SDSU Mgt747 FA13 summary - Technology Commercialization

353 views

Published on

Summary of SDSU's MBA class, MGT 747: Seminar in Technology Commercialization

Overview of major frameworks covered in class including disruptive innovation, customer development, business model generation and strategic choice canvas

Published in: Education, Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
353
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
9
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

SDSU Mgt747 FA13 summary - Technology Commercialization

  1. 1. FALL 2013 Class Summary December,  2013  
  2. 2. •  Course Overview •  Ten Frameworks we learned •  Assignments 2
  3. 3. Technology Innovation Strategy The Outcome of R&D The Diffusion of Technology Maximizing Value Proprietary means to a useful human purpose The use of resources and processes to diffuse inventions The use of strategy and tactics to maximize the value of innovation TEACHING METHODS Case Studies Startups, Large Companies, & Research Institutions Field Study Group Proj Supplements Profiling a local startup, its innovation and its processes Developing a commercialization strategy for an early stage tech. Class discussions, Prof. Blog, LinkedIn group 3
  4. 4. Technology Innovation Curve, e.g. Qualcomm Commercialize: Standardize •  New Products (Features) •  New Services •  New Businesses Patent Invent b   Research LAB MARKET
  5. 5. Known Unknown + Most VC Backed Startups Where Eagles Dare Most Lifestyle Businesses Most Angel Backed Startups (For Visionaries Only) Unknown Newness/ Risk of Technology Newness / Risk of Market Known +
  6. 6. Profit & Growth Organic Development New Businesses Mergers & Acquisitions Existing Businesses
  7. 7. Think  about  op7ons  theory  (Black  Scholes)   •     Intrinsic  value   •     Time  value  (Longevity,  Vola7lity)     Known   Large  Opp’t   Fairy  Tale   Me  Too   Unknown   Large  Opp’t   Contrarian   What  the?   LiHle     Compe77on   Lots  of   Compe77on   7
  8. 8. sustaining technology most demanding customers performance different measure of performance bringing a better product into an established market least demanding customers low end disruption adressing overserved customers with a low cost business model time new market disruption compete against nonconsumption time © provenmodels based on: the Innovator's dilemma by Clayton M. Christensen and the innovators solution by Clayton M. Christensen and Michael E. Raynor
  9. 9. Commit  to  agile  strategy,   organiza7onal  redesign  &   lean  processes   Why?   What?   Leadership Alignment Innovation Strategy Determine  your  compe77ve   domain  &  generate  a   porSolio  of  growth  op7ons     Manage  idea  flow  and   interfaces;  apply  lean   methods  &  tools   Agile Enterprise Innovation Process How?   Organizational Design Who?   Redesign  for  innova7on  incl.   structures,  incen7ves,  and   resource  alloca7on   9  
  10. 10. •  Product architecture (Modular Design) •  New Business launch pads (Growth Platforms or ‘Franchises’) •  Industry Platforms (Essential, Ecosystem Dependent Networks)
  11. 11. A  dialogue  approach  to  finding  a  product/market  fit   Tradi6onal  New  Venture  Launch   Market   Research   PERCEIVED   PROBLEM   Sales  &   Biz  Dev   Analysis,     Forecas7ng    &   Debate   SOLUTION   Product  Development   We  thought  this  was  right,   but  we  were  guessing   The  Customer  Development  Way   Customer  Development     Customer   Discovery   Customer   Valida7on   Customer   Crea7on   Company   Building   Product  Development   We’re  now  giving  the  market   what  it  wants  
  12. 12. Strategy   Theme   (Vision)     <Plan  A>     <Plan  B>     <Plan  C>   Strategic  Choice  Canvas:    (make  specific  to  your  industry)     1.  Company   Building  Intent     Early  Exit       Niche  Player       Large   Company       2.  Business   Model  Type   3.  Value   Integra7on     OEM     Components     Consumables     Sodware     Services     IP     MS-­‐PlaSorm     Degree  of   Value  Chain   Integra7on  &   Control     4.  Ver7cal   5.  Compe77ve   Specializa7on   Posi7oning     Degree  of   Ver7cal   Market   Specializa7on       Disrup7ve   Innovator       Leapfrog   Innovator       Fast  Follower         6.  Product   Scope     Single  vs.   Mul7ple   Offerings       Breath  &   Depth  of   Features       Source  of   Novelty       13
  13. 13. Students’ reflections on what makes a startup innovative varied widely Intro to Primary Research Finding and reviewing founders of an innovative startup Nature of Innovation Original Product Creative Business Model Founder’s Attitude & Approach Impact on Society Company Culture 14
  14. 14. Founder Interviews Expert Interviews Primary Research Understand problem, company’s solution and competitive environment first hand Innova=on   Feasibility Customer Interviews Desirability Viability Strategic Analysis Provide recommendations based on insight and analysis of research conducted in the market Major Takeaways Proprietary technology helps but it is not sufficient for establishing a winning business 15

×