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Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
Tm 721 session 1 2 10-10-10[1]
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Tm 721 session 1 2 10-10-10[1]

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Lecture note for TM.721 second semester 2010

Lecture note for TM.721 second semester 2010

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  • 1. TM.721 TM 721 Business Strategy for Entrepreneur Master of Science in Technology Management Programme Dr. Pun-Arjj Chairatana Session 1 & 2 10 OCTOBER 2010
  • 2. Course Description • การนํําความรูดานการจััดการมาใชใน ใ – การบริหารธุรกิจ – การวเคราะหสถานการณ และการวเคราะหโอกาสทางธุรกจ รวมถง ิ ส ิ โ ส ิ ึ – การแกไขปญหาและการตัดสินใจทางธุรกิจอยางมีประสิทธิภาพ • โดยเนนวิเคราะหในประเด็นที่ทันสมัย เพื่อใหมประสบการณในการนําเอาทฤษฎีไป โดยเนนวเคราะหในประเดนททนสมย เพอใหมประสบการณในการนาเอาทฤษฎไป ี ประยุกตใชในทางปฏิบัติ • โดยอาศัยเทคนิค โดยอาศยเทคนค – กรณีศึกษา – สัมมนาเชิงปฏิบัติการ และ สมมนาเชงปฏบตการ – เกมจําลองทางธุรกิจ เปนตน
  • 3. Objectives สรางความเขาใจตอ ทฤษฎีและองคความรู ที่เกี่ยวของกับกลยุทธ สรางความสามารถใน เทคโนโลยและ โ โ ี การแกไขปญหาและ ไ ป นวัตกรรมสําหรับ ศักยภาพการตัดสินใจ ผูประกอบการ ทางธุรกิจนวัตกรรม สรางความสามารถใน เทคโนโลยี และเทคโนโลยี การทํางานเปนกลุม สรางความสามารถใน พัฒนาทักษะการ การวิเคราะห วิเคราะหและพัฒนา สถานการณ และ กรณีศึกษากลยุทธ โอกาสทางธรกิจ ุ ุ ธรกิจเทคโนโลยีและ นวัตกรรม
  • 4. การวดผลสมฤทธในการเรยน การวัดผลสัมฤทธิในการเรียน ์ • การปฎิิสัมพันธจากเครืือขายสังคม 15% ป ั   ั – ใหสราง SOCIAL NETWORK สําหรับแลกเปลียนองคความรูและการทํารายงานผาน ning.com ning com / facebook / และ twitter • การทํารายงานเดี่ยว 15% – พัฒนากรณีศึกษาดานกลยทธนวัตกรรม พฒนากรณศกษาดานกลยุทธนวตกรรม • การทํางานกลุม 20% – พัฒนาบทวิเคราะหดานกลยทนวตกรรมรายสาขาหรออุตสาหกรรม พฒนาบทวเคราะหดานกลยุทนวัตกรรมรายสาขาหรืออตสาหกรรม  • การนําเสนองานกลุม 20% – นําเสนอบทวิเคราะหดานกลยทนวตกรรมรายสาขาหรออุตสาหกรรม นาเสนอบทวเคราะหดานกลยุทนวัตกรรมรายสาขาหรืออตสาหกรรม  • การสอบปลายภาค 30%
  • 5. STRUCTURE OF COURSE Foundation Strategic innovation g Session 01: Technology, Strategic entrepreneurship Innovation, and Session 03: Strategy Understanding Strategic leadership Session S i 02: When Evolution of Session 06: Strategy Meets Innovations Dimensions of Strategic organisation Creativity Session 04: Managing Strategic Session 09: Strategic Innovation Entrepreneurship Engagement of Session 07: Paths of Leader Session 12: Principles S i 05: C Session Case of Strategic Discussion Strategic Entrepreneur Session 10: Leadership, Organisation Session 08: Case Discussions Envisioning, and Session 13: Interacting Innovative VS Session 11: Case Creative Organisation i i i Discussions Session 14: Case Discussions
  • 6. What are the differences?
  • 7. Session 01: Technology Innovation and Strategy Technology, Innovation, What is Technology Strategy? Technology Technology Technological What is Innovation strategy innovation Strategy? Entrepreneur Strategy Innovation strategy Innovation How these strategies relate g to technological innovation?
  • 8. Technology • How technology differs from knowledge and science? • Major groups of technologies: – Emerging technologies – General purposed technologies (GPT) – Technology VS Invention – Convergence VS Divergence – Technology commercialisation – Technology and Ethics – And etc.
  • 9. Innovation & Technological Innovation • …concerned with the new or the novel. • Distinction between innovation and invention? • Is innovation technology based? – Fact1: Many of the more significant innovations of the 20th century are organizational rather than technology based! • On Tangibility and Intangibility... – FACT2: An innovation may therefore be a thing! Whether artefact product artefact, or process or indeed service, system or infrastructure
  • 10. Evolution of Definition on Innovation I • Building on Schumpeter’s useful definition between invention and innovation – “Invention implies bringing something new into being; – innovation implies bringing something new into use”. • Innovation has been defined as... – the successful introduction into an applied situation of means or ends that are new to that situation.(Mohr, 1969, quoted in Cummings and O’Connell, 1978, p.34) • Innovation means change. – Such changes can be incremental or radical, evolutionary or revolutionary, enabling g , y y, g or disruptive. They can have different effects upon producers and users.
  • 11. Evolution of Definition on Innovation II The Department of The European The OECD, 2001: , Trade and Commission, , FORA, Denmark: , Industry, UK, I d st UK March 2003: December 2003: • Innovation can be • Innovation is the • Innovation is the • Innovation is the defined as the successful exploitation of p successful production, p , development of products, p p , development, deployment new ideas. assimilation and production processes, and economic utilisation exploitation of novelty in services and concepts of new products, the economic and social which are new to the processes or services, spheres. activity in question. and is an iincreasingly di i l important contributor to sustained and sustainable economic growth, growth both at microeconomic and macroeconomic levels.
  • 12. Strategy • Military origin, • A plan of action designed to achieve a particular goal. • O i i ll usage of strategy is distinctt f ttactics. Originally f t t i di ti from ti – Strategy: How different engagements are linked? The terms and conditions that it is fought on and whether it should be fought at all is a matter of strategy – Tactics: The conduct of an engagement. How battle or competition are fought is a matter of tactics. • Th f levels of economic strategy are The four l l f i – Economic goals or growth strategy, – Corporate strategy strategy, – Operations, and – Tactics.
  • 13. Technology Strategy • Objective(s), principles and tactics relate to the technologies that the organisation uses. • It focuses on the technologies people who directly manage such technologies technologies, technologies. • It can be implied to – Organisational behavior towards technology decision g gy – Technology and resource allocation – Technological human resource management – Technological interface – Value creation through technologies – R&D management – And etc.
  • 14. Innovation Strategy: Application for Thai Value Creation Source: Tantichaoen, M. and developed from BIOTEC DATABASE Copyright © 2006 Pun-Arj Chairatana 14
  • 15. Innovation, Entrepreneur, Innovation Entrepreneur and Strategy • Much of existing innovation theories have developed and derived from studies of large manufacturing firms in advanced markets and mainly concerned with the successful of product innovation. • Th i of entrepreneurship focus on small b i creation, our Theories f t hi f ll business ti scopes here are – Application of key existing theories on innovation and entrepreneurship. – Learning by doing
  • 16. Bright idea, Burst model idea • Mr. M. was a bright young PhD scientist with a patent on a new algorithm for monitoring social network activity and predicting the early onset of a tipping point and trend trend. • He was convinced of the value of his idea and took it to market having sold his car, borrowed money form family and friends and taken out a car large loan. • He went bankrupt despite having a demonstration version which the p p g investors he showed it to were impressed by. • Why might his failure be linked to having a p y g g partial model of how innovation works, and how could he avoid making the same mistake in the future?
  • 17. Knowledge, Strategy Knowledge Strategy, and Innovation • How does innovation operate as a knowledge creation and transfer process? • If innovation is increasingly a matter of knowledge management, what sorts of challenges does this approach pose for managing the process? • How can knowledge be used to provide competitive advantage in a competitive market-place – and h might this advantage b protected ii k l d how i h hi d be d and preserved? • How does innovation contribute to competitive advantage? Support your answer with illustrations from both manufacturing and services.
  • 18. New Paradigm, New Rules Paradigm • Does innovation matter for public services? Using examples indicate how and where it can be an important strategic issue. • Y are a newly-appointed di You l i d director f a small charity which supports for ll h i hi h homeless people. How could innovation improve the ways in which your charity operates? • Innovation can take many forms. Give examples of product/service, p process,, p position and p g ( paradigm (mental model) innovations. ) • The low-cost airline approach has massively changed the way people choose and use air travel, and has been both a source of growth for new g players and a life-threatening challenge for some existing players. What types of innovation have been involved in this?
  • 19. Session 02: When Strategy Meets Creativity Strategy St t Creativity C ti it Content Outcome Process
  • 20. A Definition Framework of Creativity • Uncreative strategy Process – Creative can’t be planned directly • Tolerating contradictions + Bisociative – Bisocication thinking – Plurality – Mistakes d id t Mi t k and accidents – Slack Creativity – Expectation Outcome – Imagine Content • Rethinking problems + transforming • Innovation + lasting value – Competitive tension contexts – Heroic leadership by individual – Creativity is not innovation
  • 21. Five Creative Connections for the Future Creative strategy Creative strategy utilises an Creative strategy draws Creative strategy involves Creative strategy requires incorporates an approach to approach to upon an approach to an approach to organisation the integration of innovation that harnesses entrepreneurship that leadership based upon that focuses that both promotes both being able To envision the Activities of Innovation Creation and Diligence and big picture for others and the future and To interact in the Encourages them Entrepreneurship Discovery Dilettantism present to roam into pastures new. Leadership and Organisation.
  • 22. Assignments 1 • Sector innovation patterns • Innovation success and failure • Strategic advantage through innovation
  • 23. This short case exercises requires the student to investigate q g 1) Patterns of innovation in the industry, 2) Highlighting patterns of continuous evolution punctuated by discontinuous shifts. 3) discussion of industry dynamics and the role which innovation plays in shaping these over time time. กรณศกษาคุกเอกชน กรณีศึกษาคกเอกชน กรณศกษารถจกรยาน กรณีศึกษารถจักรยาน

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