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Session08 entrepreneurship andtransformation

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  • 1. Session 8.Entrepreneurship and Transformation
    Prof. Dr. Bernhard Katzy
    Winter 2011
  • 2. Innovation Management
    Prof. Dr. Bernhard Katzy
    1
    Innovation System
    Innovation
    Innovation Governance
    Organization of innovation
    Transformation and entrepreneurship
    Basic innovation concepts
    Introduction based on life cases
    Innovation Theory
    Dominant theory, Main issues and developments of innovation research
    Innovation Practice
    High tech entrepreneurship…
    07/03/2011
  • 3. Session 8: An overview
    • Quick Test
    • 4. Transforming Organizations
    • 5. Capturing technical innovation and dynamic capabilities
    • 6. Entrepreneurship in open innovation era
    Prof. Dr. Bernhard Katzy
    2
    07/03/2011
    Presentation Outline
  • 7. Session 8: Reading engagement
    2 questions 10 minutes
    Prof. Dr. Bernhard Katzy
    3
    Quick test
    07/03/2011
  • 8. Session 8: Examples of transforming organizations
    • Troubled Siemens Enterprise Communications(SEN) division
    • 9. Globally, 17500 people work for SEN telecomunication division
    • 10. ……
    Prof. Dr. Bernhard Katzy
    4
    MINI CASES
    “ Our promise is to help people feel close to what is important to them”
    - What does this mean?
    • Nokia aims to be No. 1 on the mobile web
    Still a phone company??
    07/03/2011
  • 11. Session 8: Examples of transforming organizations
    How about these organizations?
    Prof. Dr. Bernhard Katzy
    5
    Mini cases
    07/03/2011
  • 12. Session 8: Capturing technical innovation and dynamic capabilities
    Prof. Dr. Bernhard Katzy
    6
    Traditional product development funnel
    Screen 1
    Screen 2
    Product
    introduction
    Development
    Projects
    Pre-development
    Investigation
    Source: New product development funnel, Wheelwright and Clark
    07/03/2011
  • 13. Session 8: Capturing technical innovation and dynamic capabilities
    Prof. Dr. Bernhard Katzy
    7
    Capturing technical innovation
    Distribution
    Competitive
    Manufacturing
    Core
    Technological
    Know-how
    In Innovation
    Service
    Others
    Complementary
    Technology
    Source: Capturing Value from Technological Innovation: Integration,
    Strategic Partnering, and Licensing Decisions by David J.Teece 1988
    07/03/2011
  • 14. Session 8: Capturing technical innovation and dynamic capabilities
    • The competitive potential embedded in new technology is not always captured by the innovator
    • 15. Channel Selection Issues (Core Capabilities)
    • 16. Contractual Mode
    • 17. Integrative Mode
    • 18. Mixed Mode
    Prof. Dr. Bernhard Katzy
    8
    Capturing technical innovation
    07/03/2011
  • 19. Dynamic Capabilities
    • Are what enable a firm to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments (Teece et al., 1997)
    • 20. Are the firm’s processes that use resources to match and even create market change.
    • 21. Are the organisational and strategic routines to learn routines (Einsenhardt et al. 2000)
    Prof. Dr. Bernhard Katzy
    9
    07/03/2011
    Dynamic capability
    Process
    • Coordination/Integration
    • 22. Learning
    • 23. Reconfiguration and transformation
    Path
    Path dependency
    • Current position is shaped by the path it travelled
    • 24. Routines constrain its future behavior
    Position
  • Dynamic capabilities in details
    Prof. Dr. Bernhard Katzy
    10
    07/03/2011
    Dynamic capabilities vary in different Context
    Dynamic capabilities integrate resources
    • Product development routines for profitable product and services
    • 28. Strategic decision making
    • 29.
    Dynamic capabilities on reconfiguration resources
    • replication and brokering routines used to copy, transfer, and recombine resources for new products
    • 30. Scarce Resource allocation routines
    • 31. Patching routines to changing market
    • 32.
    others
    • Knowledge creating routines in industries where cutting-edge knowledge is essential
    • 33. Alliance and acquisition routines which bring external resources into the firm, like BIO-TECH firms, or CISCO
    • 34. Exit routines as market undergo changes
  • Session 8: Capturing technical innovation and dynamic capabilities
    Prof. Dr. Bernhard Katzy
    11
    Entrepreneurial dynamics and dynamic capabilities
    Source: Strehle, Katzy, Davila, Learning Capabilities and
    the Growth of Technology-based new ventures
    07/03/2011
  • 35. Growth is driven by learning, not “more of the same”
    Prof. Dr. Bernhard Katzy
    12
    LEARNING, CAPABILITIES, AND THE OPERATING CORE
    07/03/2011
  • 36. Prof. Dr. Bernhard Katzy
    13
    MCS are suited to observe organizational learning in new ventures
    KNOWLEDGE CODIFICATION IN MANANGEMENT SYSTEMS
    Budgeting example
    Learning increase
    Budgeting with IT Toole.g. “SAP”
    Frequent budgeting, self- made on Excel
    Loose bundle of bank slips
    Archive of costs, revenues, bank slips, and notes
    Process
    No process
    Evolution of routinesMCS1
    1MCS are ”formal, information-based routines and procedures used by managers to maintain or alter patterns in organizational activities’’ (Simons, Strategic Management Journal, 1994)
    07/03/2011
  • 37. The study setting
    Prof. Dr. Bernhard Katzy
    14
    • Questionnaire and interview with 1 to 3 top managers
    • 38. Participating companies must be:
    • 39. Technology-based
    • 40. In a range of 10 to 150 employees
    • 41. Founded 1992 or later
    • 42. Private and independent or publicly-owned
    • 43. Located in regions with high entrepreneurial activity, here Silicon Valley and Munich
    Munich
    (44+2* STBNV)
    Silicon Valley
    (72 STBNV)
    * 2 TBNV went bankrupt during the observation
    07/03/2011
  • 44. Prof. Dr. Bernhard Katzy
    15
    PATH DEPENDENCY OF GROWTH
    Revenue (EUR '000)
    07/03/2011
  • 45. Session 8: Entrepreneurship in Open Innovation Era
    Prof. Dr. Bernhard Katzy
    16
    Open innovation
    Development
    Research
    licensing
    Other firms’ Market
    New Market
    Spin-off
    Internal Technology Base
    Current Market
    Labor mobility/ Venture Capital/ Numerous Start-ups/ research conducted at Universities/……
    External Technology Base
    Technology insourcing
    Source: The era of open innovation by Henry Chesbrough 2003
    07/03/2011
  • 46. Session 8: Entrepreneurship in Open Innovation Era
    • Till the end of 1999, The NVG of Lucent had invested in 19 ventures which are located in 4 areas in the left.
    • 47. The objectives: uncover new vehicles for increasing its growth; develop new mechanisms for leveraging its unparalled technology; increasing comercialisation rate of its technology.
    • 48. Focus on internal ideas
    Prof. Dr. Bernhard Katzy
    17
    The case of BELL LAB
    Corporate investment objective
    Strategic
    Financial
    Link to operational capability
    Driving
    Advances strategy
    of current business
    Emergent
    Exploration of poten
    -tial new business
    Tight
    Enabling
    Complements strate-
    gy of current business
    Passive
    Provides financial
    returns only
    Loose
    Source: HenryW.Chesbrough 2002
    07/03/2011
  • 49. Session 8: Entrepreneurship in Open Innovation Era
    Prof. Dr. Bernhard Katzy
    18
    Lucent NVG'S OPERATING MODEL
    Source: Henry W.Chesbrough and Stephen J.Socolof
    07/03/2011
  • 50. Readings for Session 9
    • Covin, J. & Miles, M. (1999). Corporate Entrepreneurship and the Pursuit of Competitive Advantage. Entrepreneurship: Theory and Practice, Spring, pp. 47-63.
    • 51. Guclu, A., Dees, J.G. & Anderson, B.B. (2002). The Process of Social Entrepreneurship: Creating Opportunities Worthy of Serious Pursuit.Fuqua School of Business, November, pp. 1-15.
    Prof. Dr. Bernhard Katzy
    19
    07/03/2011

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