model discussion quesitions
ELEVEN NN
MGMT490Technologymanagement.pptxSession 4 Strategic Profiting through Rapid Technology and Innovation Assessment
Agenda
Five elements of strategizing innovation and technology management
Platform analysis
Functional platform
Servicing platform
Channel analysis
Managing external channels
Managing internal channels
Perpetuating analysis
Competing for technology standards
Developing intellectual property
Sequencing analysis
Managing lifecycle
Managing geography networks
Interaction between life cycle and geography networks
Championing analysis
Entrepreneurial leadership
Appraisal methodology
Video Case: Rise of the Machines: Documentary on the future of Human Like Robots
Five elements of strategizing innovation and technology management
Platform
Channel
Perpetuation
Sequencing
Championing
How to Create Value?
Which functional input?
Which servicing criteria?
How to Capture Value?
Which internal modes?
Which external modes?
How to Develop Value?
Over the temporal cycle?
Over the spatial geography?
How to Sustain Value?
Using technology standards?
Using intellectual properties?
How to Lead Entrepreneurship?
Culture of discovery?
System of accounting?
1. Platform analysis
Functional Platform
in terms of value chain activities (9M’s)
Servicing Platform
in terms of business propositions, such as cost, quality, productivity, variety and agility
Functional Platform
Sequential (Over the wall) approach
Demand pull
Technology push
Marketing
Manufacturing
Design
Supply
Chain
Other Project Members
Break the walls!
- Concurrent design teams approach
Customer Service
Servicing Platform
Single criteria approach
The conventional approach is to select a clear emphasis for the business strategy, such as low cost, differentiation, or niche focus; the servicing platform then resolves into a single criteria.
Multiple criteria approach
Design for manufacturing
entails an in-depth appreciation of the resources and capabilities of the firm and the suppliers, so as to drastically cut ‘time to market’
Mass customization
relies on ‘postponing’ the tasks of differentiating a product for a specific customer until the latest possible point in the value chain
2. Channel Analysis (Mode of entry for originating and diffusing innovations)
Managing External Channels
Managing Internal Channels
Managing External Channels
Modes of entry
“Real Options” - the firms face significant risks and uncertainties while making investments into new technology and innovation areas
“Technology Gate-keeping” - involves a systematic monitoring of the specific emerging technologies having high potential, and leveraging them for further development
incubator
spin off
franchising
subcontracting
licensing
strategic minority stakes
joint ventures
outright acquisitions
non-equity technological, operations, & marketing alliances
Managing Internal Channels
Securing co-specialized resources
those customized by other companies for use with the specific innovation of the company; while using such resources, both the parties share power and have equal incentives for making the final product successful
Appropriability regime
the conditions that influence the ability of firms to capture full value on their innovations
high vs. low
3. Perpetuation Analysis
Competing for Technology Standards
Developing Intellectual Property
Competing for Technology Standards
agile competitors can adapt others’ innovation and use other 9 M’s to succeed
VCR case
Sustaining vs. Disruptive Technologies
disrupt the standards through a network of support
UK Disc Drive Case
Target customer orientation
Seagate Technologies case
Technical superiority not necessary
Developing Intellectual Property
Intellectual property - ‘works of mind’ that are distinct, and are owned or created by an entity
In US ownership of intellectual property is governed by:
Tacit knowledge when codified can enhance productivity: mechanic case
Grassroots innovations: India’s National Innovation Foundation
Copyrights
Patents
Trade secrets
4. Sequencing Analysis
Managing Life Cycle
Managing Geography Networks
Managing Life Cycle
Product-concept of life cycle - sales volume and profits are the principal variables to design marketing mix strategies for different states of the life span of a product
Strategic-concept of life cycle
Formative: Dominant standard for architectural technology set - open vs. closed
Normative: dominant norms and designs for various components and processes also emerge, usually through co-development
Transformative: exploit emergent knowledge
Managing Geography Networks
Diamond Model: differentiated technological clusters
Interaction between Life Cycle and Geography Networks
Technological leverage
Technological revival and technological chains
barrier or opportunity? (by adapting know-how of other cultures and developing distinctive and leading core competencies)
with the growth of multinational enterprises, new technologies are often introduced simultaneously across different regions. Also, firms may use the concept of technological chains to deepen the life cycle of their innovation initiatives
Cultural distance
the ability to leverage on extensive home capabilities in entering new industries, creating new business structures, accessing new markets
5. Championing Analysis
Entrepreneurial Leadership
Appraisal Methodology
Entrepreneurial Leadership
Entrepreneurial leaders focus on two challenges: scenario enactment & cast enactment First, they envisage and create a scenario of possible opportunities that can be seized to revolutionize the current business model, given the resource constraints. Second, they create a cast of characters—both internally and externally—who have requisite resources and confidence to execute the transformation
Way of life: 3 M case
Flexible organizational structure –is able to accommodate complexity and diversity of ideas
Appraisal Methodology
Japanese vs. American example
American firms
were historically very slow in the use of new operations technologies, due to project evaluation methods, which showed very low returns on the investments in new technologies
Japanese firms
were more aggressive in using operations technologies for supporting high variety and just-in-time deliveries, and thus achieved rapid reduction in their defect rates and inventory levels
Video case: Rise of the Machines: Documentary on the future of Human Like Robots
20+ years of research has gone into todays robots. The progress is evident in robots’ abilities to:
Talk
Walk
Sometimes outsmart humans (chess play with Kasparov)
Video case: Rise of the Machines: Documentary on the future of Human Like Robots
Current use of robots:
Robotic workforce
In police
In space exploration
In medicine
As domestic robots
Video case: Rise of the Machines: Documentary on the future of Human Like Robots
Main disadvantage of todays’ robots is that they don’t have common sense
The solution is to get them to learn by: - watching - imitating humans’ movements, emotions and facial expressions
Video case: Rise of the Machines: Documentary on the future of Human Like Robots
The Questions are
Should humans welcome innovative designs that will make life easier?
Would a world run by robots be worse?
Will robots become parts of us to create robosapiens?
