TM tools (1)- S-Curve.pptx
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The document discusses the S curve, which illustrates the life cycle of a phenomenon from slow initial growth, to rapid growth, leveling off, and eventual decline. It describes the S curve's stages of infancy, youth, maturity and old age. The S curve can be used as a strategic tool to understand the life cycles of products, industries and technologies. It also discusses how the S curve can benefit technology acquisition, identification and exploitation activities by showing where a technology is in its growth cycle.
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Chapter 3 - Types and Pattern of Innovation
The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace. Though many factors can influence these technology trajectories (as discussed in both this chapter and the following chapters), some patterns have been consistently identified in technology trajectories across many industry contexts and over many periods. Understanding these patterns of technological innovation provides a useful foundation that we will build upon in the later chapters on formulating technology strategy.
TYPES AND PATTERNS OF INNOVATION
The previous chapters pointed out that technological innovation can come from many sources and take many forms. Different types of technological innovations offer different opportunities for organizations and society, and they pose different demands upon producers, users, and regulators. While there is no single agreed-upon taxonomy to describe different kinds of technological innovations, in this chapter we will review several dimensions that are often used to categorize technologies. These dimensions are useful for understanding some key ways that one innovation may differ from another. The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace. Though many factors can influence these technology trajectories (as discussed in both this chapter and the following chapters), some patterns have been consistently identified in technology trajectories across many industry contexts and over many periods. Understanding these patterns of technological innovation provides a useful foundation that we will build upon in the later chapters on formulating technology strategy. The chapter begins by reviewing the dimensions used to distinguish types of innovations. It then describes the s-curve patterns so often observed in both the rate of technology improvement and the rate of technology diffusion to the market. In the last section, the chapter describes research suggesting that technological innovation follows a cyclical pattern composed of distinct and reliably occurring phases.
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Aenu niam (11553101868) chapter 3
Technological innovations are often described using dimensions such as “radical” versus “incremental.” Different types of innovation require different kinds of underlying knowledge and have different impacts on the industry’s competitors and customers. Four of the dimensions most commonly used to categorize innovations are described here: product versus process innovation, radical versus incremental, competence enhancing versus competence destroying, and architectural versus component.
Chapter 3 SCHILLING 2017
This document discusses different types and patterns of innovation. It describes product versus process innovation, radical versus incremental innovation, competence-enhancing versus competence-destroying innovation, and architectural versus component innovation. Technology improvement and diffusion often follow S-curves, with initial slow improvement, then accelerated improvement, then diminishing returns. However, unexpected changes can shorten or extend a technology's lifecycle compared to the typical S-curve pattern. Overall, the document analyzes frameworks for categorizing innovations and models for technological progress and adoption over time.
Innovation technology questions1 Explain how computer-aided de.docx
Innovation technology questions
1 Explain how computer-aided design and flexible manufacturing technologies help create small niches in the market place. Provide an example to illustrate your answer
Answer: Computer-aided design and flexible manufacturing help create small niches in the marketplace by allowing firms to develop and produce a greater number of versions of their products. This means that companies can now tailor their offerings to small niches in the marketplace. For example, in 2012, Toyota offered 16 different passenger vehicle lines under the Toyota brand (e.g., Camry, Prius, Highlander, and Tundra). Within each of the vehicle lines, Toyota also offered several different models (e.g., Camry L, Camry LE, Camry SE) with different features and at different price points. Students’ answers will vary.
Page: 1
2At a retreat by the Cleveland City Council, community leaders held a discussion on attracting and developing new businesses and increasing employment rates in the city. One leader suggested that the city should consider sponsoring a business incubator. Explain what an incubator is and how this might help the city meet its goals. What other ideas should be considered
Answer: An incubator is an institution designed to nurture the development of new businesses that might otherwise lack access to funding or advice. It allows companies to share costs and resources until they can stand on their own. If an incubator were started in Salisbury, it would help new businesses to grow and prosper. These businesses could then move out to locations of their own and hire local residents as employees. The city would not have to offer tax breaks or compete with other cities for the location of existing companies, but would be growing their own businesses.
Page: 29-31
3 How can the s-curves be used as a prescriptive tool? What would be the limitations of this approach?
Answer: Managers can use the s-curve model as a tool for predicting when a technology will reach its limits and as a prescriptive guide for whether and when the firm should move to a new, more radical technology. Firms can use data on the investment and performance of their own technologies, or data on the overall industry investment in a technology and the average performance achieved by multiple producers. Managers could then use these curves to assess whether a technology appears to be approaching its limits or to identify new technologies that might be emerging on s-curves that will intersect the firm’s technology s-curve. Managers could then switch s-curves by acquiring or developing the new technology.
However, there are many limitations to doing this. First, it is rare that the true limits of a technology are known in advance, and there is often considerable disagreement among firms about what a technology’s limits will be. Second, the shape of a technology’s s-curve is not set in stone. Unexpected changes in the market, component technologies, or complementary techno.
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1. Products, services, and technologies progress along S-curves over time from emergence to maturity. Understanding where opportunities fall in their lifecycles can help companies innovate and avoid disruption.
2. Companies often fail to transition to new S-curves due to not focusing on or defending emerging technologies, cultural inertia, or lack of foresight.
3. Organizational strategies like leadership, structure, and metrics should evolve to support innovation or optimization depending on a business's point in the lifecycle. Tailoring the organization maximizes growth across the portfolio
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- How understanding a product's life cycle helps companies strategize when to increase advertising, lower prices, or modify the product.
- The four phases of a technology life cycle from development to diffusion to substitution.
- Criticism that viewing all products through the same life cycle model can cause companies to miss opportunities for differentiation in their strategies.Chapter 3 Schilling 2017 Types and Patterns of Innovation
This document discusses different types and patterns of innovation. It describes the differences between product and process innovation, radical and incremental innovation, competence-enhancing and competence-destroying innovation, and architectural and component innovation. It also discusses how innovations can be analyzed using dimensions like radicalness and newness. Finally, it covers how the performance and adoption of technologies often follow S-curve patterns over time, and how S-curves can provide insights but also have limitations as a predictive tool.
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Chapter 3 - Types and Pattern of Innovation
The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace. Though many factors can influence these technology trajectories (as discussed in both this chapter and the following chapters), some patterns have been consistently identified in technology trajectories across many industry contexts and over many periods. Understanding these patterns of technological innovation provides a useful foundation that we will build upon in the later chapters on formulating technology strategy.
TYPES AND PATTERNS OF INNOVATION
The previous chapters pointed out that technological innovation can come from many sources and take many forms. Different types of technological innovations offer different opportunities for organizations and society, and they pose different demands upon producers, users, and regulators. While there is no single agreed-upon taxonomy to describe different kinds of technological innovations, in this chapter we will review several dimensions that are often used to categorize technologies. These dimensions are useful for understanding some key ways that one innovation may differ from another. The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace. Though many factors can influence these technology trajectories (as discussed in both this chapter and the following chapters), some patterns have been consistently identified in technology trajectories across many industry contexts and over many periods. Understanding these patterns of technological innovation provides a useful foundation that we will build upon in the later chapters on formulating technology strategy. The chapter begins by reviewing the dimensions used to distinguish types of innovations. It then describes the s-curve patterns so often observed in both the rate of technology improvement and the rate of technology diffusion to the market. In the last section, the chapter describes research suggesting that technological innovation follows a cyclical pattern composed of distinct and reliably occurring phases.
.
Aenu niam (11553101868) chapter 3
Technological innovations are often described using dimensions such as “radical” versus “incremental.” Different types of innovation require different kinds of underlying knowledge and have different impacts on the industry’s competitors and customers. Four of the dimensions most commonly used to categorize innovations are described here: product versus process innovation, radical versus incremental, competence enhancing versus competence destroying, and architectural versus component.
Chapter 3 SCHILLING 2017
This document discusses different types and patterns of innovation. It describes product versus process innovation, radical versus incremental innovation, competence-enhancing versus competence-destroying innovation, and architectural versus component innovation. Technology improvement and diffusion often follow S-curves, with initial slow improvement, then accelerated improvement, then diminishing returns. However, unexpected changes can shorten or extend a technology's lifecycle compared to the typical S-curve pattern. Overall, the document analyzes frameworks for categorizing innovations and models for technological progress and adoption over time.
Innovation technology questions1 Explain how computer-aided de.docx
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1 Explain how computer-aided design and flexible manufacturing technologies help create small niches in the market place. Provide an example to illustrate your answer
Answer: Computer-aided design and flexible manufacturing help create small niches in the marketplace by allowing firms to develop and produce a greater number of versions of their products. This means that companies can now tailor their offerings to small niches in the marketplace. For example, in 2012, Toyota offered 16 different passenger vehicle lines under the Toyota brand (e.g., Camry, Prius, Highlander, and Tundra). Within each of the vehicle lines, Toyota also offered several different models (e.g., Camry L, Camry LE, Camry SE) with different features and at different price points. Students’ answers will vary.
Page: 1
2At a retreat by the Cleveland City Council, community leaders held a discussion on attracting and developing new businesses and increasing employment rates in the city. One leader suggested that the city should consider sponsoring a business incubator. Explain what an incubator is and how this might help the city meet its goals. What other ideas should be considered
Answer: An incubator is an institution designed to nurture the development of new businesses that might otherwise lack access to funding or advice. It allows companies to share costs and resources until they can stand on their own. If an incubator were started in Salisbury, it would help new businesses to grow and prosper. These businesses could then move out to locations of their own and hire local residents as employees. The city would not have to offer tax breaks or compete with other cities for the location of existing companies, but would be growing their own businesses.
Page: 29-31
3 How can the s-curves be used as a prescriptive tool? What would be the limitations of this approach?
Answer: Managers can use the s-curve model as a tool for predicting when a technology will reach its limits and as a prescriptive guide for whether and when the firm should move to a new, more radical technology. Firms can use data on the investment and performance of their own technologies, or data on the overall industry investment in a technology and the average performance achieved by multiple producers. Managers could then use these curves to assess whether a technology appears to be approaching its limits or to identify new technologies that might be emerging on s-curves that will intersect the firm’s technology s-curve. Managers could then switch s-curves by acquiring or developing the new technology.
However, there are many limitations to doing this. First, it is rare that the true limits of a technology are known in advance, and there is often considerable disagreement among firms about what a technology’s limits will be. Second, the shape of a technology’s s-curve is not set in stone. Unexpected changes in the market, component technologies, or complementary techno.
Innovation lifecycles
This document discusses innovation lifecycles and how companies can leverage S-curves to drive breakthrough growth. It contains the following key points:
1. Products, services, and technologies progress along S-curves over time from emergence to maturity. Understanding where opportunities fall in their lifecycles can help companies innovate and avoid disruption.
2. Companies often fail to transition to new S-curves due to not focusing on or defending emerging technologies, cultural inertia, or lack of foresight.
3. Organizational strategies like leadership, structure, and metrics should evolve to support innovation or optimization depending on a business's point in the lifecycle. Tailoring the organization maximizes growth across the portfolio
15 Strategic Product Management - Exploiting Product Life Cycle (PLC)
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The document summarizes key concepts about product life cycles and technology life cycles. It discusses:
- The four main stages of a product life cycle: introduction, growth, maturity, decline.
- How understanding a product's life cycle helps companies strategize when to increase advertising, lower prices, or modify the product.
- The four phases of a technology life cycle from development to diffusion to substitution.
- Criticism that viewing all products through the same life cycle model can cause companies to miss opportunities for differentiation in their strategies.Chapter 3 Schilling 2017 Types and Patterns of Innovation
This document discusses different types and patterns of innovation. It describes the differences between product and process innovation, radical and incremental innovation, competence-enhancing and competence-destroying innovation, and architectural and component innovation. It also discusses how innovations can be analyzed using dimensions like radicalness and newness. Finally, it covers how the performance and adoption of technologies often follow S-curve patterns over time, and how S-curves can provide insights but also have limitations as a predictive tool.
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This document discusses different types and patterns of innovation. It describes the differences between product and process innovation, radical and incremental innovation, competence-enhancing and competence-destroying innovation, and architectural and component innovation. It also discusses how the rate of technological improvement and adoption often follows an S-curve pattern over time. However, using S-curves to precisely predict the limits of a technology or the timing of switching to a new technology can be misleading due to varying investment levels and comparison benchmarks.
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This document discusses different types and patterns of innovation. It describes product versus process innovation, radical versus incremental innovation, competence-enhancing versus competence-destroying innovation, and architectural versus component innovation. It also discusses how technologies often follow an S-curve pattern over time in terms of both performance improvement and diffusion rates. However, it notes that S-curves have limitations in precisely categorizing or predicting the future of innovations. Overall technological change can be seen as cyclical as new technologies trigger new S-curves that eventually plateau and are replaced.
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This document discusses different types and patterns of innovation. It describes product versus process innovation, competence-enhancing versus competence-destroying innovation, component versus architectural innovation. It also discusses how the performance of technologies often follows an S-curve pattern over time, and how the adoption of new technologies by the market also follows an S-curve pattern. Finally, it notes that while the S-curve model can be used as a predictive tool by managers, it also has some limitations as a prescriptive tool.
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Technology S-Curve Analysis (TSC) is a method to determine the relationship between investment in improving technology and corresponding market sales. The curve typically takes the shape of an S as the market develops through phases of launch, growth, maturity, and decline. TSC Analysis is particularly useful for launching new technologies and assessing the remaining lifespan of technologies to guide business strategy and shifting resources to next-generation technologies. TSC Analysis provides intelligence on the current technology lifespan, potential limits, economics of innovation, a company's position, and quantifying investment versus payoff.
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Technology S-Curve Analysis (TSC) is a method to determine the relationship between investment in improving technology and corresponding market sales. The curve typically takes the shape of an S as the market develops through phases of launch, growth, maturity, and decline. TSC Analysis is particularly useful for launching new technologies and assessing the remaining lifespan of technologies to guide business strategy and shifting resources to next-generation technologies. TSC Analysis provides intelligence on the current technology lifespan, potential limits, economics of innovation, a company's position, and quantifying investment versus payoff.
Tsc
Technology S-Curve Analysis (TSC) is a method to determine the relationship between investment in improving technology and corresponding market sales. The curve typically takes the shape of an S as the market develops through phases of launch, growth, maturity, and decline. TSC Analysis is particularly useful for launching new technologies and assessing the remaining lifespan of technologies to guide business strategy and shifting resources to next-generation technologies. TSC Analysis provides intelligence on the current technology lifespan, potential limits, economics of innovation, a company's position, and quantifying investment versus payoff.
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Tsc
Technology S-Curve Analysis (TSC) is a method to determine the relationship between investment in improving technology and corresponding market sales. The curve typically takes the shape of an S as the market develops through phases of launch, growth, maturity, and decline. TSC Analysis is particularly useful for launching new technologies and assessing the remaining lifespan of technologies to guide business strategy and shifting resources to next-generation technologies. TSC Analysis provides intelligence on the current technology lifespan, potential limits, economics of innovation, a company's position, and quantifying investment versus payoff.
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The document discusses strategies for deploying new technologies and products, using examples from the global video game industry. It addresses timing of product launches, whether to embrace cannibalization of existing products, licensing strategies, pricing approaches, distribution methods, and ways to accelerate distribution. Overall, the key factors discussed are how deployment tactics like these can influence a company's competitiveness, market positioning, adoption rates, and financial performance.
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❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Kalyan Satta Matka Guessing Matka Result Main Bazar chart
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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TM tools (1)- S-Curve.pptx
- 1. S CURVE 1
- 3. INTRODUCTION S curve also known as growth curve is a tool to illustrates the life cycle of a phenomenon that starts off slowly, grows rapidly, decreases or levels off, and finally declines. The curve is used to describe many phenomena, including biological growth, demand for a new product and technology adoption rate. The S-curve can be used as a strategic tool to understand the product, industry or technology life cycle. In the management literature, S-curves help to describe the invention, innovation, diffusion, growth and maturity phases of products/industries/technologies. 3
- 4. INTRODUCTION Technology investors want to anticipate growth. It's more important than growth itself. Once products mature and become highly profitable, measure tech against any other industry. The S curve describes how supply, demand and profit work in a fast-growing market. Profits are highest when the market is young, when a product is just entering the mass market. Once most people have the product, profits per unit decrease This is why technology investors prioritize growth over gross profit 4
- 6. STAGES IN S CURVE Infancy Usually, a new system starts with a promising idea and uses many parts that come from the old system. It often takes a long time due to the lack of resources when people are trying to improve it. Youth Gradually, people would invest and support the improvement of the new system when recognizing its value and market potential. The system comes into the rapid growth stage. the system is trying to enter several market segmentations where it would gain recognition of customers. Maturity The main performance of the system is reaching its limit In this stage the profits that the system could get from the market are still very considerable. But we should be ready for the coming decline stage. The development of the next generation of the system based some new principles should be considered now. Old age When the old system is in this stage, the new generation has better main functions than the old one. The old system will be replaced and eliminated or go into some special areas, such as sports and entertainment industry where it may find new
- 7. STAGES IN S CURVE Discuss some examples of innovation/technology for each phase. 7
- 8. TYPES OF S CURVE 8
- 9. S CURVE USAGE S curve offers benefit to the following TM activities: Acquisition Exploitation Identification 9
- 10. ACQUISITION the analysis of S-curves shows the managers where their technologies stand in the curve and how they should invest in technologies over time. If the technology in hand is mature and in decline, managers decide to terminate all R&D in this area. Alternatively, an emerging technology can be identified and technology investment can be made in this field with a lower risk of failure. 10
- 11. IDENTIFICATION S-curve is also used to identify the future trends of existing technologies as well as new technologies that might become critical for the company. This is particularly helpful in forecasting activities. For instance, S-curve analysis is used for renewable energies: it indicates that wind energy and geothermal energy will become more economical than fossil fuels within a very short time. 11
- 12. EXPLOITATION S-curve is particularly helpful in this activity since it shows growth of revenue or productivity against time. In the early stage of a particular innovation, growth is relatively slow. At some point, customers begin to demand the product and product growth increases more rapidly. New incremental features or changes to the product allow growth to continue. Toward the end of its life cycle, growth slows and may even begin to decline. After this stage, every amount spent for innovating the product will not result in a normal rate of return. In addition, S-curves help firms to analyze the adoption rate of new technologies, so they can organize launching and marketing activities of their products. 12