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 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.
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.
Strategic Management of Technological InnovationDima Leont'ev
Technological innovation is important for competitive success through new products and more efficient processes. It benefits society through improved goods and services, effective resource use, better healthcare and transportation, though it can also create negative externalities like pollution. The document discusses strategic management of innovation, showing that most ideas fail to become successful new products. It also shows product development cycles can take from 8 months for incremental improvements to over 3 years for new-to-world products. Later chapters will discuss formulating innovation strategy, implementation, and managing new product development teams and processes.
Essential of Technology Entrep. & Innovation- Chapter five process of techno...Motaz Agamawi
This document is a chapter from a university course on entrepreneurship. It discusses the process of technological innovation over several stages: basic research, applied research, technology development, implementation, production, and marketing. It describes each stage in detail. It also discusses the roles of entrepreneurship and management in innovation and how organizations balance these approaches over a technology's lifecycle. The chapter assignment asks students to present case studies on innovation examples in small groups.
The document discusses innovation management and related topics including:
1) Innovation management involves tasks like innovation within organizations, strategies, and forecasting technology.
2) Companies should strive to be innovative for competitive advantages like responding to changing consumer and market needs. However, companies may lack innovation due to factors such as high costs, fear of failure, or relying on existing business models.
3) Managing innovation requires considering an organization's structure and culture as well as promoting creativity among employees through techniques like brainstorming.
This document discusses organizational structures and processes for innovation. It begins by explaining how creating value requires understanding how technologies and customer needs will evolve. Effective organizations change structures during periods of disruption. Centralized versus decentralized research and development is discussed, noting that the two issues of the role of central research and commercializing technology cannot be addressed in isolation. The document then examines examples of organizational structures such as matrix teams and centers of excellence, as well as processes like patching business portfolios and enabling cross-business synergies through coevolution. It concludes that relationship processes that encourage open and collaborative innovation between partners can generate multiple innovations through rotating leadership rather than consensus or domineering approaches.
Introduction to Management of TechnologyTarek Salah
This document discusses various topics related to the management of technology, including:
- Definitions of management of technology at the firm and national levels.
- Drivers of technological change in the 21st century and how to manage technologies within organizations.
- The relationship between technology, markets, and society.
- Frameworks for analyzing a company's technology capabilities and opportunities, including technology space maps and horizons of growth models.
- The difference between invention, innovation, and bringing innovations to market.
- Models of the technology and product lifecycles.
- Types of innovations like disruptive vs. sustaining and the role of entrepreneurship in driving technological progress.
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
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.
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.
Strategic Management of Technological InnovationDima Leont'ev
Technological innovation is important for competitive success through new products and more efficient processes. It benefits society through improved goods and services, effective resource use, better healthcare and transportation, though it can also create negative externalities like pollution. The document discusses strategic management of innovation, showing that most ideas fail to become successful new products. It also shows product development cycles can take from 8 months for incremental improvements to over 3 years for new-to-world products. Later chapters will discuss formulating innovation strategy, implementation, and managing new product development teams and processes.
Essential of Technology Entrep. & Innovation- Chapter five process of techno...Motaz Agamawi
This document is a chapter from a university course on entrepreneurship. It discusses the process of technological innovation over several stages: basic research, applied research, technology development, implementation, production, and marketing. It describes each stage in detail. It also discusses the roles of entrepreneurship and management in innovation and how organizations balance these approaches over a technology's lifecycle. The chapter assignment asks students to present case studies on innovation examples in small groups.
The document discusses innovation management and related topics including:
1) Innovation management involves tasks like innovation within organizations, strategies, and forecasting technology.
2) Companies should strive to be innovative for competitive advantages like responding to changing consumer and market needs. However, companies may lack innovation due to factors such as high costs, fear of failure, or relying on existing business models.
3) Managing innovation requires considering an organization's structure and culture as well as promoting creativity among employees through techniques like brainstorming.
This document discusses organizational structures and processes for innovation. It begins by explaining how creating value requires understanding how technologies and customer needs will evolve. Effective organizations change structures during periods of disruption. Centralized versus decentralized research and development is discussed, noting that the two issues of the role of central research and commercializing technology cannot be addressed in isolation. The document then examines examples of organizational structures such as matrix teams and centers of excellence, as well as processes like patching business portfolios and enabling cross-business synergies through coevolution. It concludes that relationship processes that encourage open and collaborative innovation between partners can generate multiple innovations through rotating leadership rather than consensus or domineering approaches.
Introduction to Management of TechnologyTarek Salah
This document discusses various topics related to the management of technology, including:
- Definitions of management of technology at the firm and national levels.
- Drivers of technological change in the 21st century and how to manage technologies within organizations.
- The relationship between technology, markets, and society.
- Frameworks for analyzing a company's technology capabilities and opportunities, including technology space maps and horizons of growth models.
- The difference between invention, innovation, and bringing innovations to market.
- Models of the technology and product lifecycles.
- Types of innovations like disruptive vs. sustaining and the role of entrepreneurship in driving technological progress.
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
R&D Research & Development Strategy & ManagementChief Innovation
Am one of the few people I know who has an R&D Strategy background, but you almost never can sell projects in that area unless you have a domain PhD. Most of this is from 3rd Generation R&D, written by former colleagues from Arthur D. Little, Phil Roussel, Tammy Erickson and Kamal Saad. Phil is no longer with us, great guy and good friend (always tell people, I taught him how to use a fax machine, 'Jay, how do I work this thing.' - 'Phil, put the page in there, and push that big green button.' - 'Oh, that was easy.' Safe to say, 23 years later I still have never written a cool book, but did know something he did not! This had 3 slides at the end of it that I cannot remember where they came from, think in the book but not in order.
From Idea to Product, Course Lectures Samples PromoMotaz Agamawi
This document is a course on technology commercialization that defines key concepts like creativity, invention, and innovation. It discusses the difference between these terms and provides examples. The course also covers types of innovation like incremental, modular, architectural, and radical innovation and identifies key roles in the innovation process like creative sources, champions, and sponsors.
MIT OpenCourseWare provides course materials for the 15.912 Technology Strategy course taught in Fall 2008 at MIT Sloan. The course, taught by Professor Jason Davis, addresses how effective strategies must consider how to create, capture, and deliver value, especially in dynamic technology environments. The document then summarizes several key concepts taught in the course.
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
Technology Audit Grid for Egyptian SME’S by Magdy El messiry Magdy El Messiry
The document provides a guideline for conducting a technology audit of Egyptian small and medium enterprises using the START methodology. It includes a questionnaire template to collect data on various aspects of a company's technology including human resources, R&D, production, and marketing. The questionnaire data is used to calculate a Technology Index score which can help companies evaluate their technological capabilities and identify areas for improvement.
The document describes an upcoming one-day event titled "Dominant Innovation" to be held on March 26th, 2010 at the Intercontinental Hotel in Shanghai Pudong. The event will teach attendees strategies and methodologies for achieving dominant innovation to gain long-term competitive advantages in the market. Topics will include developing smart product and service systems, using tools like innovation matrices to identify opportunities from customer needs gaps, and case studies of companies that successfully implemented service innovations. The keynote speaker is Professor Jay Lee from the University of Cincinnati who is an expert in dominant design innovation.
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.
Collaborative business modeling to explore new business fieldsRené Rohrbeck
The document summarizes a presentation on collaborative business modelling and how it was used to jointly explore sustainability innovations. It describes how business modelling was conducted collaboratively over 3 workshops with 8 companies in the German energy sector to generate, prioritize, and validate business models for the developing smart energy market. 21 initial business models were created, prioritized based on attractiveness and effort, and the 6 highest ranked models were validated to support implementation.
The EMIC project aims to create a network of centers for marketing and innovation in European universities. The centers will develop tools and activities to foster collaboration between universities, students, and companies on marketing and innovation. Specific objectives include establishing a national best practices observatory, communities of practice, student support programs, and new education/training methods. The goal is to help companies and universities better integrate marketing and innovation, address challenges in a digital world, and support students' transition to professional careers. A virtual presence through webcasts and e-learning will complement local objectives at each university center.
A New Framework for Disruptive Innovation Management - Dr. Jose a. BrionesJose Briones
Product innovation has been described as the way out of today’s difficult business environment. However, the rate of success of development projects, in particular white space or disruptive innovation projects remains too low.
We believe that a reason for the low success rate is the erroneous application of methods designed for incremental innovation like Stage Gate to projects with high levels of uncertainty. In this presentation we will discuss the different types of development projects based on degree of uncertainty, and the creation of different project tracks. Projects are managed using different tool sets based on the best fit between information available and decision making needs.
This document announces a two-day workshop on innovation best practices for the chemical industry to be held on July 28-29, 2011 in Shanghai. The workshop will be led by Dr. Shih-Lai Lu, a former chief scientist at 3M with over 20 years of experience developing new products. Attendees will learn about fundamentals of innovation, developing new product concepts, and managing innovation within their organizations. The agenda covers topics such as understanding customer needs, disruptive innovation, collaboration, and encouraging risk-taking.
Unleashing innovation across the value chainGuneet Gyani
The document discusses unleashing innovation across the value chain. It defines innovation as using existing resources and leveraging external factors like technology and policies to improve efficiency. The document advocates for an "innovation hub" structure within organizations to promote ideation, implementation, sustainability, and permeability of innovation. It provides examples of innovation at Tata Nano and Devi Prasad Shetty Hospitals. The conclusion emphasizes measuring innovation at all levels and tying it to overall performance, delivering value through innovation, and the role of education and government in fostering a culture of innovation.
PEA Analysis: A Perspective Approach to Entrepreneurship Analysis in Engineeringdrboon
As our technological capabilities increase, engineers have an increasing obligation to address market (societal) needs efficiently and sustainably. Such efficiency and sustainability is derived from entrepreneurial aspects of engineering solutions. Therefore, along with being a proponent of scientific solutions to societal/market needs, engineers also have to be effective entrepreneurs. The effectiveness of an engineering solution is not only measured by its scientific sophistication, but also its usefulness and contribution towards market (societal) needs. However, engineers seldom undertake entrepreneurial thinking whilst developing technology solutions, most efforts being expended on scientific sophistication. This is mainly due to the lack of suitable analysis technique that would enable engineers to undertake such evaluation. In this paper, a quantified perspective based analysis technique for evaluation of entrepreneurial engineering solution is presented called the PEA Analysis method.
Business modelling in the fuzzy front end of innovation camera ready 29june11Sander Limonard
How to inform technological decision making in long term, networked innovation? This presentation proposes a methodology that enables decision makers in networked R&D projects to select, align and enrich strategy formation, business model identification and technology design.
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
Global R&D – An Update on the Latest Scenario and the Challenges Facing ItChristopher Breach
The document summarizes the evolution of research and development (R&D) and challenges of global R&D. It discusses how R&D has evolved from being centralized in a few countries to being distributed worldwide. It then analyzes different models for organizing international R&D such as ethnocentric, geocentric, polycentric, hub, and integrated network models. Finally, it discusses challenges of setting up global R&D subsidiaries including communication barriers, cultural differences, staff training, and managing dispersed projects across R&D centers.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
The document provides information about upcoming Technology Strategy Board competitions on Metadata Production Tools and Collaborating Across Digital Industries 2. It outlines the agenda for a briefing on the competitions, including an introduction to the Technology Strategy Board, application criteria, competition scopes, and a Q&A session. Attendees will learn about the competition processes, criteria, timelines and deadlines to effectively apply. The briefing aims to help applicants understand the objectives and requirements to submit competitive proposals that are well aligned with the competitions' goals of driving business innovation through technology.
336 PART 5 Controlling 15 chapter Innovating and.docxlorainedeserre
336 PART 5 | Controlling
15
chapter
Innovating and
Changing
After studying Chapter 15, you should
be able to
LO1 Summarize how to assess
technology needs.
LO2 Identify the criteria on which to
base technology decisions.
LO3 Compare key ways of acquiring
new technologies.
LO4 Evaluate the elements of an
innovative organization.
LO5 Discuss what it takes to be
world-class.
LO6 Describe how to manage change
effectively.
LO7 List tactics for creating a
successful future.
Learning Objectives
bat62597_ch15_336-362.indd 336bat62597_ch15_336-362.indd 336 29/09/14 10:12 pm29/09/14 10:12 pm
Final PDF to printer
CHAPTER 15 | Innovating and Changing 337
LO1 Summarize how to assess technology
needs
can help a manager anticipate, monitor, and manage technolo-
gies more effectively.
• There must be a need, or demand, for the technology. Without this
need driving the process, there is no reason for technological inno-
vation to occur.
• Meeting the need must be theoretically possible, and the knowl-
edge to do so must be available from basic science.
• We must be able to convert the scientific knowledge into practice
in engineering and economic terms. If doing something is theoreti-
cally possible but economically impractical, the technology cannot
be expected to emerge.
• The funding, skilled labor, time, space, and other resources needed
to develop the technology must be available.
• Entrepreneurial initiative must identify and pull all the necessary
elements together.
This chapter discusses how technology can affect an orga-
nization’s competitiveness and how managers identify which
technologies an organization should adopt. Then we assess
the primary ways in which organizations develop or acquire
those technologies, including the leadership and management
decisions that help new technology succeed. Of course tech-
nology is not the only way organizations innovate and change.
The remainder of the chapter looks more broadly at innovation,
including change efforts aimed at achieving world-class status,
the process of managing change, and efforts you can make to
shape your own career.
1 | DECIDING TO
ADOPT NEW
TECHNOLOGY
Decisions about technology and innovation are strategic, and
managers need to approach them systematically. In Chapter 5
we discussed two generic strategies a company can use to posi-
tion itself in the market: 4
1. Low cost —The company has an advantage from maintaining a
lower cost than its competitors.
2. Differentiation —The advantage comes from offering a unique good
or service for which customers are willing to pay a premium price.
For either strategy, managers must assess technology needs,
decide whether to adopt a new technology, and if they adopt
the technology, determine the best method for developing or
acquiring it.
T
There are two fundamen ...
Critical Factors in Managing Technology.pptxDefanRahman
The document discusses critical factors in managing technology. It identifies five essential issues that organizations must address: resources, the business environment, organizational structure and management, project planning and management, and human resource management. When managing technology, organizations need new styles to adapt to changes like shorter life cycles, faster innovation, and global competition. The key is for organizations to effectively manage available technologies to remain competitive.
R&D Research & Development Strategy & ManagementChief Innovation
Am one of the few people I know who has an R&D Strategy background, but you almost never can sell projects in that area unless you have a domain PhD. Most of this is from 3rd Generation R&D, written by former colleagues from Arthur D. Little, Phil Roussel, Tammy Erickson and Kamal Saad. Phil is no longer with us, great guy and good friend (always tell people, I taught him how to use a fax machine, 'Jay, how do I work this thing.' - 'Phil, put the page in there, and push that big green button.' - 'Oh, that was easy.' Safe to say, 23 years later I still have never written a cool book, but did know something he did not! This had 3 slides at the end of it that I cannot remember where they came from, think in the book but not in order.
From Idea to Product, Course Lectures Samples PromoMotaz Agamawi
This document is a course on technology commercialization that defines key concepts like creativity, invention, and innovation. It discusses the difference between these terms and provides examples. The course also covers types of innovation like incremental, modular, architectural, and radical innovation and identifies key roles in the innovation process like creative sources, champions, and sponsors.
MIT OpenCourseWare provides course materials for the 15.912 Technology Strategy course taught in Fall 2008 at MIT Sloan. The course, taught by Professor Jason Davis, addresses how effective strategies must consider how to create, capture, and deliver value, especially in dynamic technology environments. The document then summarizes several key concepts taught in the course.
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
Technology Audit Grid for Egyptian SME’S by Magdy El messiry Magdy El Messiry
The document provides a guideline for conducting a technology audit of Egyptian small and medium enterprises using the START methodology. It includes a questionnaire template to collect data on various aspects of a company's technology including human resources, R&D, production, and marketing. The questionnaire data is used to calculate a Technology Index score which can help companies evaluate their technological capabilities and identify areas for improvement.
The document describes an upcoming one-day event titled "Dominant Innovation" to be held on March 26th, 2010 at the Intercontinental Hotel in Shanghai Pudong. The event will teach attendees strategies and methodologies for achieving dominant innovation to gain long-term competitive advantages in the market. Topics will include developing smart product and service systems, using tools like innovation matrices to identify opportunities from customer needs gaps, and case studies of companies that successfully implemented service innovations. The keynote speaker is Professor Jay Lee from the University of Cincinnati who is an expert in dominant design innovation.
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.
Collaborative business modeling to explore new business fieldsRené Rohrbeck
The document summarizes a presentation on collaborative business modelling and how it was used to jointly explore sustainability innovations. It describes how business modelling was conducted collaboratively over 3 workshops with 8 companies in the German energy sector to generate, prioritize, and validate business models for the developing smart energy market. 21 initial business models were created, prioritized based on attractiveness and effort, and the 6 highest ranked models were validated to support implementation.
The EMIC project aims to create a network of centers for marketing and innovation in European universities. The centers will develop tools and activities to foster collaboration between universities, students, and companies on marketing and innovation. Specific objectives include establishing a national best practices observatory, communities of practice, student support programs, and new education/training methods. The goal is to help companies and universities better integrate marketing and innovation, address challenges in a digital world, and support students' transition to professional careers. A virtual presence through webcasts and e-learning will complement local objectives at each university center.
A New Framework for Disruptive Innovation Management - Dr. Jose a. BrionesJose Briones
Product innovation has been described as the way out of today’s difficult business environment. However, the rate of success of development projects, in particular white space or disruptive innovation projects remains too low.
We believe that a reason for the low success rate is the erroneous application of methods designed for incremental innovation like Stage Gate to projects with high levels of uncertainty. In this presentation we will discuss the different types of development projects based on degree of uncertainty, and the creation of different project tracks. Projects are managed using different tool sets based on the best fit between information available and decision making needs.
This document announces a two-day workshop on innovation best practices for the chemical industry to be held on July 28-29, 2011 in Shanghai. The workshop will be led by Dr. Shih-Lai Lu, a former chief scientist at 3M with over 20 years of experience developing new products. Attendees will learn about fundamentals of innovation, developing new product concepts, and managing innovation within their organizations. The agenda covers topics such as understanding customer needs, disruptive innovation, collaboration, and encouraging risk-taking.
Unleashing innovation across the value chainGuneet Gyani
The document discusses unleashing innovation across the value chain. It defines innovation as using existing resources and leveraging external factors like technology and policies to improve efficiency. The document advocates for an "innovation hub" structure within organizations to promote ideation, implementation, sustainability, and permeability of innovation. It provides examples of innovation at Tata Nano and Devi Prasad Shetty Hospitals. The conclusion emphasizes measuring innovation at all levels and tying it to overall performance, delivering value through innovation, and the role of education and government in fostering a culture of innovation.
PEA Analysis: A Perspective Approach to Entrepreneurship Analysis in Engineeringdrboon
As our technological capabilities increase, engineers have an increasing obligation to address market (societal) needs efficiently and sustainably. Such efficiency and sustainability is derived from entrepreneurial aspects of engineering solutions. Therefore, along with being a proponent of scientific solutions to societal/market needs, engineers also have to be effective entrepreneurs. The effectiveness of an engineering solution is not only measured by its scientific sophistication, but also its usefulness and contribution towards market (societal) needs. However, engineers seldom undertake entrepreneurial thinking whilst developing technology solutions, most efforts being expended on scientific sophistication. This is mainly due to the lack of suitable analysis technique that would enable engineers to undertake such evaluation. In this paper, a quantified perspective based analysis technique for evaluation of entrepreneurial engineering solution is presented called the PEA Analysis method.
Business modelling in the fuzzy front end of innovation camera ready 29june11Sander Limonard
How to inform technological decision making in long term, networked innovation? This presentation proposes a methodology that enables decision makers in networked R&D projects to select, align and enrich strategy formation, business model identification and technology design.
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
Global R&D – An Update on the Latest Scenario and the Challenges Facing ItChristopher Breach
The document summarizes the evolution of research and development (R&D) and challenges of global R&D. It discusses how R&D has evolved from being centralized in a few countries to being distributed worldwide. It then analyzes different models for organizing international R&D such as ethnocentric, geocentric, polycentric, hub, and integrated network models. Finally, it discusses challenges of setting up global R&D subsidiaries including communication barriers, cultural differences, staff training, and managing dispersed projects across R&D centers.
This document describes SBI's exploratory technology roadmapping process. The process involves 8 steps: 1) identifying decision focus and themes, 2) developing a knowledge base, 3) creating technology scenarios, 4) anticipating new applications, 5) considering the impact of driving forces, 6) identifying new business models, 7) developing product roadmaps, and 8) monitoring results. The goal is to help companies identify new opportunities and nurture new business units by taking a systematic approach to guiding corporate evolution and branching into new technologies and markets.
The document provides information about upcoming Technology Strategy Board competitions on Metadata Production Tools and Collaborating Across Digital Industries 2. It outlines the agenda for a briefing on the competitions, including an introduction to the Technology Strategy Board, application criteria, competition scopes, and a Q&A session. Attendees will learn about the competition processes, criteria, timelines and deadlines to effectively apply. The briefing aims to help applicants understand the objectives and requirements to submit competitive proposals that are well aligned with the competitions' goals of driving business innovation through technology.
336 PART 5 Controlling 15 chapter Innovating and.docxlorainedeserre
336 PART 5 | Controlling
15
chapter
Innovating and
Changing
After studying Chapter 15, you should
be able to
LO1 Summarize how to assess
technology needs.
LO2 Identify the criteria on which to
base technology decisions.
LO3 Compare key ways of acquiring
new technologies.
LO4 Evaluate the elements of an
innovative organization.
LO5 Discuss what it takes to be
world-class.
LO6 Describe how to manage change
effectively.
LO7 List tactics for creating a
successful future.
Learning Objectives
bat62597_ch15_336-362.indd 336bat62597_ch15_336-362.indd 336 29/09/14 10:12 pm29/09/14 10:12 pm
Final PDF to printer
CHAPTER 15 | Innovating and Changing 337
LO1 Summarize how to assess technology
needs
can help a manager anticipate, monitor, and manage technolo-
gies more effectively.
• There must be a need, or demand, for the technology. Without this
need driving the process, there is no reason for technological inno-
vation to occur.
• Meeting the need must be theoretically possible, and the knowl-
edge to do so must be available from basic science.
• We must be able to convert the scientific knowledge into practice
in engineering and economic terms. If doing something is theoreti-
cally possible but economically impractical, the technology cannot
be expected to emerge.
• The funding, skilled labor, time, space, and other resources needed
to develop the technology must be available.
• Entrepreneurial initiative must identify and pull all the necessary
elements together.
This chapter discusses how technology can affect an orga-
nization’s competitiveness and how managers identify which
technologies an organization should adopt. Then we assess
the primary ways in which organizations develop or acquire
those technologies, including the leadership and management
decisions that help new technology succeed. Of course tech-
nology is not the only way organizations innovate and change.
The remainder of the chapter looks more broadly at innovation,
including change efforts aimed at achieving world-class status,
the process of managing change, and efforts you can make to
shape your own career.
1 | DECIDING TO
ADOPT NEW
TECHNOLOGY
Decisions about technology and innovation are strategic, and
managers need to approach them systematically. In Chapter 5
we discussed two generic strategies a company can use to posi-
tion itself in the market: 4
1. Low cost —The company has an advantage from maintaining a
lower cost than its competitors.
2. Differentiation —The advantage comes from offering a unique good
or service for which customers are willing to pay a premium price.
For either strategy, managers must assess technology needs,
decide whether to adopt a new technology, and if they adopt
the technology, determine the best method for developing or
acquiring it.
T
There are two fundamen ...
Critical Factors in Managing Technology.pptxDefanRahman
The document discusses critical factors in managing technology. It identifies five essential issues that organizations must address: resources, the business environment, organizational structure and management, project planning and management, and human resource management. When managing technology, organizations need new styles to adapt to changes like shorter life cycles, faster innovation, and global competition. The key is for organizations to effectively manage available technologies to remain competitive.
1) The document discusses a Lean Innovation framework to improve the efficiency and effectiveness of the innovation process.
2) It introduces key topics like the Lean Six Sigma scorecard, the role of innovation, and the Lean Innovation framework.
3) The Lean Innovation framework aims to accelerate growth through new products while ensuring profit through Lean and Six Sigma principles.
The LEGO Strategy: Guidelines for a Profitable DeploymentLuigi Buglione
When dealing with improvements, organizations seek to find a break-even point for their applications as early as possible in order to maximize the return from their investment. However, in some cases such a strategy can lead to a long term failure by not realizing the full benefits, when focusing only on a short term. The LEGO (Living EnGineering prOcess) approach – a method for building your own process meta-model based on multiple inputs – is a way to make an organization more efficient and effective, optimizing resources, as well as time and costs through looking at its entire Business Process Model. This paper introduces the elements for designing a strategy for a more valuable deployment of a process improvement initiative, in order to optimize the choice of the models and elements to be considered as an input to the LEGO approach
7 Rights newest invention on information system.Md Al Amin Raju
7 RIGHTS and which organization helps to do it. And please mention that at the University of Chittagong, Bangladesh, under the faculty of Business Administration, this 7 RIGHTS was disclosed first time in this manner and the professors as audiences agreed on it. Also, link this to the research article.
Special Project, Challenges of IT ImplementationTonjeB
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Technological evolution and radical
1. Department of Business Administration
College of Management
授課老師:郭瑞祥教授
台灣大學商學研究所科技與作業策略課程報告
Ashish Sood & Gerard J. Tellis
Journal of Marketing
Vol. 69 (July 2005), 152–168
16 March 2012
商研博一 D00741002 林玠恆
1
2012/3/13
NTU 2012 Strategic Management of Technology and operations
2. Department of Business Administration
College of Management
Abstract
Answers to key questions about the dynamics of technological change
• How do new technologies evolve?
• How do rival technologies compete?
• How do firms deal with technological evolution?
The literature suggests
A new technology seems to evolve along an S-shaped path, which starts below that of an
old technology, intersects it once, and ends above the old technology.
Result
• Using new definitions and data on 14 technologies from four markets, the authors examine
the shape and competitive dynamics of technological evolution.
• The results contradict the prediction of a single S-curve. Instead, technological evolution
seems to follow a step function, with sharp improvements in performance following long
periods of no improvement. Moreover, paths of rival technologies may cross more than once
or not at all..
2012/3/13 2
Paper page 89 NTU 2012 Strategic Management of Technology and operations
3. Department of Business Administration
College of Management
Outline
Introduction
Hypotheses Development
Hypotheses
Method
Results
Discussion
2012/3/13 3
NTU 2012 Strategic Management of Technology and operations
4. Department of Business Administration
College of Management
Introduction (1/2)
The technological innovation is vital for marketers for several reasons
• Technological change is perhaps the most powerful engine
of growth.
• It fuels the growth of new brands, creates new growth
markets, and transforms small outsiders into market leaders.
The previous studies find
• A central premise is that performance of a new
technology starts below that of an existing technology,
crosses the performance of the older technology once,
and ends at a higher plateau, thus tracing a single S-
shaped curve.
• Managers might be able to squeeze out improvement in
performance from a mature technology at the top of its
S curve, improvement is typically costly, short lived,
and small.
2012/3/13 4
Paper page 89-90 NTU 2012 Strategic Management of Technology and operations
5. Department of Business Administration
College of Management
Introduction (2/2)
This study addresses the following questions
• How do new technologies evolve?
• Do they follow the S-shaped curve or some other pattern?
• Are technological changes predictable?
• Is the rate of technological change increasing?
• How do rival technologies compete?
• What are the performance dimensions of competition?
• What are the transitions between technological changes?
• Which firms carry out and survive technological evolution?
• Who introduces radical innovations?
• Do incumbents survive the change?
2012/3/13 5
NTU 2012 Strategic Management of Technology and operations
6. Department of Business Administration
College of Management
Hypotheses Development
The field does not enjoy a single, strong, and unified theory of technological evolution.
Definitions
The paper identify and define three types of technological change: platform, component, and
design.
• A “platform innovation” as the emergence of a new technology based on scientific
principles that are distinctly different from those of existing technologies.
• A “component innovation” as one that uses new parts or materials within the same
technological platform.
• A “design innovation” as a reconfiguration of the linkages and layout of components
within the same technological platform.
Logic of the S Curve
• Prior research suggests that technologies evolve through an initial period of slow growth,
followed by one of fast growth, and culminate in a plateau. When plotted against time, the
performance resembles an S curve.
• Authors have not developed any single, strong, and unified theory for the S curve.
2012/3/13 6
NTU 2012 Strategic Management of Technology and operations
7. Three major stages of the Department of Business Administration
College of Management
S-curve
Introduction stage Growth stage Maturity stage
• After a period of rapid • With continued research, • A new technological
improvement in the technological platform platform makes slow
performance, the new crosses a threshold after progress in performance
technology reaches a which it makes rapid during the early phase of its
period of maturity after progress. product life cycle.
which progress occurs • This stage usually begins • The reasons may account
slowly or reaches a ceiling. with the emergence of a for this:
• The rate of improvement in dominant standard around The technology is not well
performance of a given which product known.
technology declines characteristics and Certain basic but important
because of limits of scale or consumer preferences bottlenecks must be
system complexity, the only coalesce overcome.
possible way to maintain
the pace of progress is
through radical system
redefinition.
2012/3/13 7
NTU 2012 Strategic Management of Technology and operations
8. Department of Business Administration
College of Management
Hypotheses (1/2)
Shape of Technological Progress
• Although the extant literature suggests that technological evolution follows an S curve, it does
not indicate the slope of this S curve, the duration of the stages, or the timing or steepness of
the turning points.
H1: Technological progress on a primary dimension follows a single S-shaped growth curve.
Technological Transition and Performance of Competing Technologies
• The existing literature suggests that
• First, performance of successive technologies each follows an S-curve.
• Second, the performance of the new technology starts below that of the old technology.
• Third, performance of the new technology ends above that of the old technology.
H2: When a new technology is introduced, its performance is lower than that of the old technology.
H3: When a new technology reaches maturity, its performance is higher than that of the old technology.
H4: The performance path of a pair of successive technologies intersects once when the new
technology surpasses the old technology in performance..
2012/3/13 8
NTU 2012 Strategic Management of Technology and operations
9. Department of Business Administration
College of Management
Hypotheses (2/2)
Pace of Technological Transition
• Pace of technological change refers to the rate at which innovations are introduced in the
market. However, some authors believe that innovations are occurring more.
H5: The time interval between successive introductions of a new technology (i.e., a new
platform) decreases over time..
Pace of Technological Transition
• The increase in the pace of technological change could result from the larger size of
successive jumps in performance, more frequent jumps, or both.
H6: The time interval between successive improvements in performance of a given
technology decreases over time.
H7: The percentage increase in performance, calculated relative to the previous year,
increases over time.
Source of New Technologies
• Previous studies proposed many reasons for large incumbents’ failing to introduce innovations,
including incumbents’ technological inertia, complacency, arrogance, and unwillingness to
cannibalize their current products.
H8: Platform innovations are introduced primarily by small entrants.
2012/3/13 9
NTU 2012 Strategic Management of Technology and operations
10. Department of Business Administration
College of Management
Method
Sample Selection
Note that the first is utilities, and the next three are consumer electronics. Thus, the sample
crosses a broad spectrum of products.
Sources
The primary sources of the paper data were reports in technical journals, industry
publications, white papers published by R&D organizations, and annual reports of industry
associations.
Method
The followed the general rules for data collection for the historical method (Golder 2000).
2012/3/13 10
NTU 2012 Strategic Management of Technology and operations
11. Department of Business Administration
College of Management
Results (1/4)
Identification of Platform Innovations and Performance Attributes
• We found that some of the platform technologies may not be readily distinguishable to the
customers for one major reason: Even when a new technology differs radically from an old
one, firms try to facilitate consumer adoption by maintaining a uniform interface for the new
product based on the new technology.
2012/3/13 11
NTU 2012 Strategic Management of Technology and operations
12. Department of Business Administration
College of Management
Results (2/4)
Shape of Technological Evolution We excluded organic light
emitting device (OLED)
technology from the formal
tests of shape because it has
only two data points.
As we hypothesized, these
figures reveal that
technologies have a slow start
and a sudden growth spurt.
However, we found a single S-
shaped path with a single
inflection point followed by a
permanent plateau or maturity
in only four technologies. In
nine technologies, we did not
find a single S curve.
Rather, we found long periods
of static performance
interspersed with abrupt
2012/3/13 jumps in performance. 12
NTU 2012 Strategic Management of Technology and operations
13. We found that for the four
technologies with an apparent
singleDepartment of College ofAdministration
S-shapedBusiness Management
curve, the
generalized logistic function
provides a good fit with the
data
Table 2, Panel B, shows that
the fit over the subsample
gives an average reduction of
97% in the mean square
error compared with the fit
over the whole sample.
More important, the upper
asymptote in the subsample is
significantly and substantially
different from that in the whole
series, leading us to reject H1.
• To summarize, the hypothesis of a single S-shaped growth in performance is supported for only 4 of
the 13 technologies.1 For 1 technology, we did not have enough data, and for the remaining 9
technologies, change in performance follows a series of irregular step functions that are better
approximated with multiple S curves than with a single S curve.
• The importance of this finding is that an analyst expecting a single S2012/3/13 may prematurely abandon13
curve
a promising technology at the first plateau in performance. NTU 2012 Strategic Management of Technology and operations
14. Department of Business Administration
College of Management
Results (3/4) • In summary, the paper find no support
for any of the three hypotheses on
Performance of Competing Technologies performance of competing technologies.
• Thus, the final status of each technology
cannot be determined solely from the
direction of the attack or timing of
introduction.
• As such, it would be unwise for an
incumbent to scan for competition only
among technologies performing worse
than its current technology and to make
decisions on that basis.
2012/3/13 14
NTU 2012 Strategic Management of Technology and operations
15. Department of Business Administration
College of Management
• Three hypotheses (i.e., H5, H6, and H7) suggest that the
pace of technological transition increases over time (the
null hypothesis is that the pace of change is constant
over time).
• The coefficients are significantly different from zero for all
three measures. Thus, we reject the null hypothesis for
H5, H6, and H7 that pace of technological evolution is 15
2012/3/13
constant over time. NTU 2012 Strategic Management of Technology and operations
16. Department of Business Administration
College of Management
Results (4/4)
Source of New Technologies
The dominant view in the literature is that new technologies come primarily from small
entrants.
• In contrast to the dominant view in the literature (H8), we find only 1 platform innovation
introduced by small entrants. All the remaining 13 platform innovations came from large firms (7
incumbents and 6 new entrants).
• The deeper pockets of large firms enable incumbents to maintain state-of-the-art facilities to
conduct research, and incumbency provides them with opportunity and resources for developing
and introducing platform innovations.
Dimensions of Technological Competition
• However, in contrast to expectations about the
dimensions of technological competition, our
results suggest a sequence of random,
unpredictable secondary dimensions in each of
the four categories.
• Each platform technology offered a completely
new secondary dimension of competition while 2012/3/13 16
competing on the primary dimension. NTU 2012 Strategic Management of Technology and operations
17. Department of Business Administration
College of Management
Discussion (1/3)
The current research leads to six major findings:
• Technologies do not show evidence of a single S-shaped curve of
performance improvement.
• New technologies may enter above or below the performance of existing
technologies.
• The path of technological evolution seems partially predictable.
• The rate of technological change and the number of new technologies
increase over time.
• New technologies come as much from new entrants as from large
incumbents.
• Each new technology introduces a sequence of random, seemingly
unpredictable secondary dimensions as a new basis of competition.
2012/3/13 17
NTU 2012 Strategic Management of Technology and operations
18. Department of Business Administration
College of Management
Discussion (2/3)
The current research leads to six major findings:
To test the robustness of the results, we performed several analyses that covered reference technology,
gestation time, censoring bias, survival bias, criterion variables, and multi-attribute performance.
• Reference technology. Our results are based on comparing one technology with another
technology introduced just before it.
• Gestation time. We also examined the gestation time of each technology, which is defined as
the time it takes for a firm to convert a patent to a commercial product.
• Censoring bias. To check whether our results were at the cost of a censoring bias from not
allowing enough time for the new technology to improve, we compared the time taken for the
technologies that failed to cross old technologies with those that did cross.
• Survival bias. It is impossible to rule out survival bias, though we took great pains to minimize
its role.
• Alternative criterion variable. Some authors propose that when testing the S curves, benefits
per dollar should be used as the key dependent variable instead of performance.
• Multi-attribute performance. To address the question whether our results hold when we take
into account multiple dimensions of performance simultaneously, we repeated the analysis
using multiple dimensions in two categories: desktop printers and display monitors.
2012/3/13 18
NTU 2012 Strategic Management of Technology and operations
19. Department of Business Administration
College of Management
Discussion (3/3)
Implications
• This study has several implications for managers.
• Using the S curve to predict the performance of a technology is quite risky
and may be misleading
• The continuous emergence of new technologies and the steady growth of
most technologies suggest that relying on the status quo is deadly for any
firm.
• Our findings indicate that the attack from below remains a viable threat.
• Another threat to incumbents is the emergence of secondary dimensions of
competition.
2012/3/13 19
NTU 2012 Strategic Management of Technology and operations
20. Thanks For Your Listening
The End
2012/3/13 20
NTU 2012 Strategic Management of Technology and operations