Management of Technological Innovation 3rd Edition Ch10 Organizing for Innova...InnovationManagement
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
The new role of industrial engineering in a flat worldPablo Santana
The document discusses how the role of industrial engineering has changed in recent decades due to factors like globalization, mass customization, and accelerated product development. Traditional industrial engineering focused on areas like process improvement and facility layout, but now must also address new technologies, business models, and applying concepts like lean management and theory of constraints across more areas. Additionally, innovation and creating new customer value are increasingly important, going beyond just optimizing existing processes. The role of industrial engineers is shifting from pure optimization to also enabling innovation through concepts like systematic innovation and managing knowledge across the organization.
Sony Ericsson Mobile Communications is a global provider of mobile multimedia devices, including feature-rich phones, accessories and PC cards. The products combine powerful technology with innovative applications for mobile imaging, music, communications and entertainment. CA-Clarity was chosen as the core product for their "Project Execution and Resource Levelling" programme, also known as PEaRL
This document outlines an approach to improving organizational innovation called Organizational Design for Innovation (ODI). ODI applies principles of creative problem solving to assess an organization's current innovation capabilities, design improvements, and mobilize changes. The three phases of ODI - Assess, Design, and Mobilize - correspond to the three phases of the creative problem solving framework. ODI involves analyzing innovation processes and culture, identifying gaps through stakeholder interviews, researching best practices, and developing new roles, structures, and transition plans to close gaps and achieve innovation goals.
This document discusses the evolving role of industrial engineering (IE) in helping organizations achieve excellence. It notes that while the basic goals of IE around productivity, quality and responsiveness remain the same, the methods and areas of implementation have changed. IE now focuses on new approaches like ERP, CRM and analytics to optimize systems and processes. It also discusses key domains of excellence like customer value, strategic focus and process excellence that IE can help organizations improve through methods analysis, work design and incentivizing employees while considering customers. The role of IE is seen as vital in helping organizations transform and excel in today's volatile, uncertain environment.
Based on the information provided, Peter Löscher's project to lead the evolution of Siemens following the scandals can be considered a success. He was able to restructure the organization, improve culture and compliance, and get the business back to growth while positioning it for long term competitiveness and sustainability.
The early stages of innovation can be challenging. But Booz & Company’s annual study of R&D spending
reveals that successful innovators bring clarity to a process often described as fuzzy and vague.
This document proposes a model for structuring innovation within companies. It summarizes research on how companies approach innovation and highlights some key insights. The model suggests that companies structure innovation around the phases of identification, development and commercialization, as the skill sets needed for each differ. It also recommends separating radical and incremental innovation efforts, as the sources and risks involved are very different. Establishing spin off or isolated groups may help identify disruptive innovations that challenge a company's existing competencies.
Management of Technological Innovation 3rd Edition Ch10 Organizing for Innova...InnovationManagement
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
The new role of industrial engineering in a flat worldPablo Santana
The document discusses how the role of industrial engineering has changed in recent decades due to factors like globalization, mass customization, and accelerated product development. Traditional industrial engineering focused on areas like process improvement and facility layout, but now must also address new technologies, business models, and applying concepts like lean management and theory of constraints across more areas. Additionally, innovation and creating new customer value are increasingly important, going beyond just optimizing existing processes. The role of industrial engineers is shifting from pure optimization to also enabling innovation through concepts like systematic innovation and managing knowledge across the organization.
Sony Ericsson Mobile Communications is a global provider of mobile multimedia devices, including feature-rich phones, accessories and PC cards. The products combine powerful technology with innovative applications for mobile imaging, music, communications and entertainment. CA-Clarity was chosen as the core product for their "Project Execution and Resource Levelling" programme, also known as PEaRL
This document outlines an approach to improving organizational innovation called Organizational Design for Innovation (ODI). ODI applies principles of creative problem solving to assess an organization's current innovation capabilities, design improvements, and mobilize changes. The three phases of ODI - Assess, Design, and Mobilize - correspond to the three phases of the creative problem solving framework. ODI involves analyzing innovation processes and culture, identifying gaps through stakeholder interviews, researching best practices, and developing new roles, structures, and transition plans to close gaps and achieve innovation goals.
This document discusses the evolving role of industrial engineering (IE) in helping organizations achieve excellence. It notes that while the basic goals of IE around productivity, quality and responsiveness remain the same, the methods and areas of implementation have changed. IE now focuses on new approaches like ERP, CRM and analytics to optimize systems and processes. It also discusses key domains of excellence like customer value, strategic focus and process excellence that IE can help organizations improve through methods analysis, work design and incentivizing employees while considering customers. The role of IE is seen as vital in helping organizations transform and excel in today's volatile, uncertain environment.
Based on the information provided, Peter Löscher's project to lead the evolution of Siemens following the scandals can be considered a success. He was able to restructure the organization, improve culture and compliance, and get the business back to growth while positioning it for long term competitiveness and sustainability.
The early stages of innovation can be challenging. But Booz & Company’s annual study of R&D spending
reveals that successful innovators bring clarity to a process often described as fuzzy and vague.
This document proposes a model for structuring innovation within companies. It summarizes research on how companies approach innovation and highlights some key insights. The model suggests that companies structure innovation around the phases of identification, development and commercialization, as the skill sets needed for each differ. It also recommends separating radical and incremental innovation efforts, as the sources and risks involved are very different. Establishing spin off or isolated groups may help identify disruptive innovations that challenge a company's existing competencies.
The document announces an upcoming two-day training course on engineering leadership and project management skills. It will be led by Gary Hinkle, an experienced R&D leadership trainer, and held on May 30-31, 2012 in Shanghai. The course aims to teach engineers and technical professionals skills for leading projects, driving innovation, and influencing others. Topics will include the differences between leadership and management, developing leadership abilities, effective communication and team management.
This document provides an overview of a thesis examining the dynamic capabilities that led to successful mergers and acquisitions at Acer and Lenovo. The thesis aims to develop a model for successful M&A by understanding how firms link dynamic capabilities during integration. It will conduct case studies of Acer and Lenovo's M&A practices and examine how they developed and managed dynamic capabilities through organizational learning. The document outlines the research motivation and questions, literature review topics, conceptual lens, research method involving interviews and case studies, and plans for data analysis and theory generation.
PDC 2008 Toward participatory organizations.Peter Jones
Presentation for paper: Socialization of practice in a process world: Toward participatory organizations. In Proceedings of Participatory Design Conference 2008, Indiana University, Oct 1-4 2008.
A study on the impact of implementation of (2)Jessica Allison
This document outlines a study on the impact of implementing total quality management (TQM) in a Malaysian engineering firm. The study aims to examine the feasibility and effects of implementing various TQM soft factors, including process improvement, employee empowerment, and committed leadership. It also seeks to identify the top and least implemented soft factors. The researcher proposes a framework to evaluate the correlation between TQM implementation levels and company productivity measures.
This document provides an overview of the Center for Innovation Management Studies (CIMS), a global research center focused on innovation management. Some key points:
- CIMS was founded in 1984 and is based at NC State University. It includes around 100 subject matter experts and conducts research to develop tools and frameworks to help companies better manage innovation.
- CIMS' main framework is the Innovation Management Maturity Assessment (IMMA), which assesses companies' innovation management capabilities across 5 levels of maturity. It addresses areas like idea management, organization/culture, and more.
- CIMS has worked with over 70 companies using the IMMA. It provides a "heat map" output to visualize strengths and weaknesses.
Leading Innovation: Insights From the Real World AchieveGlobal
This research was conducted with leaders from organizations with a proven track record of innovation success. The report sheds light on the critical issues surrounding innovation and the implications for organizations.
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
Management of Technological Innovation 3rd Edition Ch12 管理新產品開發團隊 InnovationManagement
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
Management of Technological Innovation 3rd Edition Ch2 創新的來源InnovationManagement
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
Technology strategy is shaped by a firm's technological capabilities and competencies, which are developed through enacting the strategy. The document outlines a framework for technology strategy with four stances: competitive strategy, value chain, resources commitment, and management. It also discusses how technological capability, competence, substance of strategy, and enactment are interrelated in developing and implementing an effective technology strategy.
Mobilink and Warid will merge into a single company with Mobilink acquiring 100% of Warid. Dhabi Group will receive 15% stakes in Mobilink. The merger will create strategic, managerial, and financial benefits including cost synergies valued at $500 million. The combined company will have over 80% population coverage, nearly 5,000 3G/4G sites, and pro forma annual revenues of $1.36 billion.
Honda had a record of developing environmentally-friendly vehicles and manufacturing processes. It introduced its first hybrid electric vehicle (HEV) in Japan in 1997. HEVs increase fuel efficiency and decrease emissions without needing to be plugged in. Honda chose a different hybrid engine design than Toyota. It did not collaborate or license its technology, wanting to maintain independence. However, Toyota engaged in both and sold almost three times as many HEVs. Honda was also developing fuel-cell vehicles, though they would take longer to commercialize.
This document discusses competitiveness, strategy, and productivity. It defines key terms like strategy, tactics, and productivity. Strategy is important for competitiveness and involves setting goals and plans to achieve an organization's mission. Operations strategy must be linked to overall organizational strategy. Time-based and quality strategies are discussed. Productivity is defined as a ratio of outputs to inputs and can be improved through methods like developing measures, determining bottlenecks, and setting reasonable goals.
Building successful joint ventures requires careful planning and execution during the launch phase. Common mistakes include lack of commitment of resources, strategic conflicts between partners, and missed operational synergies. Key challenges are creating strategic alignment between partners, establishing an effective joint governance system, managing economic interdependencies, building a high-performing organization, and putting together a capable management team. Attention to details like goals, resources, controls, and communication are critical to address these challenges and get the joint venture off to a strong start.
This document discusses joint ventures, including their definition, advantages, disadvantages, and key steps in forming one. Some key points:
- A joint venture is a contractual agreement between two or more parties to undertake a specific business venture, sharing profits, losses, resources, and control.
- Advantages include entering new markets, accessing additional resources, and reducing risks. Disadvantages include the challenges of setting up the partnership and potential cultural/management clashes.
- Forming a joint venture involves planning, partner selection, feasibility studies, and legal incorporation. Critical success factors include good communication, shared goals, and dedication to the partnership's long-term success.
Franchising is a business model where a parent company allows entrepreneurs to use its strategies, trademarks, and system in exchange for an initial fee and royalties. The parent company provides support including advertising and training. It is a cheaper way for the parent company to expand than opening its own stores. The franchising business model consists of franchisors who license their brand and franchisees who operate locations using the franchisor's system.
There are two main types of production systems: continuous and intermittent. Continuous systems produce standardized outputs in large volumes and have dedicated machinery. They require unskilled labor and mechanized material handling. Intermittent systems produce a variety of outputs in smaller batches and require changing machine setups. They employ skilled labor and less mechanized material handling. Continuous systems include flow and mass production, while intermittent systems are batch, job order, and project based production.
Ch03 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational environments and how organizations manage uncertainty. It defines the specific and general environments and factors like complexity, dynamism, and richness that cause uncertainty. Organizations use strategies like developing reputations, co-optation, strategic alliances, and mergers to manage dependencies with other organizations for resources. Transaction cost theory also explains how organizations minimize costs of exchanging resources externally through various linkage mechanisms or internally.
Ch02 - Organisation theory design and change gareth jonesAnkit Kesri
This document discusses stakeholders in organizations and their relationships with managers. It defines stakeholders as anyone with an interest in an organization, separating them into inside stakeholders like managers and employees, and outside stakeholders like customers, suppliers, and the government. It describes how managers must balance competing stakeholder goals and allocate resources to satisfy their various interests. The CEO plays a key role in setting goals and strategy to influence organizational effectiveness for stakeholders. Agency theory is also introduced to explain conflicts that can arise between shareholders and top managers.
Ch01 - Organisation theory design and change gareth jonesAnkit Kesri
Organizations exist to create value by bringing together people and resources to produce goods and services. They do this through three stages: input, conversion, and output. Organizations exist for five major reasons: to increase specialization, use large-scale technology, manage the external environment, exert power and control, and economize on transaction costs. Organizational effectiveness is important because it allows organizations to maximize value creation and perform well through approaches like control, innovation, and efficiency. Managers measure effectiveness using goals like the mission, official goals, and operative goals.
The document announces an upcoming two-day training course on engineering leadership and project management skills. It will be led by Gary Hinkle, an experienced R&D leadership trainer, and held on May 30-31, 2012 in Shanghai. The course aims to teach engineers and technical professionals skills for leading projects, driving innovation, and influencing others. Topics will include the differences between leadership and management, developing leadership abilities, effective communication and team management.
This document provides an overview of a thesis examining the dynamic capabilities that led to successful mergers and acquisitions at Acer and Lenovo. The thesis aims to develop a model for successful M&A by understanding how firms link dynamic capabilities during integration. It will conduct case studies of Acer and Lenovo's M&A practices and examine how they developed and managed dynamic capabilities through organizational learning. The document outlines the research motivation and questions, literature review topics, conceptual lens, research method involving interviews and case studies, and plans for data analysis and theory generation.
PDC 2008 Toward participatory organizations.Peter Jones
Presentation for paper: Socialization of practice in a process world: Toward participatory organizations. In Proceedings of Participatory Design Conference 2008, Indiana University, Oct 1-4 2008.
A study on the impact of implementation of (2)Jessica Allison
This document outlines a study on the impact of implementing total quality management (TQM) in a Malaysian engineering firm. The study aims to examine the feasibility and effects of implementing various TQM soft factors, including process improvement, employee empowerment, and committed leadership. It also seeks to identify the top and least implemented soft factors. The researcher proposes a framework to evaluate the correlation between TQM implementation levels and company productivity measures.
This document provides an overview of the Center for Innovation Management Studies (CIMS), a global research center focused on innovation management. Some key points:
- CIMS was founded in 1984 and is based at NC State University. It includes around 100 subject matter experts and conducts research to develop tools and frameworks to help companies better manage innovation.
- CIMS' main framework is the Innovation Management Maturity Assessment (IMMA), which assesses companies' innovation management capabilities across 5 levels of maturity. It addresses areas like idea management, organization/culture, and more.
- CIMS has worked with over 70 companies using the IMMA. It provides a "heat map" output to visualize strengths and weaknesses.
Leading Innovation: Insights From the Real World AchieveGlobal
This research was conducted with leaders from organizations with a proven track record of innovation success. The report sheds light on the critical issues surrounding innovation and the implications for organizations.
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
Management of Technological Innovation 3rd Edition Ch12 管理新產品開發團隊 InnovationManagement
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
Management of Technological Innovation 3rd Edition Ch2 創新的來源InnovationManagement
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
The presentation is about Technology Strategy - Pattern of Innovation in Chapter-3, schilling (text Book). Was done by my group mates and reflects some topics with examples.
Technology strategy is shaped by a firm's technological capabilities and competencies, which are developed through enacting the strategy. The document outlines a framework for technology strategy with four stances: competitive strategy, value chain, resources commitment, and management. It also discusses how technological capability, competence, substance of strategy, and enactment are interrelated in developing and implementing an effective technology strategy.
Mobilink and Warid will merge into a single company with Mobilink acquiring 100% of Warid. Dhabi Group will receive 15% stakes in Mobilink. The merger will create strategic, managerial, and financial benefits including cost synergies valued at $500 million. The combined company will have over 80% population coverage, nearly 5,000 3G/4G sites, and pro forma annual revenues of $1.36 billion.
Honda had a record of developing environmentally-friendly vehicles and manufacturing processes. It introduced its first hybrid electric vehicle (HEV) in Japan in 1997. HEVs increase fuel efficiency and decrease emissions without needing to be plugged in. Honda chose a different hybrid engine design than Toyota. It did not collaborate or license its technology, wanting to maintain independence. However, Toyota engaged in both and sold almost three times as many HEVs. Honda was also developing fuel-cell vehicles, though they would take longer to commercialize.
This document discusses competitiveness, strategy, and productivity. It defines key terms like strategy, tactics, and productivity. Strategy is important for competitiveness and involves setting goals and plans to achieve an organization's mission. Operations strategy must be linked to overall organizational strategy. Time-based and quality strategies are discussed. Productivity is defined as a ratio of outputs to inputs and can be improved through methods like developing measures, determining bottlenecks, and setting reasonable goals.
Building successful joint ventures requires careful planning and execution during the launch phase. Common mistakes include lack of commitment of resources, strategic conflicts between partners, and missed operational synergies. Key challenges are creating strategic alignment between partners, establishing an effective joint governance system, managing economic interdependencies, building a high-performing organization, and putting together a capable management team. Attention to details like goals, resources, controls, and communication are critical to address these challenges and get the joint venture off to a strong start.
This document discusses joint ventures, including their definition, advantages, disadvantages, and key steps in forming one. Some key points:
- A joint venture is a contractual agreement between two or more parties to undertake a specific business venture, sharing profits, losses, resources, and control.
- Advantages include entering new markets, accessing additional resources, and reducing risks. Disadvantages include the challenges of setting up the partnership and potential cultural/management clashes.
- Forming a joint venture involves planning, partner selection, feasibility studies, and legal incorporation. Critical success factors include good communication, shared goals, and dedication to the partnership's long-term success.
Franchising is a business model where a parent company allows entrepreneurs to use its strategies, trademarks, and system in exchange for an initial fee and royalties. The parent company provides support including advertising and training. It is a cheaper way for the parent company to expand than opening its own stores. The franchising business model consists of franchisors who license their brand and franchisees who operate locations using the franchisor's system.
There are two main types of production systems: continuous and intermittent. Continuous systems produce standardized outputs in large volumes and have dedicated machinery. They require unskilled labor and mechanized material handling. Intermittent systems produce a variety of outputs in smaller batches and require changing machine setups. They employ skilled labor and less mechanized material handling. Continuous systems include flow and mass production, while intermittent systems are batch, job order, and project based production.
Ch03 - Organisation theory design and change gareth jonesAnkit Kesri
The document discusses organizational environments and how organizations manage uncertainty. It defines the specific and general environments and factors like complexity, dynamism, and richness that cause uncertainty. Organizations use strategies like developing reputations, co-optation, strategic alliances, and mergers to manage dependencies with other organizations for resources. Transaction cost theory also explains how organizations minimize costs of exchanging resources externally through various linkage mechanisms or internally.
Ch02 - Organisation theory design and change gareth jonesAnkit Kesri
This document discusses stakeholders in organizations and their relationships with managers. It defines stakeholders as anyone with an interest in an organization, separating them into inside stakeholders like managers and employees, and outside stakeholders like customers, suppliers, and the government. It describes how managers must balance competing stakeholder goals and allocate resources to satisfy their various interests. The CEO plays a key role in setting goals and strategy to influence organizational effectiveness for stakeholders. Agency theory is also introduced to explain conflicts that can arise between shareholders and top managers.
Ch01 - Organisation theory design and change gareth jonesAnkit Kesri
Organizations exist to create value by bringing together people and resources to produce goods and services. They do this through three stages: input, conversion, and output. Organizations exist for five major reasons: to increase specialization, use large-scale technology, manage the external environment, exert power and control, and economize on transaction costs. Organizational effectiveness is important because it allows organizations to maximize value creation and perform well through approaches like control, innovation, and efficiency. Managers measure effectiveness using goals like the mission, official goals, and operative goals.
There are two basic types of production systems: flow processes and intermittent processes. Flow processes include mass production and assembly production, which use standardized methods and machines to produce large volumes of standardized items continuously. Intermittent processes include job production, batch production, and project production, which are used to produce smaller volumes of varied products on a start-and-stop basis. Continuous production processes are also flow processes that run for long periods without stopping to produce high volumes of uniform outputs.
The document discusses various aspects of production systems including their characteristics, inputs, outputs, controls, product design process, and process planning. It describes production systems as manufacturing subsystems that design, produce, distribute, and service products. They have specialized functions at different levels and need renovation over time to adapt to changes. The key aspects covered are input-output relationships, types of control like feedback and forward control, objectives and importance of product design, steps in the design process, factors affecting process design decisions, types of process designs, and major process decisions around process choice, vertical integration, resource flexibility, customer involvement, and capital intensity.
1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization.
2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage.
3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.
The document discusses different types of production processes. There are four main types: job shop production, batch production, mass production, and continuous/flow production. Job shop production involves unique custom products in low volumes. Batch production groups similar products into batches. Mass production focuses on high volumes of standardized products. Continuous production involves a linear and automated process with no backtracking.
The document summarizes a research paper that examines the dynamics of technological change and evolution. It discusses how previous literature has viewed technological progress as following an S-shaped curve. However, the paper aims to test this assumption by studying 14 technologies across 4 markets. It develops hypotheses about the shape of technological progress curves, how competing technologies transition, and when performance intersects. The introduction outlines key questions around how technologies evolve, compete and are adopted.
The document summarizes a research paper that examines the dynamics of technological change and evolution. It discusses how previous literature has viewed technological progress as following an S-shaped curve. However, the paper aims to test this assumption by studying 14 technologies across 4 markets. It develops hypotheses about the shape of technological progress curves, how competing technologies transition, and when performance intersects. The introduction outlines key questions around how technologies evolve, compete and are adopted.
How to give your business model a successful makeoverZane Smilga
This document discusses how to successfully redesign a business model. It provides 10 rules for a successful business model makeover: 1) Think of the business model as a system; 2) Consider the business environment; 3) Challenge every aspect of the existing business model; 4) Use industry examples and triggers for new ideas; 5) Generate multiple business model options; 6) Envision future scenarios; 7) Visualize new business model ideas; 8) Check assumptions through testing; 9) Consider implementation options; and 10) Be prepared for change. The document emphasizes that incremental changes are no longer sufficient and that redesigning the entire business model system is needed to manage increasing business complexity.
The document discusses challenges and opportunities for successful innovation through the use of information systems and technology, providing examples of how organizations have maximized their innovation investments, expertise, and data through various initiatives. It also examines factors that contribute to successful innovation, such as clear sponsorship, diversity, engagement, and alignment of IT and business strategies. The document advocates using a portfolio approach to assess opportunities and prioritize initiatives to improve realization of benefits from innovation investments.
IMT Lecture: Transfer of Technology from.R+D MM-Biztel-29Jul09Djadja Sardjana
The document discusses technology transfer from research and development. It defines technology transfer as the process of sharing skills, knowledge, technologies and facilities between organizations to allow for wider use and development of technologies. It provides examples of successful technology transfer from IBM and Japanese companies. It also outlines some prerequisites and key factors for effective knowledge transfer, such as technical understanding, feasibility studies, involvement of advocates and external pressure. Finally, it discusses some challenges and strategies for technology transfer.
This document summarizes a presentation about the evolution of organizational forms and the emergence of a new form called the Innovation-form (I-form). It discusses how I-forms allow firms to effectively pursue opportunities through intersecting technologies and markets. I-forms require community-based designs that facilitate collaboration between firms, customers, and partners. The presentation examines two case studies of I-forms - Syndicom and Blade.org - and discusses how to implement I-forms through knowledge sharing, trust-building, and collaborative skills. It concludes that I-forms are most likely to succeed in industries with social and managerial cultures supportive of open innovation and inter-firm collaboration.
Analytics in Financial Services: Keynote Presentation for TDWI and NY Tech Co...Fitzgerald Analytics, Inc.
Keynote Presentation Given in New York City on March 30th, at a joint event of The Data Warehousing Institute (TDWI) and the New York Technology Council. This keynote presentation by Jaime Fitzgerald focused on "Bridging the Gap" between business goals in the data and analytic enablers of achieving these goals.
Analytics in Financial Services - Keynote TDWI and NY Tech Council - New York...Jaime Fitzgerald
The keynote presentation outlines how analytics can provide a competitive advantage in financial services. It discusses the gap between hype around analytics and the reality of results for many organizations. The presentation proposes that establishing "causal clarity" through causal models can simplify the analytic process and help bridge this gap. It then applies this framework to analyze opportunities and key drivers for several common financial services business models, including retail banking, commercial banking, and trading.
The document discusses business models for biotech companies. It introduces a framework for representing a business model through three dimensions: Focus, Locus, and Modus. Focus refers to the strategic importance of different activities, Locus refers to where activities are placed, and Modus refers to how activities are executed. The document notes that business models can evolve over time as companies make decisions that change their focus, locus, or modus. Two case studies of biotech companies (MonogramBio and Napo Pharmaceuticals) are presented to illustrate how business models have changed as the companies have evolved.
Management of Technological Innovation 3rd Edition Ch7 選擇創新專案InnovationManagement
This is the textbook presentation slides made by students from the course Management of Technology taught in fall 2011 at the Department of Business Administration, National Taiwan University. The textbook used is Strategic Management of Technological Innovation 3rd Edition by Melissa A. Schilling, New York University.
Evolution of Dynamic Capabilities and Alliance: Case of Hilton MBA Futuris
This document provides an overview of dynamic capabilities and alliances using Hilton as a case study. It discusses the evolution of Hilton's business model and dynamic capabilities over time through phases of owning hotels, adding value through services, developing franchising, focusing on marketing and branding, and adapting to digital technologies. The document also examines the development of Hilton's alliance portfolio and the perspectives of smaller players. It aims to understand Hilton's success in evolving dynamic capabilities and alliances over the last century.
Ontology and taxonomy creation presented dc 3dayBrian K. Seitz
This document summarizes a presentation on ontology and taxonomy creation. It discusses why ontology and taxonomy are important for information architecture, defining key terms. It also outlines different approaches to ontology and taxonomy creation, including starting from scratch, capturing existing structures, encoding applications, and using formal methods. The document concludes by discussing adoption, including using maturity models and local deployment leads to promote adoption.
My objective with this presentation is to introduce the key frameworks and standards that provide practical guidance when tackling an EA project or implementing an EA capability.
There is currently not a universality accepted definition of EA and therefore it is important to but context to the presentation, so before we start discussing standards and frameworks that address the challenges, I want to take a minute to state my definition of Enterprise Architecture.
A look at 3 restructures that happened in the last 12 months or so in APAC + Japan. What differentiates them is the timing of each restructure in terms of where the business stood at the time of restructuring. Only time will tell whether these restructures will propel them into higher growth or will they need another tweaking to their corporate structure.
This document discusses trends in business intelligence (BI) and how adopting an agile approach can help address challenges in BI initiatives. It identifies a lack of flexibility as a key reason why many BI initiatives fail despite investments. The document advocates for adopting agile BI best practices like having automated and unified BI technologies that are pervasive and limitless. It recommends that organizations structure themselves to support agile BI with a hub-and-spoke model and business ownership of governance. Overall, the document argues that agility will be crucial for BI over the next decade to enable flexibility in responding to changing business needs.
Make User Experience Part of The KPI Conversation With Universal MeasuresUserZoom
Join Dr. Andrea Peer and learn:
-How Universal Measures makes tangible the abstract concept of experience for your organization
-How practitioners can make experience a critical KPI for their organization
-Ways to establish experience score goals for all lines of business
-The benefits Universal Measures brings to executives and stakeholders
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
1. Department of Business Administration
College of Management
The Robinson is going to go to
someone who dazzles. Somebody
who just jumps off the page.
Ben, last year, the Robinson went to
Hyum Jae Wook, a Korean immigrant
who has only one leg.
Well, I have both my legs.
Well, have you considered cutting one
of them off? That was a joke.
Ben, it's all about the essay. You need
to really explain to us what makes you
special. What life experience
separates you from all the rest.
Life experience.
What can you tell me, Ben, that's
going to dazzle me?
Watch online http://www.youtube.com/watch?v=Zwfv14WpzJ8
25 October 2011 Fall 2011 BAA Management of Technology 1
2. Department of Business Administration
College of Management 8th November 2011
Case Studies
Management of Technology
Textbook: Strategic Management of Technological Innovation
Melissa A. Schilling, New York University
Presented by TA Hsuan-Yi Wu (Jen) 吳宣儀
d00741004@ntu.edu.tw
Course Lecturer: Prof. J. T. Chiang
25 October 2011 Fall 2011 BAA Management of Technology 2
3. Department of Business Administration
College of Management Course Outline
09/13 Course Introduction
09/20 Positioning and Marketing Strategy for High-tech Industry - 1
09/27 Positioning and Marketing Strategy for High-tech Industry - 2
10/04 Positioning and Marketing Strategy for High-tech Industry - 3
10/11 Positioning and Marketing Strategy for High-tech Industry - 4
10/18 Strategic Management of Technological Innovation - 1
10/25 Strategic Management of Technological Innovation - 2
11/01 Technological Innovation and Entrepreneurship
11/08 Case Studies and Discussion of Management of Technological Innovation
11/15 University Anniversary
11/22 Mid-term Examination
11/29 The Innovator‟s Toolkits - 1
12/06 The Innovator‟s Toolkits - 2
12/13 The Innovator‟s Toolkits - 3
12/20 Catalyst Code - 1
12/27 Catalyst Code - 2
01/03 Lecture and Student Final Project Presentation
01/10 Lecture and Student Final Project Presentation
25 October 2011 Fall 2011 BAA Management of Technology 3
4. Department of Business Administration
College of Management
Question
Discussions
From You
25 October 2011 Fall 2011 BAA Management of Technology 4
5. Department of Business Administration
College of Management
Questions from you! (1/2)
► 依書中所述,作為創新來源的創造力分為個人和組織兩個部分,請大家討
論這兩種來源分別有何優缺點。
► 什麼原因造成公司可能抗拒採用新的科技?
► 產業之變遷與其技術生命週期 (technology life cycle)有關。請問影響
技術生命週期長短的主要因素為何?
► 什麼因素決定一個產業是否可能擁有一個或數個主流設計?
► 主流設計對消費者是好的嗎?對競爭者呢?對互補廠商呢?對供應商呢?
► 何時適合使用量化分析,何時適合使用質化分析?什麼情況下,選擇權的
量化分析法可能不適用?
► 贏者通吃的市場對消費者好嗎?
► 列舉三點選擇合作夥伴時考慮的標準。
25 October 2011 Fall 2011 BAA Management of Technology 5
6. Department of Business Administration
College of Management
Questions from you! (2/2)
► 舉例說明由兩個以上的組織所形成的合作案例,並說明此案例的合作
模式有哪些優缺點。
► 選擇一間有興趣的公司來觀察看看其所擁有的技術或產品是以什麼智
財工具並在保護其競爭力的情況下釋出適當的技術還能獲利。
► In 2003, Boeing 787 commercial jets were manufactured from
carbon fiber composites; several partners cooperated with
Boeing with loosely coupled organized way; and the
proportion of outsourcing of the entire production was
pretty high; the result is not as good as expected. Why?
► 將供應商和消費者加入新產品開發過程,如何?
► 管理者如何確保團隊能獲得多樣性的優點卻又不被此一多樣性引起的
挑戰阻礙?
25 October 2011 Fall 2011 BAA Management of Technology 6
7. Department of Business Administration
College of Management
G1 依書中所述,作為創新來源的創造力分為 個人和組
織兩個部分,請大家討論這兩種來源分別有何優缺點。
個人
優:較有效率;比較專業化;和個
人特質符合時會有激勵作用。
缺:易有偏好;較獨斷;與組織目
標衝突;須具備一定程度相關知識。 William McKnight: 15 Percent Rule
組織
優:比較客觀;創新內容較為多元;
能符合組織目標。
缺:缺乏效率;可能不符合個人期
待或特質而降低意願;方向容易因 Innovation Time Off Policy
個人不同專業而有混淆情形;有溝 (20 percent Time)
通協調上的問題。
25 October 2011 Fall 2011 BAA Management of Technology 7
8. Department of Business Administration
College of Management
• 什麼原因造成公司可能抗拒採用新的科技?
G2 • 產業之變遷與其技術生命週期(technology life cycle)
有關。請問影響技術生命週期長短的主要因素為何?
a. 新技術採用會影響公司現階段主要獲利來源(cash cow)的營收
b. 新技術對公司的營運幫助<採用新技術的成本
c. 公司沒有互補品的技術或找不到合作發展互補品的公司
d. 沒有適當供應商或經銷商
e. 聲譽不足,可能吸引不多的採用者
f. 原公司的成本結構無法適用新科技,或投入固定成本過高,無法抽身
主要影響因素有二:(1)產品生命週期;(2)同業競爭激烈程度
產品生命週期長短和技術生命週期長短成正相關,例如汽車業產品生命
週期明顯比電腦業長,同一消費者平均10年換一台汽車,而平均3年換一
台電腦,也就是說如果業者要賣給同一位消費者一樣新產品,汽車業者
比電腦業者多了7年的時間來準備新產品和研發新技術。同業競爭激烈程
度和技術生命週期成負相關,同一項產業有多家不同廠商在研發新產品
時,新技術的出現相對來說就會變快,因此縮短技術生命週期。
25 October 2011 Fall 2011 BAA Management of Technology 8
9. Department of Business Administration
College of Management
• 何因素決定一個產業是否可能擁有一個或數個主流設計?
G3 • 主流設計對消費者是好的嗎?
若有多種互補廠商加以
配合,則較可能有數個
主流設計。
單一主流設計:
放映機&錄影帶
多種主流設計:
電玩主機&電玩軟體
25 October 2011 Fall 2011 BAA Management of Technology 9
10. Department of Business Administration
College of Management
G4 如何界定先行者與早期追隨者?
結合產品生命週期的鐘形曲線及市
佔率的S形曲線可以判斷現在市場
在哪一階段,可以將先行者、早期
追隨者與其他區分出來。要辨別先
行者及早期追隨者則是從有無研發
出新科技或概念來看。
25 October 2011 Fall 2011 BAA Management of Technology 10
11. Department of Business Administration
College of Management
G5 • 在使用五力分析模型時,應以何者之角度切入?
• 發展核心職能的公司是看中了經濟學中的何種超額利潤?
那動態能力呢?
應站在現有競爭者的角度來分析。
核心職能→李嘉圖租;動態能力→獨佔租。
25 October 2011 Fall 2011 BAA Management of Technology 11
12. Department of Business Administration
College of Management
G6 • 何時適合使用量化分析,何時適合使用質化分析?
• 什麼情況下,選擇權的量化分析法可能不適用?
量化分析適用於可預估潛在利益的專案,例如以前曾進行過的專案,
或是有過類似例子的專案,如此一來使用量化分析的差異不大,評估
較為準確;但若專案為一項新科技的研發,或是以前從未進行過的類
型時,使用量化分析難以評量其影響,使用質化分析則較好,質化分
析使得在分析專案時,可考慮到更多的面向,不單是未來的現金流量,
而可以更全面的考量到公司未來競爭力、市場走向等等,讓專案有更
全方面的分析。
選擇權以股票投資的概念來作為分析方法,但是,股票投資人本身並
無法影響股價。投資一項專案卻不一樣,專案投資人本身與專案成敗
與否有著密切的關係,投資者投入越多則專案成功的機會也越大,投
資者並不是以一個局外人的角度來分析專案成敗,而是與其努力有關。
因此,選擇權的方法,可能不適宜用於與投資人有切身相關的專案。
25 October 2011 Fall 2011 BAA Management of Technology 12
13. Department of Business Administration
College of Management
G8 選擇一間有興趣的公司來觀察看看其所擁有的技術或產
品是以什麼智財工具並在保護其競爭力的情況下釋出適
當的技術還能獲利。
舉XBOX為例,硬體是用一種方式授權,軟體則是另一種。
B2B部份,主機是完全的保護 (單純行銷),軟體是部份授權
(在不同平台皆可使用)。B2C則都是以一整個package銷售。
25 October 2011 Fall 2011 BAA Management of Technology 13
14. Department of Business Administration
College of Management
G10 若將供應商與消費者納入新產品開發流程中,有何優劣?
供應商
優:可大量彌補想法與實踐之間的差距,配合使用供應商
建議的方式或材料,有效地控制成本。
劣:延長產品開發週期,並耗費溝通的金錢與時間成本。
消費者
優:直接找尋目標客群當中的消費者並聽取其建議,更能
打造出符合消費者需求的服務或產品。
劣:新產品開發過程難以保密,樣本不足有可能導致消費
者預期偏差。
25 October 2011 Fall 2011 BAA Management of Technology 14
15. Department of Business Administration
College of Management
G11 管理者如何確保團隊能獲得多樣性的優點,卻又不被
此一多樣性所引起的挑戰所阻礙?
提升團體凝聚力、明確的溝通交流管道、團隊領導者地
位權力明確。
25 October 2011 Fall 2011 BAA Management of Technology 15
16. Department of Business Administration
College of Management
G12 •• 哪些可能情況會使公司希望延遲新產品上市?
市場推出電玩產品時,中間商扮演何角色?提出什麼有
價值的服務?
(1) 遊戲廠商雖然開發了新產品,但因為特殊假期前後(寒、暑假或聖誕假
期等)是購買潮,所以都會等到這些特定節日時再推出。上市時機和節日
購買潮結合在一起。(2) 當現有產品有很好利潤時,為免競食作用而遞延。
等舊產品的獲利趨緩之後,再來推出新產品。但是也要抓好時機,不要
錯過做為市場領導者的機會。(3) Sega的Saturn為了搶PS的市場,所以
還沒建立足夠產量就上市,導致無法滿足很多重要的配銷商。所以有時
候要確保上市的時候有足夠的遊戲軟裡來搭配之後,才會推出。
製造商喜歡銷售品項少但數量大的商品,但消費者卻相反。而中間商可
以做中間的橋樑,向製造商統一訂購,再以分裝方式將商品銷售給消費
者。而中間商也提供其他的服務,包括運送商品、負擔存貨、與消費者
溝通交易等。及提供區域性的零售點,讓消費者更方便地購物。
25 October 2011 Fall 2011 BAA Management of Technology 16
17. Department of Business Administration
College of Management
Science and
Technology
25 October 2011 Fall 2011 BAA Management of Technology 17
18. Department of Business Administration
College of Management
25 October 2011 Fall 2011 BAA Management of Technology 18
19. Department of Business Administration
College of Management
Technology
Integration
with
Teaching
Science
Source: http://edt514tpack.wikispaces.com/TPACK+in+Science+education
25 October 2011 Fall 2011 BAA Management of Technology 19
20. Department of Business Administration
College of Management
Technology
and
Science
are
Interrelated
25 October 2011 Fall 2011 BAA Management of Technology 20
21. Department of Business Administration
College of Management
25 October 2011 Fall 2011 BAA Management of Technology 21
22. Department of Business Administration
College of Management
Mid-term Exam
考試日期:11月22日星期二
考試時間:14:30準時發考卷,答題時間不限,
直到最後一位交卷為止。
考試地點:管一103教室
考試題目與類型如下,總分100分:
課本習題True/False:16題 (每題1分),佔16%。
課本習題Multiple Choice:16題 (每題1.5分),佔24%。
上課投影片講義與課本:簡答題,佔45%。
理論與時事申論題: 三選一,佔15%。
25 October 2011 Fall 2011 BAA Management of Technology 22
23. Department of Business Administration
College of Management
讀書是為了建構我們對於世界的瞭解與認知,
成績是為了檢視自己的學習效果。當認清了
這兩件事的目的,就不該再拿讀書與成績當
作壓力,逃閉自己的本分。
---給所有的受成績所惱的讀書學子們
25 October 2011 Fall 2011 BAA Management of Technology 23
24. Department of Business Administration
College of Management
Case Studies of
Technological
Innovation
25 October 2011 Fall 2011 BAA Management of Technology 24
25. Department of Business Administration
College of Management Presented by TA Hsuan-Yi Wu (Jen) 吳宣儀
Topics of Case Study
Honda and Hybrid Electric Vehicles
Blu-ray versus HD-DVD: A Standards Battle in High-Definition Video
From PDAs to Smart Phones: The Evolution of an Industry
Genzyme‟s Focus on Orphan Drugs
The Digital Music Distribution Revolution
Organizing for Innovation at Google
Frog Design
Deployment Tactics in the U.S. Video Game Industry
25 October 2011 Fall 2011 BAA Management of Technology 25
26. Department of Business Administration
College of Management Honda and Hybrid Electric Vehicles
Please watch before class.
2008 Honda Civic/ Quick Drive
http://www.youtube.com/watch?v=azWENVYOI48
Review: 2008 Honda Accord
http://www.youtube.com/watch?v=gQXgdFBNxxw
http://www.youtube.com/watch?v=G98VN7zYHNM
Honda Introduces All New Insight at 2008 Paris Motor Show
http://www.youtube.com/watch?v=DBcHul5Io1k (start from 4:08)
2008 Toyota Prius/ Quick Drive
http://www.youtube.com/watch?v=mBv0S_-XgcA
2008 Toyota Camry/ Quick Drive
http://www.youtube.com/watch?v=29jedBe0klI
2008 Toyota Highlander Hybrid/ Quick Drive
http://www.youtube.com/watch?v=XPt1fet-VWE
2008 Camry vs Accord vs Malibu/ Quick Drive
http://www.youtube.com/watch?v=PIbLUJ3XS2o
25 October 2011 Fall 2011 BAA Management of Technology 26
27. Department of Business Administration
College of Management Honda and Hybrid Electric Vehicles
• Honda introduced its first hybrid electric vehicle (HEV)
in Japan in 1997.
– HEVs have increased fuel efficiency and decreased emissions
– HEVs do not have to be plugged into an electrical outlet
• Honda chose a different hybrid engine design than
Toyota, and chose not to collaborate or license its
technology to others.
• Toyota, which engaged in both collaboration and
licensing, sold far more HEVs.
• Honda was also developing cars based on fuel cells,
clean diesel, and natural gas.
25 October 2011 Fall 2011 BAA Management of Technology 27
28. Department of Business Administration
College of Management Honda and Hybrid Electric Vehicles
Discussion Questions:
1. Are hybrid electrical vehicles a radical innovation or an incremental
innovation? Are they competence enhancing or competence destroying,
and from whose perspective? How would you answer these questions for
fuel-cell vehicles?
2. What factors do you think will influence the rate at which hybrid electric
vehicles are adopted by consumers?
3. What would be the advantages or disadvantages of Honda and Toyota using
the same engine standard?
4. Is Honda‟s strategy of producing a different engine standard than Toyota and
not collaborating or licensing to other automakers a good one? What would
you recommend?
5. Why do you think Honda simultaneously developed hybrids, diesel, natural
gas, and fuel cell cars? Should Honda pick one upon which to focus its
efforts or is it important for Honda to pursue synergies (and preserve its
options) by developing and promoting multiple technologies?
25 October 2011 Fall 2011 BAA Management of Technology 28
29. Department of Business Administration
Blu-ray versus HD-DVD: A Standards
College of Management Battle in High-Definition Video
Please watch before class.
Toshiba HD DVD and Sony's Blu-ray Format Wars.flv
http://www.youtube.com/watch?v=g8Ip1Kvxfog
25 October 2011 Fall 2011 BAA Management of Technology 29
30. Department of Business Administration
Blu-ray versus HD-DVD: A Standards
College of Management Battle in High-Definition Video
• From 2003 to 2008, Sony and Toshiba waged a high-
Blu-ray versus HD-DVD: A Standards Battle in High-Definition Video
stakes war for control over the next generation video
format.
• Sony‟s Blu-Ray technology was backed by a consortium
that included Philips, Matsushita, Hitachi, and others.
• Toshiba‟s HD-DVD had the backing of the DVD Forum,
making it the “official” successor to the DVD format.
• Both companies lined up major movie studios and video
game consoles to promote their standards (Sony‟s
Playstation 3 and Microsoft‟s Xbox 360).
• In January 2008, Time Warner‟s announcement that it
would support Blu-Ray instead of HD DVD triggered a
chain reaction that collapsed the support for HD-DVD.
Toshiba announced it would cease production of HD-DVD
equipment in February of 2008.
25 October 2011 Fall 2011 BAA Management of Technology 30
31. Department of Business Administration
Blu-ray versus HD-DVD: A Standards
College of Management Battle in High-Definition Video
25 October 2011 Fall 2011 BAA Management of Technology 31
32. Department of Business Administration
Blu-ray versus HD-DVD: A Standards
College of Management Battle in High-Definition Video
Discussion Questions:
1. What factors do you think influenced whether a)
consumers, b) retailers, or c) movie producers
supported Blu-Ray versus HD-DVD?
2. Why do you think Toshiba and Sony would not
cooperate to produce a common standard?
3. If HD-DVD had not pulled out of the market, would the
market have selected a single winner or would both
formats have survived?
4. Does having a single video format standard benefit or
hurt consumers? Does it benefit or hurt consumer
electronics producers? Does it benefit or hurt movie
producers?
25 October 2011 Fall 2011 BAA Management of Technology 32
33. Department of Business Administration
From PDAs to Smart Phones:
College of Management The Evolution of an Industry
Please read the introduction of Jeff and watch the before class.
Palm PDAs
Jeff Hawkins
Olin 2011 Commencement: Jeff Hawkins, featured speaker
http://www.youtube.com/watch?v=AYY-DneBym8
25 October 2011 Fall 2011 BAA Management of Technology 33
34. Department of Business Administration
From PDAs to Smart Phones:
College of Management The Evolution of an Industry
• From 1990-1993, a flurry of companies began
developing PDAs and analysts predicted millions would
be sold by 2004.
• However, market confusion and under-developed
enabling technologies slowed PDA adoption. Many PDA
companies ran out of money by 1994.
• The surviving companies included those that specialized
in industrial devices, and Palm Computing, which had
entered relatively late and produced a streamlined PDA.
• By 2003, another storm was on the horizon for the PDA
industry: the arrival of smartphones, and much larger
competitors such as Nokia, Ericsson, and Samsung, and
later Apple.
• By 2008, sales of smart phones had reached $39 billion.
25 October 2011 Fall 2011 BAA Management of Technology 34
35. Department of Business Administration
From PDAs to Smart Phones:
College of Management The Evolution of an Industry
Blueberry
QWERTY
Research In Motion Limited
25 October 2011 Fall 2011 BAA Management of Technology 35
36. Department of Business Administration
From PDAs to Smart Phones:
College of Management The Evolution of an Industry
iPhone
Touch Panel
25 October 2011 Fall 2011 BAA Management of Technology 36
37. Department of Business Administration
From PDAs to Smart Phones:
College of Management The Evolution of an Industry
Windows
Mango
25 October 2011 Fall 2011 BAA Management of Technology 37
38. Department of Business Administration
From PDAs to Smart Phones:
College of Management The Evolution of an Industry
Google Android Linux Mobile Nokia Symbian
25 October 2011 Fall 2011 BAA Management of Technology 38
39. Department of Business Administration
From PDAs to Smart Phones:
College of Management The Evolution of an Industry
Discussion Questions:
1. Why did most of the early PDA companies fail, even if
they had innovative and sophisticated product designs?
2. Could early PDA companies have done anything
differently in order to survive?
3. Why was Palm successful where so many others had
failed?
4. Was being late to the smart phone market a
disadvantage for Apple? What factors enabled Apple to
successfully enter when it did?
5. Are there increasing returns in the smart phone market?
Is it likely to eventually pick a single operating systems
as the dominant design?
25 October 2011 Fall 2011 BAA Management of Technology 39
40. Department of Business Administration
College of Management Genzyme‟s Focus on Orphan Drugs
• Genzyme was founded in 1981 by scientists studying
genetically inherited enzyme diseases
• Adopted a very unusual strategy of developing drugs for rare
diseases rather than “blockbuster” drugs.
– Smaller markets, but fewer competitors
– Requires less advertising, smaller sales force
• In 1983, the FDA established the “Orphan Drug Act,” giving
seven years market exclusivity to developers of drugs for
rare (<200,000 patients) diseases.
• Also chose unusual strategy of doing its own manufacturing
and sales rather than licensing to a pharmaceutical company.
• Diversified into side businesses to fund its R&D.
• By 2009, was one of the world‟s largest biotech companies
with 10,000 employees in 40 countries.
25 October 2011 Fall 2011 BAA Management of Technology 40
41. Department of Business Administration
College of Management Genzyme‟s Focus on Orphan Drugs
Discussion Questions:
1. How does Genzyme‟s focus on orphan drugs affect the
degree of competition it faces? How does it affect the
bargaining power of customers?
2. How does focusing on orphan drugs affect the types of
resources and capabilities a biotech firm needs to be
successful?
3. Does Genzyme‟s focus on orphan drugs make sense? Do
you think Genzyme has a long-term strategic intent?
4. Why do you think Genzyme has diversified into other areas
of medicine? What are the advantages and disadvantages
of this?
5. What recommendations would you offer Genzyme for the
future?
25 October 2011 Fall 2011 BAA Management of Technology 41
42. Department of Business Administration
College of Management The Digital Music Distribution Revolution
• In 1991, Fraunhofer IIS of Germany invents the MP3 format; by late
1990‟s the format is wildly popular.
• In 1999, Shawn Fanning releases Napster, a free software program that
allows users to easily share MP3 files (“peer-to-peer”)
• The RIAA starts to worry about illegal trade of copyrighted music. In 2001
it gets a court ruling against Napster, taking it offline.
• However, new peer-to-peer music services began to sprout up to meet
the demand of the large population of “music pirates.”
• In 2003, Apple opens its iTunes Music Store – a one-stop-shop for music
files from the five major record labels. Now record industry is earning
significant revenues from MP3s.
• In 2006, France pushes Apple to loosen its restrictions on iTunes music
and iPods. Should Apple use a more “open” model?
• Meanwhile, new models of digital distribution were emerging: Creative
Commons (license agreements to make files public, legal, and free), and
“Podcasting” (whereby whole “shows” could be downloaded).
25 October 2011 Fall 2011 BAA Management of Technology 42
43. Department of Business Administration
College of Management The Digital Music Distribution Revolution
Source: http://www.iis.fraunhofer.de/en
25 October 2011 Fall 2011 BAA Management of Technology 43
44. Department of Business Administration
College of Management The Digital Music Distribution Revolution
Napster peaked in February 2001.
Source: http://en.wikipedia.org/
25 October 2011 Fall 2011 BAA Management of Technology 44
45. Department of Business Administration
College of Management The Digital Music Distribution Revolution
Source: http://www.apple.com/itunes/download/
25 October 2011 Fall 2011 BAA Management of Technology 45
46. Department of Business Administration
College of Management The Digital Music Distribution Revolution
What is Creative Commons?
Please watch before class. http://creativecommons.org/videos/
Source: http://creativecommons.org/
25 October 2011 Fall 2011 BAA Management of Technology 46
47. Department of Business Administration
College of Management The Digital Music Distribution Revolution
How about the hardware market?
第1名 iriver Clix 聲音清晰、動態感強、可自定義多種音效。
第2名 新力 NWZ-A810 聲音純凈透徹,音色甜美纖細,無底噪。
第3名 Cowon D2 音質飽滿,各聲部可以較好地分離。
第4名 三星 YP-P2 聲音有力量,身歷聲效果強。
第5名 創新 ZEN small wonder 聲響均衡而沉穩,畫質鮮美。
第6名 微軟 Zune 文件瀏覽時略微干擾音頻,各頻段表現平衡。
第7名 新力 NWZ-S610 音質較好,視頻介面便捷。
第8名 iAUDIO 7 音質很好,點亮螢幕時會產生輕微的高頻干擾。
第9名 蘋果iPod classic 音質較好,按暫停時會有噪音,動態感欠佳。
第10名 蘋果iPod nano 3 聲音乏力,但還比較結實。
第11名 蘋果iPod touch 聲音混濁而空虛。
第12名 愛可視 105 有少許噪音,中頻較好。
Source: http://big5.ce.cn/gate/big5/intl.ce.cn/hqcy/xrcp/200712/26/t20071226_14037300.shtml
25 October 2011 Fall 2011 BAA Management of Technology 47
48. Department of Business Administration
College of Management The Digital Music Distribution Revolution
Discussion Questions:
1. What industry conditions lead to the revolution in audio
distribution? Which stakeholders stand to benefit most (or least)
from this revolution?
2. Why did the music stores created by the record labels fail to
attract many subscribers? What, if anything, should the record
labels have done differently?
3. What will determine how long the success of the iPod and iTunes
endures? Should Apple allow its iPods to play non-iTunes songs?
Should Apple allow iTunes songs to play on non-iPod MP3
players?
4. Why would musicians sign away their copyright privileges to their
songs through “Creative Commons”?
5. How is podcasting likely to impact the appropriability of recorded
music, radio broadcasting, or other types of audio transmissions?
25 October 2011 Fall 2011 BAA Management of Technology 48
49. Department of Business Administration
College of Management Organizing for Innovation at Google
Please watch before class.
Playlist: Google office interior design
http://www.youtube.com/playlist?list=PLC5CCDFDF8821BA79 Google, Zurich
Google,
Vietnam
25 October 2011 Fall 2011 BAA Management of Technology 49
50. Department of Business Administration
College of Management Organizing for Innovation at Google
• Google was founded in 1998 by two Stanford
PhD students who had developed a formula for
rank ordering search results. The company
quickly grew to over 20,000 people.
• The creative side of the company was organized
into small technology teams with considerable
decision-making authority. The structure and
culture was designed to foster informal
communication and collaboration.
• All technical personnel were required to spend
20% of their time on innovative projects of their
own choosing.
• Andy Grove (former CEO of Intel) described the
company‟s organization as chaotic, noting, “From
the outside it looks like Google‟s organization
structure is best described by Brownian motion in
an expanding bottle” and questioned whether this
model would continue to work forever.
25 October 2011 Fall 2011 BAA Management of Technology 50
51. Department of Business Administration
College of Management Organizing for Innovation at Google
Discussion Questions:
1. What are the advantages and disadvantages of the creative
side of Google being run as a „flexible and flat “technocracy”‟?
2. How does Google‟s culture influence the kind of employees it
can attract and retain?
3. What do you believe the challenges are in having very
different structure and controls for Google‟s creative side
versus the other parts of the company?
4. Some analysts have argued that Google‟s free-form structure
and the 20% time to work on personal projects is only
possible because Google‟s prior success has created
financial slack in the company. Do you agree with this?
Would Google be able to continue this management style if it
had closer competitors?
25 October 2011 Fall 2011 BAA Management of Technology 51
52. Department of Business Administration
College of Management Frog Design
Please visit the site before class.
http://www.frogdesign.com/
25 October 2011 Fall 2011 BAA Management of Technology 52
53. Department of Business Administration
College of Management Frog Design
The Early Years
25 October 2011 Fall 2011 BAA Management of Technology 53
54. Department of Business Administration
College of Management Frog Design
http://designmind.frogdesign.com/magazine/the-connective-issue/
25 October 2011 Fall 2011 BAA Management of Technology 54
55. Department of Business Administration
College of Management Frog Design
• frog design is a global design firm with 400-plus employees in
nine studios around the world. frog designed such famous
products as the Apple Macintosh, and the Sony Trinitron television.
• frog engaged in three kinds of activities:
• For each client project, frog assembled a multidisciplinary team.
• frog‟s approach emphasizes reaching customers at a deep,
emotional level. As noted by Esslinger, “The magic is when both
the manufacturer and consumer get something good that they
don‟t expect.”
• frog‟s design process was organized into three phases:
– Discover: team member do significant research to understand the client‟s
business, market, brand, users, and technology, and to identify goals,
opportunities and critical success factors.
– Design: team transforms intangible inspirations and ideas into tangible
solutions that can be used and evaluated. This stage emphasizes
rudimentary prototypes, sketches and digital renderings.
– Deliver: team refines and documents the chosen solutions. All of the product
specifics, models, tools, and production details are turned over to client.
25 October 2011 Fall 2011 BAA Management of Technology 55
56. Department of Business Administration
College of Management Frog Design
Discussion Questions:
1. How do frog‟s activities affect its ability to (a) maximize the fit with
customer needs, (b) minimize development cycle time, and (c) control
development costs?
2. What are the advantages and disadvantages of involving customers
fairly early in the design process?
3. What are the pros and cons of using computer-aided
design/manufacturing (CAD/CAM) and photorealistic renderings
instead of functional prototypes in the development process?
4. Would frog‟s approach be more suitable for some kinds of
development projects than others? If so, what kinds would it be
appropriate or inappropriate for?
5. Would frog‟s approach to product development be effective in a firm
that primarily manufactured, marketed, and distributed its own
products?
25 October 2011 Fall 2011 BAA Management of Technology 56
57. Department of Business Administration
Deployment Tactics in the
College of Management U.S. Video Game Industry
Please visit the site before class.
History of Video Game Consoles
http://www.youtube.com/watch?v=3gja6xTrwws&feature=related
History of video games 1958-2011
http://www.youtube.com/watch?v=xzHrbBoXd0Y&feature=related
1. Please try to list the dominant design in
each generation from the video.
2. Please try to follow the author‟s logic
and find out what distinguishes each
generation.
25 October 2011 Fall 2011 BAA Management of Technology 57
58. Department of Business Administration
Deployment Tactics in the
College of Management U.S. Video Game Industry
Please visit the site before class.
The Timeline and History of Video Games
(Please skip the ill background music)
http://www.youtube.com/watch?v=9yn4JRsmyy4
PONG - First documented Video Ping-Pong game – 1969
http://www.youtube.com/watch?v=XNRx5hc4gYc&feature=related
The Internet in 1969
http://www.youtube.com/watch?v=Y0pPfyYtiBc&feature=related
The Lost 1984 Video: young Steve Jobs introduces the Macintosh
http://www.youtube.com/watch?v=2B-XwPjn9YY&feature=related
Shall we appreciate the efforts from people
who have made the video game today.
25 October 2011 Fall 2011 BAA Management of Technology 58
59. Department of Business Administration
Deployment Tactics in the
College of Management U.S. Video Game Industry
• After the Atari/Coleco video game generation crashed, Nintendo was able to
enter with an 8-bit system and rise to dominance by selling on consignment,
alleviating retailers‟ risk. It had a near monopoly from 1985-1989.
• In 1989, Sega was able to overthrow Nintendo‟s dominance by introducing a 16-
bit system 1½ years before Nintendo.
• Sony was able to break into the video game industry by introducing a 32-bit
system, investing heavily in game development, and leveraging its massive
clout with distributors.
• In late 2001, Microsoft entered the video game industry with a 128-bit system. It
had an advanced machine, and spent a lot on marketing and games, but Sony
Playstation2 already had an installed base of 20 million. The console did well,
but never overtook Playstation2.
• In late 2005, Microsoft was first to introduce the next generation console: Xbox
360. Nintendo‟s Wii and Sony‟s Playstation 3 would not debut until 2006. Both
the Xbox 360 and Playstation 3 incorporated high definition DVD players, and
were quite expensive. The Wii, on the other hand, was much simpler, and much
cheaper, but had an innovative motion-sensing remote.
• By February 2009, over 19 million Wiis had been sold, compared to 14.2
million Xbox 360s and 7 million Playstation 3s.
25 October 2011 Fall 2011 BAA Management of Technology 59
60. Department of Business Administration
Deployment Tactics in the
College of Management U.S. Video Game Industry
Discussion Questions:
1. What factors do you think enabled Sega to break Nintendo‟s
near monopoly of the U.S. video game console market in the
late 1980s?
2. Why did Nintendo choose to not make its video game
consoles backward compatible? What were the advantages
and disadvantages of this strategy?
3. What strengths and weaknesses did Sony have when it
entered the video game market in 1995?
4. What strengths and weaknesses did Microsoft have when it
entered the video game market in 2001?
5. Comparing the deployment strategies used by the firms in
each of the generations, can you identify any timing, licensing,
pricing, marketing, or distribution strategies that appear to
have influenced firms‟ success and failure in the video game
industry?
25 October 2011 Fall 2011 BAA Management of Technology 60