfangel, Nadja, Devadoss, Durai, Algain, Mosaab Year: 2009 Innovation in Europe is of great interest to the world since a major portion of the world GDP relies on its goods and services which in turn are dependent on technology and innovation to stay competitive and remain relevant. This paper addresses Europe’s position in the world innovation and creativity stage by analyzing its trends—barriers and drivers—and compares its innovation-related performance metrics to those of the United States and Japan. The drivers indicate that the top European countries have motivated employees. A quantitative analysis indicates that countries like Sweden, Switzerland, and Finland, Europe are still ranked highest on the Global Innovation Scoreboard (GIS). A qualitative analysis indicates that EU is well-positioned in innovation because it’s simplified and standardized laws that help commercialization and strong support for local students to excel to graduate studies and R&D. Technology and industrial clusters provide a strong base for innovation and directed technological advances. Germany and Northern European countries (Sweden, Denmark, and Finland) have well-established diversified industrial clusters that are supported by both industries and government policies. In conclusion, Europe is still strong in innovation due to its diversified and established infrastructure and skilled and motivated talent. The authors recommend that Europe should focus on the strengths of each country, region, and technology cluster to continue to develop its innovation leadership. Title: Europe – Can It Keep Up With Creativity & Innovation? Author: Sheikh, Nasir, Villanueva, Maribel, Schwarz, Justus, Wolfangel, Nadja, Devadoss, Durai, Algain, Mosaab Year: 2009 Innovation in Europe is of great interest to the world since a major portion of the world GDP relies on its goods and services which in turn are dependent on technology and innovation to stay competitive and remain relevant. This paper addresses Europe’s position in the world innovation and creativity stage by analyzing its trends—barriers and drivers—and compares its innovation-related performance metrics to those of the United States and Japan. The drivers indicate that the top European countries have motivated employees. A quantitative analysis indicates that countries like Sweden, Switzerland, and Finland, Europe are still ranked highest on the Global Innovation Scoreboard (GIS). A qualitative analysis indicates that EU is well-positioned in innovation because it’s simplified and standardized laws that help commercialization and strong support for local students to excel to graduate studies and R&D. Technology and industrial clusters provide a strong base for innovation and directed technological advances. Germany and Northern European countries (Sweden, Denmark, and Finland) have well-established diversified industrial clusters that are supported by both industries and government policies. In conclusion, Europe is still strong in innovation due to its diversified and established infrastructure and skilled and motivated talent. The authors recommend that Europe should focus on the strengths of each country, region, and technology cluster to continue to develop its innovation leadership. Close