Technology is an integral part of business. Development or adoption of new technology can lead to competitive advantage. From a strategic perspective, technology should be seen as the enabler of the business model to create and deliver value to customers. It is the means rather than the end goal. With this in mind, companies should develop a formal Technology Strategy to support their business objectives. This presentation puts forward a simple framework called the Technology Strategy Canvas.

1. -1-Innovative Manufacturing and Materials Programme, The University of Auckland
Dr Mehdi Shahbazpour
February 2013
Developing a
Technology
Strategy

2. -2-Innovative Manufacturing and Materials Programme, The University of Auckland
Technology in Business
• Product
• Process

3. -3-Innovative Manufacturing and Materials Programme, The University of Auckland
Technology as Competitive Advantage
• Product
– New features
– Improved Performance
• Process
– Replacing old machinery
– Reducing labour costs
– Enabling new features

4. -4-Innovative Manufacturing and Materials Programme, The University of Auckland
Strategic Approach to Technology
Technology is the enabler of the business model to
deliver value to the customer

5. -5-Innovative Manufacturing and Materials Programme, The University of Auckland
Technology
Push
Strategic Resonance
Businesses need to reach a balance between
Market Pull and Technology Push forces
Market
Pull
Capability
development
Business
development

6. -6-Innovative Manufacturing and Materials Programme, The University of Auckland
Developing a Technology Strategy
• Systematic and collaborative development
of a plan for adapting/developing
technology that better facilitates the
delivery of customer value through the
firm’s business model.
• Benefits
– Strategic alignment
– Managing Risk and Uncertainty
– Engaging key stakeholders

7. -7-Innovative Manufacturing and Materials Programme, The University of Auckland
Technology Strategy Canvas
Vision & Strategy
Finance
Providers
Technology
Providers
Value
Propositions
Customer
Segments
Performance
Value Chain
CURRENT
Vision & Strategy
Finance
Providers
Technology
Providers
Value
Propositions
Customer
Segments
Performance
Value Chain
FUTUREANALYSIS

8. -8-Innovative Manufacturing and Materials Programme, The University of Auckland
Vision & Strategy
• Is the strategy or vision
– Specific
– Inspiring
– Communicated
– Implemented
– Realistic
– Valid

9. -9-Innovative Manufacturing and Materials Programme, The University of Auckland
Customer Value
• Who are your customers?
• Who should/could be your customer?
• Do you really understand your customers?
• What value do you provide each segment?
• What values do your competitors deliver?
• How are your customer segments
changing?
• How are the value expectations changing?

10. -10-Innovative Manufacturing and Materials Programme, The University of Auckland
Performance
• How are you performing with respect to
delivering value to your customers?
– cost, quality, volume, delivery, flexibility,
features, sustainability
• How do you compare with your
competitors?
• What can you eliminate, reduce, raise or
create?

11. -11-Innovative Manufacturing and Materials Programme, The University of Auckland
Value Chain

12. -12-Innovative Manufacturing and Materials Programme, The University of Auckland
Value Chain
• For each stage of the value chain ask
– How is value added?
– What are the cost drivers?
– Do you have a core-competency at this stage of
value chain?
– What technology are you using?
– How is the technology linked to your performance?
– How else can value be delivered?
– How can technology be used to reduce cost and
raise performance

13. -13-Innovative Manufacturing and Materials Programme, The University of Auckland
Technology
• Who are the technology providers?
• Are there partnership opportunities?
• What are the current trends?
• Where are the technology gaps?
• What are the implementation challenges?

14. -14-Innovative Manufacturing and Materials Programme, The University of Auckland
Finance
• What are the current and potential
sources of finance?
• What are their expected returns?
• What are the conditions?

15. -15-Innovative Manufacturing and Materials Programme, The University of Auckland
Developing a Technology Strategy
• Compile the insights gained from the
systematic analysis using the canvas
• Identify a number of Strategic Themes
that emerge from the insights
• Breakdown each strategic theme in to a
number of Technical and Business
Challenges
• Priorities and manage each challenge as a
well defined Project/Program

16. -16-Innovative Manufacturing and Materials Programme, The University of Auckland
How Can I Help?
• Facilitating Workshops
– Technology Strategy
– New Product Development Strategy
• Student Projects
– Feasibility Projects
– Design Projects
– Research Projects