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Capstone Project
 

Capstone Project

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This is the Powerpoint presentation that accompanied the (much longer more in depth) formal document of RIT Class XII Team 2's Capstone presentation

This is the Powerpoint presentation that accompanied the (much longer more in depth) formal document of RIT Class XII Team 2's Capstone presentation

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    Capstone Project Capstone Project Presentation Transcript

      • RIT EMBA XII Capstone Project
      • Tom Cosentino
      • Tom Hanna
      • Dave Stenson
      • Project Overview
      • Company X Background
      • Initial Challenges to the Team
      • Project Focus Re-Direction
      • Final Analysis
      • Problem Statement
      • Analysis of Education Market
      • Measure Impact of Technology
      • Business Strategy to Capture Market
      • Analysis of Future Opportunities
      • Executive Summary
      • Current State of Educational Market
      • Company X Performance to Date
      • Lack of Impact Analyses
      • Methodology
      • Research for Marketing Support Material
      • Special Education Focus
      • Potential Software Partners
      • Investigate Educational Grant Opportunities
      • Identified Technology as a Radical Innovation
      • Industry Analysis
      • Challenges in the Education Market
        • U.S. Students Falling Behind
        • Teachers Lacking Proper Skills
      • Lack of Skills Will Erode Global Competitiveness
      • Engineering/Technology = Global Currency
      • There currently does not appear to be a competitor developing the same product offering as 3D Energy.
      • The potential for competition could increase if 3D training becomes more mainstreamed, or is shown to be an effective alternative to conventional methods.
      Medium Intensity of rivalry among competitors
      • Schools currently view available 3-D images on 2D monitors sufficient for their purposes.
      • To date 3D Energy has not provided unique product offerings in conjunction with their hardware.
      • Potential for change if 3D Energy can develop modules that deliver value to their educational customers.
      High Threat of substitutes
      • 3D Energy has been granted exclusive rights in the education field, based on defined performance measures.
      • Quality of the hardware provided to 3D Energy by its supplier is extremely important.
      High Bargaining power of suppliers
      • School systems have thus far failed to embrace 3-D technology.
      • So far buyers have failed to see the value in comparison to existing technology.
      • Potential to change if teaching modules are successfully developed and marketed by 3D Energy.
      High Bargaining power of buyers
      • Hardware – As new 3-D monitors come to market potential exists for technology to surpass current 3D Energy products.
      • Potential exists for other 3-D platforms to develop.
      High Threat of new entrants Factors Level Industry Force
      • Potential Strategies
      • Need to Establish Product Catalog
        • Education Modules
        • Project Lead the Way
      • Align with Education Partners
        • Publishers
        • Software Developers
      • Be a Differentiator in the Market
      • Business Theory
      • What is Radical Innovation?
        • Entirely New Performance Features
        • Improvements in Known Performance by 5x or Greater
        • Significant Reduction in Cost (30% or more)
      • Radical Innovation
        • Incremental vs. Radical
    • Creativity and skill in resource and competency acquisition from internal and external sources are critical to success of project The project team has all the competencies required to complete process Resources and Competencies Key players come and go during the early part of the project. Many are part of informal network around the project. Key players are cross functional individuals Assigned to a cross functional team, each has a clearly specified responsibility within their area of expertise Players The business model evolves through discovery-based technical and market learning and likewise the business plan must evolve as uncertainty is reduced A complete and detailed plan can be developed at the beginning of the process because of the low level of uncertainty Business Case Idea generation and opportunity recognition occur sporadically throughout the life cycle Idea generation and opportunity recognition occur at the front end Idea generation and opportunity recognition The path is marked by multiple discontinuities or gaps that must be bridged. The process is sporadic with many stops and starts, hibernations and revivals. Trajectory changes occur in response to unanticipated events, outcomes, and discoveries There is a linear and continuous path from concept to commercialization following designated steps Trajectory Long term – 10 years or more Short term – 6 months to 2 years Project Time Line Radical Incremental
      • Radical Innovation Lifecycle
      • Long Term Development
      • Highly Uncertain and Unpredictable
      • Sporadic with Stops and Starts
      • Non-Linear
      • Context Dependent
      • Evaluation of Technology
      • Must Clear the Six Tyranny’s
        • Serve Markets
        • Established Business Model
        • Current Strategy
        • Current Organization Structure
        • Arbitrary Financial Hurdles
        • Language
      • Further Challenges to Radical Innovation
      • Once Tyranny’s are Cleared the Following Challenges Must be Addressed
        • What will Technology Enable
        • What are Potential Applications
        • What’s the Impact
        • Can You Demonstrate Feasibility
      • Managing Radical Innovation
      • Set Expectations
      • Identify and Track Uncertainties
      • Develop and Implement Learning Plan
      • Build Project Legitimacy
      • Markets for Radical Innovation
      • Largest Markets or Existing Customers Not Always Best
      • Traditional Market Research Tells What Currently Exists, Not What Could or Should Be
      • Focus on Markets that Maximize Rapid Learning
      • Firms 3 rd or 4 th in their Industries
      • Innovator’s Dilemma vs. Disruptive Technology
      • Crossing the Chasm
      • Innovators
      • Early Adopters
      • Early Majority
      • Late Majority
      • Laggards
      • Early Majority
      • Consult with Colleagues
      • Manage Risks
      • Motivated by Present Problems
      • Pursue what is Probable
      • Early Adopters
      • Follow their Own Direction
      • Take Risks
      • Motivated by Future Opportunity
      • Seek what is Possible
      • Checklist for Successful Chasm Crossing
      • Is there one target market who can afford the product?
      • Does customer have compelling reason to buy?
      • Can we deliver the whole product to fulfill customer need?
      • Is there an entrenched competitor?
      • By winning market do we gain access to another?
      • Other Chasms for High Tech Firms
      • Chasm of the Mind
      • New Business Model Chasm
      • Break with the Past Chasm
      • Disruptive Technology Chasm
      • Recommendations
      • Pursue Educational Leads Currently in Pipeline
      • Manage the Technology as a Radical Innovation
        • Set Expectations for the Technology
        • Identify and Track Uncertainties in the Market
        • Develop and Implement Learning Plan for technology
        • Build Legitimacy within the Market
      • Recommendations
      • Diversify Marketing Efforts into:
        • Corporate Commercial Training
        • Architectural and Engineering
        • Computer Gaming
        • Homeland Security and Government
      • Establish Strategic Partners
        • Software and Textbook Companies
      • Thank You for the Opportunity to Work with Company X