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SDSU Mgt747 FA13 summary - Technology Commercialization
The document summarizes a fall 2013 course on technology innovation strategy, covering frameworks for understanding R&D, market dynamics, and commercialization strategies for tech startups. It emphasizes the importance of agile strategy, customer development, and organizational redesign in fostering innovation. Key takeaways include the necessity of proprietary technology alongside factors like company culture and founder approach for achieving business success.
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SDSU Mgt747 FA13 summary - Technology Commercialization
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- 2. • Course Overview • Ten Frameworks we learned • Assignments 2
- 3. Technology Innovation Strategy The Outcome ofR&D The Diffusion of Technology Maximizing Value Proprietary means to a useful human purpose The use of resources and processes to diffuse inventions The use of strategy and tactics to maximize the value of innovation TEACHING METHODS Case Studies Startups, Large Companies, & Research Institutions Field Study Group Proj Supplements Profiling a local startup, its innovation and its processes Developing a commercialization strategy for an early stage tech. Class discussions, Prof. Blog, LinkedIn group 3
- 4. Technology Innovation Curve,e.g. Qualcomm Commercialize: Standardize • New Products (Features) • New Services • New Businesses Patent Invent b Research LAB MARKET
- 5. Known Unknown + Most VC Backed Startups WhereEagles Dare Most Lifestyle Businesses Most Angel Backed Startups (For Visionaries Only) Unknown Newness/ Risk of Technology Newness / Risk of Market Known +
- 6. Profit & Growth OrganicDevelopment New Businesses Mergers & Acquisitions Existing Businesses
- 7. Think about op7ons theory (Black Scholes) • Intrinsic value • Time value (Longevity, Vola7lity) Known Large Opp’t Fairy Tale Me Too Unknown Large Opp’t Contrarian What the? LiHle Compe77on Lots of Compe77on 7
- 8. sustaining technology most demanding customers performance differentmeasure of performance bringing a better product into an established market least demanding customers low end disruption adressing overserved customers with a low cost business model time new market disruption compete against nonconsumption time © provenmodels based on: the Innovator's dilemma by Clayton M. Christensen and the innovators solution by Clayton M. Christensen and Michael E. Raynor
- 9. Commit to agile strategy, organiza7onal redesign & lean processes Why? What? Leadership Alignment Innovation Strategy Determine your compe77ve domain & generate a porSolio of growth op7ons Manage idea flow and interfaces; apply lean methods & tools Agile Enterprise Innovation Process How? Organizational Design Who? Redesign for innova7on incl. structures, incen7ves, and resource alloca7on 9
- 10. • Product architecture(Modular Design) • New Business launch pads (Growth Platforms or ‘Franchises’) • Industry Platforms (Essential, Ecosystem Dependent Networks)
- 11. A dialogue approach to finding a product/market fit Tradi6onal New Venture Launch Market Research PERCEIVED PROBLEM Sales & Biz Dev Analysis, Forecas7ng & Debate SOLUTION Product Development We thought this was right, but we were guessing The Customer Development Way Customer Development Customer Discovery Customer Valida7on Customer Crea7on Company Building Product Development We’re now giving the market what it wants
- 13. Strategy Theme (Vision) <Plan A> <Plan B> <Plan C> Strategic Choice Canvas: (make specific to your industry) 1. Company Building Intent Early Exit Niche Player Large Company 2. Business Model Type 3. Value Integra7on OEM Components Consumables Sodware Services IP MS-‐PlaSorm Degree of Value Chain Integra7on & Control 4. Ver7cal 5. Compe77ve Specializa7on Posi7oning Degree of Ver7cal Market Specializa7on Disrup7ve Innovator Leapfrog Innovator Fast Follower 6. Product Scope Single vs. Mul7ple Offerings Breath & Depth of Features Source of Novelty 13
- 14. Students’ reflections on whatmakes a startup innovative varied widely Intro to Primary Research Finding and reviewing founders of an innovative startup Nature of Innovation Original Product Creative Business Model Founder’s Attitude & Approach Impact on Society Company Culture 14
- 15. Founder Interviews Expert Interviews Primary Research Understand problem,company’s solution and competitive environment first hand Innova=on Feasibility Customer Interviews Desirability Viability Strategic Analysis Provide recommendations based on insight and analysis of research conducted in the market Major Takeaways Proprietary technology helps but it is not sufficient for establishing a winning business 15