In chapter three, we are discussing the critical factors of management of technology.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter four technology life c...Motaz Agamawi
In chapter four of the course we are discussing the technology life cycle.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter five process of techno...Motaz Agamawi
In chapter five we are discussing the process of technology innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Technology and Innovation for Competitiveness WorkshopMotaz Agamawi
In this workshop, we are discussing the importance of technology and innovation for reaching competitiveness. Then competitiveness as the cornerstone for wealth creation both individuals and nations. Different concepts and techniques will be discussed and also framework will be stated.
Technology can be a strong Method of transforming Learning.and making aspects between knowledge and practical, reinventing our approaches to learning and collaboration reduces long-standing equity and accessibility gaps, and adopt learning experiences to meet the needs of a student or learner.
for more learning- https://technologymoon.com/technology-write-for-us/
Scientific discovery, Steps in scientific discovery process, Difference between science & technology, Impact of technology on national and organizational progress
Essential of Technology Entrep. & Innovation- Chapter four technology life c...Motaz Agamawi
In chapter four of the course we are discussing the technology life cycle.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter five process of techno...Motaz Agamawi
In chapter five we are discussing the process of technology innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Technology and Innovation for Competitiveness WorkshopMotaz Agamawi
In this workshop, we are discussing the importance of technology and innovation for reaching competitiveness. Then competitiveness as the cornerstone for wealth creation both individuals and nations. Different concepts and techniques will be discussed and also framework will be stated.
Technology can be a strong Method of transforming Learning.and making aspects between knowledge and practical, reinventing our approaches to learning and collaboration reduces long-standing equity and accessibility gaps, and adopt learning experiences to meet the needs of a student or learner.
for more learning- https://technologymoon.com/technology-write-for-us/
Scientific discovery, Steps in scientific discovery process, Difference between science & technology, Impact of technology on national and organizational progress
hi frndzz..This presentation is all abt impact of technology in business environment....
(Note : Dont go with text desription bcz some of the ppt r in .jpeg(pic) format)
Technological Environment - International Business - Manu Melwin Joymanumelwin
Technological change can have impact on the decisions taken by international business. Technological change can involve:
New process of production: new ways of doing things which rises productivity of factor inputs, as with use of robotics in car assembly techniques which has dramatically raised output per assembly line worker. For example around 80% of technological change has been process innovation.
New products: For example, online banking and many new financial services are direct result of advances in micro processor based technologies.
Open Innovation for the Digital Shift - A collection of case studies in the I...Alberto Minin
Based on 13 case studies of innovative ICT and ICT-enabled European companies, we describe how the implementation of Open Innovation Strategies (OIS) characterized the successful exploitation of technological innovation projects. We investigated 4 large companies and 9 SMEs.
In all our 13 cases, companies’ innovation strategies tended to be “open but controlled”. A strong balance was needed between openness (e.g. collaborative R&D, open business models and digital 2.0 business models) and control (clear appropriation strategies to ensure a “return on R&D investments”). Large companies can easily implement OIS because they are better positioned than SMEs to orchestrate research partnerships (e.g. setting the agenda of large consortia). These companies are more likely to approach OIS using Human Resources Management and to focus on long–term objectives. SMEs implement OIS by opening up their business model and benefit from relevant external knowledge needed to unlock the market potential of technology. SMEs participate in large R&D networks and engage in ecosystems to gain reputation, foster expertise exchange, and gather new skills. An OI culture and adequate appropriation strategies allow SMEs to successfully open their R&D processes without bearing rising search costs and without risking losing business-critical knowledge
We identified drivers and barriers for companies pursuing OIS in Europe. Drivers include EU consortia (cooperation and networking) and the building of communities and platforms to share assets that they can control (e.g. IP protected assets). Companies also faced barriers to OIS because their internal management struggled to balance internal R&D and external knowledge absorption. Some companies felt that European and national innovation systems did not provide sufficient institutional support and/or they felt that some rules and regulations prevented innovation.
Technological innovations are often described using dimensions such as “radical” versus “incremental.” Different types of innovation require different kinds of underlying knowledge and have different impacts on the industry’s competitors and customers. Four of the dimensions most commonly used to categorize innovations are described here: product versus process innovation, radical versus incremental, competence enhancing versus competence destroying, and architectural versus component.
Alberto Di Minin - Open Innovation 2.0 - Findings of JRC studyAlberto Minin
My presentation on findings of my recent study supported by JRC on Open Innovation across Europe, during the Open Innovation 2.0 Conference in Amsterdam. You can find the complete report of the study here: https://ec.europa.eu/jrc/en/publication/eur-scientific-and-technical-research-reports/case-studies-open-innovation-ict
Engineering Services or Product Engineering services is one of the fastest growing segments of Indian IT exports. It consist of services across mechanical, embedded, software and VLSI capabilities. It works on the product or product ecosystem of a technology company, accelerating time to market or enabling new technologies/features, or adding value in terms of R&D cost optimization.
hi frndzz..This presentation is all abt impact of technology in business environment....
(Note : Dont go with text desription bcz some of the ppt r in .jpeg(pic) format)
Technological Environment - International Business - Manu Melwin Joymanumelwin
Technological change can have impact on the decisions taken by international business. Technological change can involve:
New process of production: new ways of doing things which rises productivity of factor inputs, as with use of robotics in car assembly techniques which has dramatically raised output per assembly line worker. For example around 80% of technological change has been process innovation.
New products: For example, online banking and many new financial services are direct result of advances in micro processor based technologies.
Open Innovation for the Digital Shift - A collection of case studies in the I...Alberto Minin
Based on 13 case studies of innovative ICT and ICT-enabled European companies, we describe how the implementation of Open Innovation Strategies (OIS) characterized the successful exploitation of technological innovation projects. We investigated 4 large companies and 9 SMEs.
In all our 13 cases, companies’ innovation strategies tended to be “open but controlled”. A strong balance was needed between openness (e.g. collaborative R&D, open business models and digital 2.0 business models) and control (clear appropriation strategies to ensure a “return on R&D investments”). Large companies can easily implement OIS because they are better positioned than SMEs to orchestrate research partnerships (e.g. setting the agenda of large consortia). These companies are more likely to approach OIS using Human Resources Management and to focus on long–term objectives. SMEs implement OIS by opening up their business model and benefit from relevant external knowledge needed to unlock the market potential of technology. SMEs participate in large R&D networks and engage in ecosystems to gain reputation, foster expertise exchange, and gather new skills. An OI culture and adequate appropriation strategies allow SMEs to successfully open their R&D processes without bearing rising search costs and without risking losing business-critical knowledge
We identified drivers and barriers for companies pursuing OIS in Europe. Drivers include EU consortia (cooperation and networking) and the building of communities and platforms to share assets that they can control (e.g. IP protected assets). Companies also faced barriers to OIS because their internal management struggled to balance internal R&D and external knowledge absorption. Some companies felt that European and national innovation systems did not provide sufficient institutional support and/or they felt that some rules and regulations prevented innovation.
Technological innovations are often described using dimensions such as “radical” versus “incremental.” Different types of innovation require different kinds of underlying knowledge and have different impacts on the industry’s competitors and customers. Four of the dimensions most commonly used to categorize innovations are described here: product versus process innovation, radical versus incremental, competence enhancing versus competence destroying, and architectural versus component.
Alberto Di Minin - Open Innovation 2.0 - Findings of JRC studyAlberto Minin
My presentation on findings of my recent study supported by JRC on Open Innovation across Europe, during the Open Innovation 2.0 Conference in Amsterdam. You can find the complete report of the study here: https://ec.europa.eu/jrc/en/publication/eur-scientific-and-technical-research-reports/case-studies-open-innovation-ict
Engineering Services or Product Engineering services is one of the fastest growing segments of Indian IT exports. It consist of services across mechanical, embedded, software and VLSI capabilities. It works on the product or product ecosystem of a technology company, accelerating time to market or enabling new technologies/features, or adding value in terms of R&D cost optimization.
Profiting from innovation in the digital economy teece 2018James Cracknell
David Teece's 1986 seminal work' Profiting from Innovation' set out a framework highly relevant to trhe industrial age but not so specific to address the digital landscape of today. The 2018 version has just done that. These are notes and musings from reading the paper, extracting valuable insight into IP and appropriations that protect. IOt also addresses the issues of how we reward the inventor in a permiable society,
In the outsourcing territory, research and development (R&D) is considered the final frontier. That’s because R&D is seen as a source of...innovation – the mother of competitiveness, which is to be protected at any cost. As we all well know, from our business studies text books, core activities should never be outsourced.
An introductory presentation here for business students outlining the relationship between business strategy and technological environment. The role of technological change as an opportunity or threat is examined as are the drivers of innovation and the process of diffusion.
Innovation technology questions1 Explain how computer-aided de.docxjaggernaoma
Innovation technology questions
1 Explain how computer-aided design and flexible manufacturing technologies help create small niches in the market place. Provide an example to illustrate your answer
Answer: Computer-aided design and flexible manufacturing help create small niches in the marketplace by allowing firms to develop and produce a greater number of versions of their products. This means that companies can now tailor their offerings to small niches in the marketplace. For example, in 2012, Toyota offered 16 different passenger vehicle lines under the Toyota brand (e.g., Camry, Prius, Highlander, and Tundra). Within each of the vehicle lines, Toyota also offered several different models (e.g., Camry L, Camry LE, Camry SE) with different features and at different price points. Students’ answers will vary.
Page: 1
2At a retreat by the Cleveland City Council, community leaders held a discussion on attracting and developing new businesses and increasing employment rates in the city. One leader suggested that the city should consider sponsoring a business incubator. Explain what an incubator is and how this might help the city meet its goals. What other ideas should be considered
Answer: An incubator is an institution designed to nurture the development of new businesses that might otherwise lack access to funding or advice. It allows companies to share costs and resources until they can stand on their own. If an incubator were started in Salisbury, it would help new businesses to grow and prosper. These businesses could then move out to locations of their own and hire local residents as employees. The city would not have to offer tax breaks or compete with other cities for the location of existing companies, but would be growing their own businesses.
Page: 29-31
3 How can the s-curves be used as a prescriptive tool? What would be the limitations of this approach?
Answer: Managers can use the s-curve model as a tool for predicting when a technology will reach its limits and as a prescriptive guide for whether and when the firm should move to a new, more radical technology. Firms can use data on the investment and performance of their own technologies, or data on the overall industry investment in a technology and the average performance achieved by multiple producers. Managers could then use these curves to assess whether a technology appears to be approaching its limits or to identify new technologies that might be emerging on s-curves that will intersect the firm’s technology s-curve. Managers could then switch s-curves by acquiring or developing the new technology.
However, there are many limitations to doing this. First, it is rare that the true limits of a technology are known in advance, and there is often considerable disagreement among firms about what a technology’s limits will be. Second, the shape of a technology’s s-curve is not set in stone. Unexpected changes in the market, component technologies, or complementary techno.
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
With CES 2015 around the corner, brands are giving increased attention to emerging technology. But how are brands to decipher which technologies are important and which are not? Furthermore, how do they find value in them? Find out in our latest thought paper.
Indian IT, ITES industries have grown tremendously and today there are industries emerging that offer knowledge based services. The abundance of knowledge and the interest in global firms to tap the entrepreneurial capabilities in young entrepreneurs has resulted in an innovation culture emerging.
Similar to Essential of Technology Entrep. & Innovation- Chapter three critical factors in managing technology (20)
Technology and innovation for competitivenessMotaz Agamawi
Technology and Its Proper Management is What Creates Wealth for Nations, Enterprises and Individuals.
Competitiveness is no longer a matter of choice but a matter of survival in a global marketplace
Business Model Design, For a Competitive StartupMotaz Agamawi
We will go together through a journey on how we can build a competitive startup.
We are going to explore together the different stages we need to cover to reach a competitive startup.
Due to the available time of the workshop, we will not be able to go deeper, we will just try to identify what we need to do.
Our real Objective is how to reach Competitiveness. Through the Commercializing of technologies (ideas) which creates wealth for Individuals and Nations.
Nissan.com domain name case is very interesting and it includes many point of views and
different argument. In this paper, we are going to state the facts from each party point of view
including Nissan computer and Nissan Motors, in addition to general public point of view,
lawyer’s point of view an Internet Analysis for Nissan.com will be included and finally our
conclusion.
Since apple establishment in 1975
apple is changing the world as we
normally know. In this paper we are analysis Apple continues innovation practices including organization culture.
Essential of Technology Entrep. & Innovation-Chapter ten financing strategy ...Motaz Agamawi
In chapter ten, we are introducing the concepts of the financial strategy including the dept and equity alternatives.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter nine smart selling and ...Motaz Agamawi
In chapter nine, we are introducing the concepts of selling and customer relation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation-Chapter seven what is marketingMotaz Agamawi
In chapter seven, we are discussing the essential concepts of marketing.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter six creating business ...Motaz Agamawi
In chapter six, we are introducing the concepts of how to create business from opportunities.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter two entrepreneurship a...Motaz Agamawi
In chapter two we are discussing the relation between entrepreneurship and innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep & Innovation- Chapter one introduction to entr...Motaz Agamawi
In chapter one we cover the basic definitions about entrepreneurship.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep. & Innovation- Chapter eight developing the r...Motaz Agamawi
In chapter right of the course, we discuss the marketing mix.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
Essential of Technology Entrep & Innovation- Course introductionMotaz Agamawi
This is the introduction presentation of my course, the essential of Technology entrepreneurship and innovation.
This course provide the students with a conceptual knowledge regarding the essentials for management practices of a technology-based organization, and the evolution of technology. The topics covered in this course would include: • Introduction to the concept of entrepreneurship. • What entrepreneurs do and their importance to economy • How to seize business opportunity; • Know the process of creativity and difference between invention and innovation • Know how innovation is important as a dimension of entrepreneurship • Critical factors in managing technology; including • The Time Factor (Osborn effect) • Technology Push and Market Pull • The S-Curve of Technology • Technology and Product Life Cycle • The Chain Equation of Technology Innovation • Price Knowledge Gape Relation • Difference between Entrepreneurship and Stewardship Management • Difference between technology leader and followers • Competition and Competitiveness Concepts. • The process of the technological innovation; • Who are the customers; and • How to optimize cost and find finance for your projects • Demonstrate the importance of business plan, including the marketing and financial plans and how to prepare it. • Know the structure and management of a technology organization
In this paper, we have provided a critique for Nokia 2011 corporate strategy. In order to complete our strategy critique we have covered the following; the history of Nokia, its market share, the ecosystem and operating systems. Then stated the current strategy pillars, vision and mission, nokia and microsoft alliance and then we provided a brief about Nokia new CEO, Stephen Elop.
Then we gone through our strategy critique for the current strategy, microsoft alliance and we then concluded with our alternative suggested strategy.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
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In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
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The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
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https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
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Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
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LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
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PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
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- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
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1. Insights into SAP testing best practices
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4. Demo
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Orchestrator execution result
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UiPath Test Automation using UiPath Test Suite series, part 4
Essential of Technology Entrep. & Innovation- Chapter three critical factors in managing technology
1. CS443 Course
Introduction To Entrepreneurship
p p
Spring 2009, Modern Science & Arts University
Chapter Three: Critical Factors in Managing Technology
Instructor:
Al-Motaz Bellah Alaa Al-Agamawi
Chapter Source, “chapter three: critical factors in managing technology” from “customized
management of technology” book, by Tarek Khalil, 2000, McGraw-Hill Companies, Inc.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
2. Technology and Creativity
2
Technology is an Expression of human Creativity.
Managing Technology involves continuous effort in creating Technology,
developing novel products and services, and successfully marketing them.
This requires great creativity along with a system designed to exploit them.
It also requires an investment in Research and Development-R&D.
R&D is a costly endeavor. It is a risky investment and therefore needs to b well
i tl d i ik i t t d th f d t be ll
managed.
It is an investment in the future that can not be neglected, nor can its value be
underestimated.
Technology creation and exploitation require a chain of events, starting with
inventions and end at the market place.
ve o s a d e d a e a e p ace.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
3. The Link Between Science and Technology
3
May never be developed
into marketable products Invention
Has No Instantaneous Scientific Innovation Adopting Invention
commercial value Discovery
Market Buying or ignoring the
Place innovation
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
4. The Link Between Science and Technology (Cont.)
4
Scientific Knowledge focus on natural phenomena is neutral on the question of
how this knowledge may be used.
Historically Speaking scientific knowledge and technology progressed slowly until
Speaking,
very recently. Only when science and technology started to interact and enforce
one another did the real explosion in knowledge and technology development.
When we discuss science we mention scientific discoveries
But when we talk about technology, we mention technology innovation
gy, gy
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
5. Types of Innovation
5
Radical/Revolutionary:
/ y
Radical breakthrough innovations are usually based on an invention.
They change or create new industries.
firm.
They are relatively rare and typically start outside the boundaries of a firm
When they are developed within the boundaries of a firm, they signify the
introduction of something that is not only new to the organization but drastically
different from its existing practice.
Example:
Invenstion as the transistor, which was invented in Bell Laboratories, was
, ,
the starting point of phoniminal development in the electronics industry.
Development of xeography by Carlson triggered radical innovation in
the photocopying industry and created a market of more than 20 Billion
USD.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
6. Types of Innovation (Cont.)
6
Incremental/Evolutionary:
/ y
These are small but important improvements in a product, process or service.
They are relatively common and are created within the firm of an industry.
marketplace.
They help companies maintain a competitive position in the marketplace
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
7. Creativity and Innovation
7
Innovation is associated with the creation of value or the satisfaction of a
customer need.
Creativity is the engine of innovation.
The essence of creativity is combining two or more ideas to arrive at an entirely
new one.
For Example, Henry Ford assembly line was based on combining the production of
standardized parts, as a concept that had been introduced a century earlier, with
the idea of bringing the parts to the worker rather than moving the worker to the
parts.
p
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
8. Bringing Innovation to Markets
8
There are time lags between the different stages of the innovation cycle’s
g g y
sequence of events- science, invention, innnovation and market.
The manipulation of these time spans is an important and effective competitive
weapon.
weapon
Good Example:
Microsoft: Strategy of licensing its DOS operating system for use by many
computer companies and then making its Windows 95 program available on
each PC, thus creating customer commitment to the product. The profit Microsoft
makes on each unit of software is minimal, however, the market p
, , penetration
permits the cornering of the software market for many years.
Apple Computer company on the other hand, kept its Macintosh user friendly
operating system software proprietary for many years and refused to license it
to other PC makers.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
9. Apple Macintosh Launch Event- Video
9
http://www.youtube.com/watch?v=lSiQA6KKyJo&feature=related
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
10. Technology Price Relationship
10
When an entity such as a company has a technological advantage, it is able to
y p y g g ,
command a premium price for its technology.
The magnitude of this premium is dependent on the value of technology to
customers.
customers
If the knowledge gap between the company (as the owner of technology) and the
customer is high, the owner can command a high price.
As the customer gain experience with the technology, the knowledge gap shrink.
The value of the technology, as well as the commanded price, will decline and
eventually vanish.
y
Strategies for and appropriate rates of technology diffusion should be based on
exploiting the price advantage of the difference in knowledge.
One approach is to continue building a technological lead over time
time.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
11. Technology Gap/Price Relation
11
echnolog Knowledge
Own
Price
Knowledge
gy
GAP Customer
Knowledge
Te
Technology Gap Time or Diffusion
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
12. The Timing Factor
12
One of the factors of vital concerns in proper management of technology is the
p p g gy
timely creation and introduction of technology into the marketplace.
Equally important is the timing of the introduction of follow-up technology that will
performance.
improve performance
Continuous improvement of products and the production capabilities of the
corporation are vital for the firm’s health and survival.
“Timely” is the key word in this discussion.
Action must be taken at the right time if an enterprise is to succeed in a
competitive marketplace.
p p
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
13. Osborn Computer Company- Case Study
13
The Osborne Computer Corporation (OCC) was
founded by Adam Osborne in 1980 based on a
product of not just personal computers but portable
computers. Adam Osborne asked Lee Felsenstein to
deve op s portable co pu e w
develop his po ab e computer with the result being
e esu be g
the Osborne 1.
The Osborne 1 featured a 5 inch (127 mm) 52-
column display (this size of Screen only allows 60
printed columns instead of the 80 commonly used by
people migrating from punch card mainframes), two
floppy-disk drives, a Z80 microprocessor, 64k of RAM.
Osborne struggled under heavy competition. K
Ob l d d h Kaypro
Computer offered portables that, like the Osborne 1,
ran CP/M and included a software bundle, but
Kaypro offered larger 9 inch (229 mm) screens
(supporting 80 columns).
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
14. Osborn Computer Company- Case Study
14
In 1983, the inventor Adam Osborne pre-announced several next-generation
, p g
computer models (the "Executive" and "Vixen" models) which had not yet been built,
highlighting the fact that they would outperform the existing model. According to
the myth sales of the Osborne 1 immediately plummeted as customers opted to
myth,
wait for these improved systems; this caused an attendant drop in cash flow and
thus profits, and a few months later the company became bankrupt.
Osborn shipped his first computer in July 1981. In two months the company had
its first $1 Million in sales, and by the second year its net revenues reached $100
$ , y y $
million. Six months later the company was bankrupt.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
15. The Vision to Change Strategy
15
When a company has a strong market and its revenues are good, management
p y g g , g
tends to lose sight of environmental changes that may affect the company’s
competitive position and sometimes even its survival.
day-to-day
It is very common for managers to be drawn into the routine day to day problems
of running a business.
This can make them lose their vision for change and enthusiasm for innovation.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
16. Managing Change
16
The only thing certain is change.
y g g
The tasks associated with generating new ideas, creating new products, controlling
production, and dealing with a new breed of competitors and demanding customers
are some of the challenges faced by today’s managers.
today s managers
The key issue for management in the current environment is how to utilize the
existing capabilities of the organization to take advantage of the possibilities.
The solution lies in creating a flexible, highly competitive organization capable of
coping with the state of the external world.
Whether it involves technologies, markets, suppliers, or competitors, successful
g , , pp , p ,
managers of technology must be able to recognize and react to external change as
early as possible.
Survival is at risk if a company cannot forecast or foresee the changes in the
external environment.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
17. Leaders Versus Followers
17
Winners are those who can bring technology to the market. In terms of
g gy
technological innovation, a firm can be one of three types:
Leader: A Leader is a firm that is the first to market an innovation.
Follower: This firm misses the initial wave of capitalization on the technology
but recognizes the technology’s impact on its business. Such firm follow closely
behind the leader. They may be able to catch up or surpass the leader if they
can capitalize on their strength.
Laggards: This type of firms realize a potential for profit on technology but
seldom influences technology’s use. Laggards engage in “me-too” behavior,
gy gg g g ,
according to Holt (1990). Often, their survival may depend on adopting new
technology.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
18. The Advantages of being a Leader in Innovation
18
Name Recognition: The names of leaders with innovative products come to be
g p
well known by the public (Kleenex instead of tissue, Xerox instead of photocopy).
Better Market Position: Being first to market gives a firm an opportunity to
share.
capture a large market share
A chance to define industry standards.
A Head start on the learning curve.
Protective Barriers: By Patents and other means.
High Profits: By Establishing a technology gaps between their products and their
customers and competitors.
p
Delayed Customer Switching: Leaders establish special relation with their
customers. Brand Royalty and cost of switching.
Favorable response by outsiders: leaders have better potential for getting
support from government, VC and other industries interested in their innovation.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
19. The Disadvantages of being a Leader in Innovation
19
The leader assumes the large cost associated with research, prototype, testing
g ,p yp , g
and overall development.
The leader must be able to sustain the lead. There are cost associate with
technology.
updating the technology
The initial investment in design, tooling, and production may create difficulty in
reversing the course of action should a competitor introduce a better technology or
an improved design.
There is a market uncertainty associated with the introduction of new technology.
It is difficult to predict demand and to set an optimal price.
p p p
The leader is a target for competition.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
20. Chapter Assignment…
Assignment Deadline: Next W k lecture.
A i t D dli N t Week l t
20
Class will be divided into three groups each group will take one of the following (note each group
will have only 15 min to demonstrate its presentation):
Microsoft, Apple, IBM
Through Searching the internet, prepare a presentation about one of the above companies from the
development of the PC perspective…
Illustrate company History overview
Quick overview about Personal Computer Market at this early time.
Describe company PC strategy and describe if company was a leader or a follower in PC
p y gy p y
market (with justifications)
How company managed the competition and what was its main competitive edge.
Include company time line with the PC since early eights and until today, in brief.
Describe your own perception about the following;
what if the company had not entered the PC race, and the effect of this on the
PC/information technology markets.
Include all your references and source of information.
Include as much graph, diagrams and video as possible.
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
21. Extra Resources …
21
For Microsoft, Apple and Osborne:
http://www.youtube.com/watch?v=fUYy-y0Fyag&feature=related
http://www.youtube.com/watch?v=uQV2m2pafaw&feature=related
// /
http://www.youtube.com/watch?v=oIwz6Amffb8
http://www.youtube.com/watch?v=lSiQA6KKyJo&feature=related
http://en.wikipedia.org/wiki/Osborne_Computer_Corporation
// / /
http://en.wikipedia.org/wiki/Osborne_Effect#The_Osborne_Myth
http://freepages.genealogy.rootsweb.ancestry.com/~tlosborne/Osborne/Osbornehist
ory/Adamosborne/adamosborne.htm
http://www.intosaiitaudit.org/intoit_articles/18p63top63.pdf
http://entrepreneurs.about.com/od/famousentrepreneurs/p/adamosborne.htm
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi
22. Nice to See…
22
Bill Gates and Steve Jobs interview:
http://www.youtube.com/watch?v=_5Z7eal4uXI&feature=related
http://www.youtube.com/watch?v=lK_HThS8DZo&feature=related
// /
http://www.youtube.com/watch?v=Scf6dV4FSf8&feature=related
http://www.youtube.com/watch?v=cCvLTlQWT6A&feature=related
Critical Factors in Managing Technology Chapter 3 By: Motaz Al-Agamawi