The document discusses assessing technology needs, acquiring new technologies, characteristics of innovative organizations, and managing change effectively. It provides learning objectives, forces driving technological development, ways to assess organizational needs and criteria for technology decisions. Methods of technology acquisition include internal development, licensing, and contracted development. The roles of a CIO/CTO and innovation team are described. Characteristics of innovative companies include an organizational culture that encourages creativity and learning from failures. Organizational development techniques and a three-stage change management model are also summarized.

1. McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives L01: Summarize how to assess technology needs. L02: Evaluate ways of acquiring new technologies. L03: Describe elements of innovative organizations. L04: Describe how to manage change effectively. L05 List tactics for creating a successful future.

3. Forces Driving Technological Development A need or demand exists for the technology. Meeting need must be theoretically possible Knowledge must be available from basic science. Convert the scientific knowledge into practice in engineering and economic terms. Funding, skilled labor, time, space, and other resources must be available. Entrepreneurial initiative must identify and pull all the necessary elements together.

4. Assessing Organizational Needs for Technologies Internal Technology Audit Measure current technologies vis-à-vis emerging trends Determine if new technologies will advance competitive goals External Benchmarking Comparing organization’s technologies with other organizations Environmental scanning Identifying/monitoring sources of new technology for an industry

5. Relevant Criteria on which to Base Technology Decisions Anticipated market receptiveness In short run, new technology should have immediate, valuable application. In long run, technology must be able to satisfy market needs. Technological feasibility Economic viability Organizational suitability Anticipated Competency Development

6. Technology Acquisition Strategies

7. Technological Innovation Roles Chief Information Officer (CIO) or Chief Technology Officer (CTO) Information Technology Group Entrepreneur Technical Innovator Product Champion Executive Champion

8. Characteristics of Innovative Companies Source: Schermerhorn, Exploring Management, 2e

9. Experts Speak on Innovation A Refined View A Rogue View

10. Organizational Development Organizational development (OD) application of behavioral science knowledge to develop, improve, and reinforce strategies, structure, and processes that lead to organizational effectiveness . Four basic types of OD techniques: Strategic interventions Technostructural interventions Human resources management interventions Human processes intervention

11. What is Change All About? Thinking Out of the Box

12. Managing Change Shared leadership and change agents needed. Motivate people to change. Reasons for resistance to change: Inertia Timing Surprise Peer pressure Self-interest Misunderstanding Different assessments Management tactics

13. Three-Stage Change Management Model Source: Schermerhorn, Exploring Management, 2e

14. Approaches to Encourage Cooperation Education and communication Participation and involvement Facilitation and support Negotiation and rewards Manipulation and cooptation Explicit and implicit coercion Managers must lead change.

15. Leading Change

16. Be a Change Agent for Y ou! Go beyond your job description Share ideas and advice with others Offer opinions and respect those of others Conduct a skill inventory every few months Learn something new every week Engage on active thought and deliberate action Take calculated risks Recognize, research and pursue opportunity Differentiate yourself – be in it to win!

17. Wrap-up The Essence of Innovation – I have not failed. I’ve just found 10,000 ways that don’t work. -- Thomas Edison The Challenge of Change Almost everyone is more enthusiastic about change when [it’s] their idea, and less enthusiastic if they feel the change is being imposed on them. -- Maggie Bayless, managing partner, Zing Train

18. For Review Only

19. YOU should be able to L01: Summarize how to assess technology needs. L02: Identify the criteria on which to base technology decisions. L03: Evaluate key ways of acquiring new technologies. L04: Describe the elements of an innovative organization.

20. YOU should be able to L05: List characteristics of successful development projects. L06: Discuss what it takes to be world class. L07: Describe how to manage change effectively. L08: List tactics for creating a successful future.

22. Test your knowledge ______ tells whether there is a good financial incentive for “pulling off” a technological innovation. A) Technological feasibility B) Market receptiveness C) Economic viability D) Organizational suitability E) Competency development

23. Test your knowledge It was recently announced that the state university had agreed to develop (or try to develop) a new hybrid seed or northern climates. The company that has provided the funding for this project hopes to sell the hybrid in the former Soviet Union. The company seems to be attempting to acquire technology through: A) state funding. B) internal development. C) technology trading. D) licensing. E) contracted development.

24. Test your knowledge Identify and explain the elements of an innovative organization.

25. Test your knowledge Read the story on page 318 How does Nau carry out the two basic kinds of innovation—exploiting existing capabilities and exploring new knowledge? Creativity is part of the organizational culture at Nau. How might Chris Van Dyke and Mark Galbraith encourage employees to make the most of failures?

26. Test your knowledge The system-wide application of behavioral science to organizational effectiveness is called: A) organization development B) organization strategy C) organization systems D) leadership E) none of the above

27. Test your knowledge Describe the six specific approaches to enlisting cooperation in the change process. In what situations would each be used?

28. Three-Stage Change Management Model Unfreeze Realize current practices are inappropriate New behavior must be enacted Performance gap - the difference between actual performance and desired performance Move Institute the change Force-field analysis - an approach to implementing Lewin’s unfreezing/moving/freezing model, involving identifying the forces that prevent people from changing and those that will drive people toward change Refreeze Strengthen new behaviors that support the change