Strategic Issues in Managing Technology and Innovation by THOMAS L. WHEELEN & J. DAVID HUNGER
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The document discusses strategic issues in managing technology and innovation. It covers executive concerns over the loss of innovation, the role of management in innovation and technology management, environmental scanning both internally and externally, the impact of stakeholders on innovation, outsourcing technology, intellectual property, categories of innovation, product/market evolution, stages of new product development, characteristics of innovative organizations, designs for corporate entrepreneurship, and techniques for evaluating and controlling innovation and technology.
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Strategic Issues in Managing Technology and Innovation by THOMAS L. WHEELEN & J. DAVID HUNGER
- 1. CHAPTER 12 Strategic Issues in Managing Technology and Innovation STRATEGIC MANAGEMENT & BUSINESS POLICY 10TH EDITION THOMAS L. WHEELEN Prentice Hall, Inc. © 2006 J. DAVID HUNGER 12-1
- 2. Executive Fear over loss of Innovation Prentice Hall, Inc. © 2006 12-2
- 3. Executive Fear over loss of Innovation A survey of business executives conducted by fortune with the consulting firm integral, inc. Revealed the percentages of those responding either agree or strongly agree to the following five statements Your company has recently lost relatively low – value customers in small market niches or low – endmarket segments Your organization passes up groth opportunities it would have pursued when the company was smaller because the opportunities are now, too small to be interesting There is a disconnect between the kind of innovations your frontline troops suggest and the types of innovations upper management invests in When your organization sees a potentially disruptive technology, it defines it as a technical problem (will our customers accept the product) instead of a market problem New entrants have exploited opportunities where uncertainty over market size and customer needs resulted in inaction by your company Prentice Hall, Inc. © 2006 12-3
- 4. Technology and Innovation The Role of Management – –Innovation –Management of technology Prentice Hall, Inc. © 2006 12-4
- 5. Technology and Innovation Environmental Scanning – –External Scanning •New developments in technology Prentice Hall, Inc. © 2006 12-5
- 6. Technology and Innovation Impact of Stakeholders on Innovation – –Lead Users Process •Lay the foundation •Determine the trends •Identify lead users •Develop the breakthrough Prentice Hall, Inc. © 2006 12-6
- 7. Technology and Innovation Impact of Stakeholders on Innovation – –Market Research –New Product Acquisition Prentice Hall, Inc. © 2006 12-7
- 8. Technology and Innovation Environmental Scanning – –Internal Scanning •Resource development •Experimentation •Risk taking •New ideas •Autonomous project teams Prentice Hall, Inc. © 2006 12-8
- 9. Technology and Innovation Environmental Scanning – –Resource Allocation Issues •R&D intensity •Time to market issues Prentice Hall, Inc. © 2006 12-9
- 10. Product & Process R&D Innovation Life Cycle Prentice Hall, Inc. © 2006 12-10
- 11. Technology and Innovation Outsourcing Technology – –Low significant to competitive advantage –Supplier has proprietary technology –Supplier’s better –Strategy based on design not development –Requires special expertise –Requires new people and resources Prentice Hall, Inc. © 2006 12-11
- 12. Technology and Innovation Intellectual property – –Special knowledge used in new product or process Prentice Hall, Inc. © 2006 12-12
- 13. Technology and Innovation Technological Competence –Absorptive capacity –Technological competence Prentice Hall, Inc. © 2006 12-13
- 14. Categories of Innovation Prentice Hall, Inc. © 2006 12-14
- 15. Product/Market Evolution Portfolio Matrix Prentice Hall, Inc. © 2006 12-15
- 16. Stages of New Product Development Prentice Hall, Inc. © 2006 12-16
- 17. Technology & Innovation Innovative Organizations – –Positive attitude toward change –Decentralized decision making –Informal structure –Interconnectedness –Organizational slack –Large size –System openness Prentice Hall, Inc. © 2006 12-17
- 18. Designs for Corporate Entrepreneurship Prentice Hall, Inc. © 2006 12-18
- 19. Evaluation and Control Techniques – –Stage-gate process –House of quality –Index of R&D effectiveness Prentice Hall, Inc. © 2006 12-19
- 20. House of Quality Prentice Hall, Inc. © 2006 12-20
Editor's Notes
- BAB 12 Isu Strategis dalam Mengelola Teknologi dan Inovasi STRATEGIS MANAJEMEN & BISNIS KEBIJAKAN? 10TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER
- Sebuah survei eksekutif bisnis yang dilakukan oleh keberuntungan dengan perusahaan konsultan yang tidak terpisahkan, inc. Terungkap persentase dari mereka yang merespon baik setuju atau sangat setuju dengan pernyataan berikut lima Perusahaan Anda baru-baru ini kehilangan relatif rendah - nilai pelanggan di ceruk pasar kecil atau rendah - segmen endmarket Organisasi Anda melewati peluang groth itu akan dikejar ketika perusahaan lebih kecil karena kesempatan sekarang, terlalu kecil untuk menarik Ada putuskan antara jenis inovasi pasukan garis depan Anda menyarankan dan jenis inovasi manajemen atas berinvestasi di Ketika organisasi Anda melihat sebuah teknologi yang berpotensi mengganggu, itu mendefinisikan sebagai masalah teknis (akan pelanggan kami menerima produk) bukan masalah pasar Pendatang baru telah mengeksploitasi peluang di mana ketidakpastian atas ukuran pasar dan kebutuhan pelanggan mengakibatkan kelambanan oleh perusahaan Anda
- Sebuah survei eksekutif bisnis yang dilakukan oleh keberuntungan dengan perusahaan konsultan yang tidak terpisahkan, inc. Terungkap persentase dari mereka yang merespon baik setuju atau sangat setuju dengan pernyataan berikut lima Perusahaan Anda baru-baru ini kehilangan relatif rendah - nilai pelanggan di ceruk pasar kecil atau rendah - segmen endmarket Organisasi Anda melewati peluang groth itu akan dikejar ketika perusahaan lebih kecil karena kesempatan sekarang, terlalu kecil untuk menarik Ada putuskan antara jenis inovasi pasukan garis depan Anda menyarankan dan jenis inovasi manajemen atas berinvestasi di Ketika organisasi Anda melihat sebuah teknologi yang berpotensi mengganggu, itu mendefinisikan sebagai masalah teknis (akan pelanggan kami menerima produk) bukan masalah pasar Pendatang baru telah mengeksploitasi peluang di mana ketidakpastian atas ukuran pasar dan kebutuhan pelanggan mengakibatkan kelambanan oleh perusahaan Anda
- Peran Manajemen -inovasiManajemen teknologi
- Pemindaian lingkungan -Scanning eksternalPerkembangan baru dalam teknologi
- Dampak Para pemangku kepentingan Inovasi -Memimpin Pengguna ProsesMeletakkan dasarTentukan trenMengidentifikasi para penggunanya memimpinMengembangkan terobosan
- Dampak Para pemangku kepentingan Inovasi -Riset PasarProduk baru Perolehan