7. Technological innovation
process is a result of:
Inventions, discoveries
Creativity
Serendipitous
A function of economic demand and growth
Complex and long process
8. The process of technological advance:
the combination of chance events and inventions (variation),
direct social and political action of organizations in selecting between
rival technical regimes (selection),
as well as by incremental, competence-enhancing, puzzle-solving
actions of many organizations learning-by-doing (retention).
9. Technology develops in response to the interplay of history, individuals,
and market demand. Function of both variety and chance as well as
structure and patterns.
SO:
Technological progress constitutes an evolutionary system.
11. Competence-enhancing discontinuities
significantly advance the state of the art yet
build on, or permit the transfer of, existing
know-how and knowledge.
Competence-destroying discontinuities
significantly advance the technological
frontier, but with a knowledge, skill, and
competence base that is inconsistent with
prior know-how.
14. Strategic thinking
Where are we?
Where do we want to go?
How will we reach to our goal?
If a ship does not know where to go, none of the winds can be helpful.
(Chinese proverb)
15. Technologies are occasionally included
explicitly in typical corporate strategy
reviews and corporate planning, since:
Most managers are not trained in science or
engineering.
Little knowledge on the process of technological
change.
Limited experience and lack of adequate
frameworks.
Technological change proceeds slowly: significant
change requires 5-10 years.
Most firms are organized around the production
process not the technological innovation process.
18. Mission
Mission: The reason behind the existence of a firm.
HP: Technical support to the advancement and welfare
of mankind.
Merck: To protect human life.
Walt Disney: To make people happy.
19. Vision
Vision: Creativity and foreseeing the position of the firm
in near future.
Nike: To beat Adidas
Wal-Mart: To become 150 billion $ worth of by year 2002
General Electric: To be number one or two in all
markets where it has production and services.
20. Values
Values: Expectations and norms that affect the behavior of employees
as well as their relationships
Walt Disney:
Believe in people
Develop and diffuse American-way of life
Creativity
Consistency and detail-focused
21. Strategy goals
Strategy goals needs to be:
clear
measurable
aggressive but reachable
within time-perspective
23. Example of strategy
Strategic goal: To become the biggest distributor for beauty products in
Istanbul
Strategies:
To construct centers in Asian and European side of Istanbul
To increase distributor contracts with producers
To increase imported beauty products
To increase sales personnel
24. Strategy implementation
Operational plans
Short, medium, and long-term plans
Periodically reviewed - revisied if needed
Written action plans
Diffusion into the organization
27. Strategy is the art of creating value
(Source: Normann and Ramirez, 1993)
It allows a company’s managers to identify
opportunities for bringing value to customers
and for delivering that value at a profit.
2 resources that matter in today’s economy:
* competence and
* relationships (customer and supplier)
Innovate:
Not just add value but reinvent it.
28. Core competence
Not only performance improvement but also opportunity creation.
Performance improvement includes quality, costs, cycle time, logistics,
and productivity, while
opportunity creation consists of growth, new business and market
development, strategic direction.
29. Core competencies are:
The collective learning in the organization,
especially how to coordinate diverse
production skills and integrate multiple
streams of technologies.
The organization of work and the delivery of
value.
Communication, involvement and a deep
commitment to working across
organizational boundaries.
Does not diminish with use.
30. 1 2 3
Business
1
Core product 2
Core product 1
Competence
1
Competence
2
Competence
3
Competence
4
4 5 6
Business
2
7 8 9
Business
3
10 11 12
Business
4
Source: Prahalad and Hamel, 1990
31. 3 Tests to identify core
competencies. Core competence
(Source: Prahalad and Hamel 1990)
1) provides potential access to a wide variety of markets.
2) should make a significant contribution to the perceived customer
benefits of the end product.
3) should be difficult for competitors to imitate.
32. Embedded skills that give rise to the next generation of competitive
products cannot be rented in by outsourcing and original equipment
manufacturer supply relationships.
the costs of losing a core competence can be only partly calculated
in advance.
core competencies take time.
33. Core products are the components or subassemblies that actually
contribute to the value of the end products.
Well-targeted core products can lead to economies of scale and
scope.
35. Business Goals
Objectives
And
Need-driven
Expectations
Environmental scanning
• innovations and
competitive
assessment
Technology
awereness
of
marketable
inventions
Business
strategy
and planning
Technology
forecasting
and
planning
Technology
design
development
and
advancement Technology
Adoption and
introduction
Ongoing
improvement in
the innovation
and technology
management process
Technology
obsolescence
Managing the
individual and
organizational
consequences
of technology
Assessment of
technology
outcome
dimensions
Technology
implementations,
project monitoring,
and control
• Intervention
• Internal and external veritable
• Trade-off analysis
• Justification for new ideas
• Corrective action loops
• Product strategy
• Science
• Industry analysis
• Functional strategy
• Market and
manufacturing
analysis
• Productivity
• Employment
• Quality of working
life
• Organizational
impact
• Human factors
• Product quality
36. Types of industries
(1) well defined boundaries & competition by price and the perceived
quality is stable over time
(2) well defined boundaries & competition by price and perceived quality
changes over time
(3) weakly defined boundaries & competition by the ability to generate
new product/market combination.
37. Types of strategy
Performing better than competitors on an already
existing dimension of competition
Establishing a new dimension on which to compete
Creating a new product/market combination
38. T Strategy for dynamic competition
** Take into consideration the
constituent technologies embodied
into the product and the production
process used to manufacture it
** Extend the technology analysis to
the whole value chain.
** Formulating a technology strategy
means defining the 'trajectory' by
which technological resources are
accumulated, acquired and used
39. Some possible technology strategies: (source:
Chiesa, Giglioli and Manzini, 1999)
Competence deepening
Competence fertilizing
Competence complementing
Competence refreshing
Competence destroying
40. Example of a Strategy Tool used in audits:
S W O T Analysis
Internal
Analysis
External
Analysis
Strenght
Weakness
Opportunity
Threat
41. External analysis
Focuses on the identification of the value perceived by the customer and
its evolution.
Demands could be not only the satisfaction of existing needs but also the
creation or the explicitation of latent or non-articulated needs.
42. Internal analysis
Identifying the competence and skill base
Benchmarking skills against other firms
(the breadth addresses the range of applicability of a
certain skill, whereas the depth addresses the degree of
appropriability of a skill)
Identifying the critical skills
43. (S)
What are the strength areas?
Where are the best performances?
(W)
What could be improved?
What are the weaknesses?
What could be prevented?
Be realistic
Consider the views of
others
Self-Assessment
SWOT
44. (O)
Changing technology
changing markets
changing government policies
changing life-style
What new opportunities arise?
(T)
What is the position of competitiors?
What are the risks of change?
SWOT
45. Always leave Blank
STRENGTHS (S)
1.
2.
3.
4. List Strenghts
5.
6.
7.
8.
WEAKNESSES (W)
1.
2.
3.
4. List Weaknesses
5.
6.
7.
8.
OPPRTUNITIES (O)
1.
2.
3.
4. List Opportunities
5.
6.
7.
8.
SO STRATEGIES
1.
2.
3.
4. Use strengths totake
5. Advantage of opportunities
6.
7.
8.
WO STRATEGIES
1.
2.
3. Overcome
4. Weaknesses by taking
5. Advantage of opportunities
6.
7.
8.
THREATS
1.
2.
3.
4. List Threats
5.
6.
7.
8.
ST STRATEGIES
1.
2.
3.
4. Use strengths to
5. avold threats
6.
7.
8.
WT STRATEGIES
1.
2.
3.
4. Minimize weaknesses
5. And avoid threats
6.
7.
8.
46. Identification
Operations plan Development
Plan
Production plan
Acquisition plan
Exploitation plan
Marketing plan
Financial plan
Implementation
Measurement and
evaluation
Gap analysis/
Value analysis
Selection: Strategic choices
Outputs
Business
strategy
Learning
Protection plan