STRUCTURE OF COURSE
Technology, Strategic entrepreneurship
Innovation, and Session 03:
Strategy Understanding Strategic leadership
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:
Session 08: Case
Discussions Envisioning, and Session 13:
Interacting Innovative VS
Session 11: Case Creative Organisation
i i i
Discussions Session 14: Case
Session 01: Technology Innovation and Strategy
What is Technology
Technology Technological What is Innovation
strategy innovation Strategy?
Innovation How these strategies relate
to technological innovation?
• 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.
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
or process or indeed service, system or infrastructure
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.
Evolution of Definition on Innovation II
The Department of The European
The OECD, 2001:
, Trade and Commission,
, FORA, Denmark:
I d st UK March 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
growth both at
• 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
– Operations, and
• Objective(s), principles and tactics relate to the technologies that the organisation
• It focuses on the technologies people who directly manage such technologies
• It can be implied to
– Organisational behavior towards technology decision
– Technology and resource allocation
– Technological human resource management
– Technological interface
– Value creation through technologies
– R&D management
– And etc.
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
Bright idea, Burst model
• 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
• 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
• 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
Knowledge Strategy, and Innovation
• How does innovation operate as a knowledge creation and transfer
• 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
• How does innovation contribute to competitive advantage? Support your
answer with illustrations from both manufacturing and services.
New Paradigm, New Rules
• 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
• Innovation can take many forms. Give examples of product/service,
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
players and a life-threatening challenge for some existing players. What
types of innovation have been involved in this?
Session 02: When Strategy Meets Creativity
St t Creativity
C ti it
Content Outcome Process
A Definition Framework of Creativity
• Uncreative strategy
Process – Creative can’t be planned directly
– Mistakes d id t
Mi t k and accidents
Creativity – Expectation
Outcome – Imagine
• Innovation +
– Competitive tension
– Heroic leadership by individual
– Creativity is not innovation
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
• Sector innovation patterns
• Innovation success and failure
• Strategic advantage through innovation
This short case exercises requires the student to investigate
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