Tech mgnt final ppt

Innovation:
Evaluation and
Control

© 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

FIGURE 5.2

Questions for Each Strategic Phase of Innovation


5–2

Overview
• Issues addressed in this chapter include:
 Determining if the firm is achieving the desired

outcomes
 Doing periodic gap analysis
 Ensuring appropriate controls for personnel: financial,

strategic, and cultural
 Designing a support structure for evaluation and

control processes
 Finding and sharing best practices, including the

establishment of quality programs

5–3

FIGURE 5.1

The Evaluation and Control Process


5–4

Three Key Questions in Evaluation of a
Firm’s Actions
•Where are we now in comparison with where we want to be?
•What lies ahead that can affect us either positively or negatively?
•Where will we end up if we continue on this path?

Answering these questions produces a Gap Analysis.


5–5

Where Are We Now?
• Key Evaluations of the Current Status of:
 The strategic environment
 The external environment
 Information systems
 Structural analysis


5–6

Where Are We Now?
• Key Evaluations of the Current Status of:
 The strategic environment:The firm should examine the
strategic direction of the industry and major competitors
strategic actions
 The external environment:Customer satisfaction,
competitors, supplier networks
 Information systems: if information systems are
adequate to pass the right information to right person at
the right time to make a good decision
 Structural analysis: the firm should evaluate if the
structures and processes in the organization allow the
emergence of useful innovations. Because the structure
of the organization should enhance coordination and
communicaiton, this approach enables individuals to
explore products and processes early and often


5–7

Where Are We Now?
• The manager should periodically examine if the
goal is still valid.
• Sometimes a need for product is lost. There is
no use to continue with it
• The firm should decide how much in goal
variation it allows
• Variatons in some goals are acceptable while in
others not
• Kaplan and Norton developed balanced
scorecard to measure performance in
multidimension

5–8

What Lies Ahead?
Purpose—to determine what can positively and
negatively impact the firm as it moves forward
Measures that should be considered:
• Specific outcomes (# of patents) that could
produce future competitive advantage
• Factors that could impact future
competitiveness-- customer satisfaction, quality
ratings
• Factors that could impact future capabilities—
corporate reputation, perceptions of value

5–9

Where Will We End Up if We Continue on
this Path?
• The last question is a fundamental evaluation of whether
a different direction for the firm is needed.
• The firm should ask periodically, Where are we likely to
end up if we continue on this path and is it where we
thought when we developed the plan?
• A periodic introspection most often confirms the goals
and plans of the firm; however, it can open new horizons
• that have not been considered (or even known)
previously.
• Look for emergent oppurtunities: I phone, 3M, Chrysler
minivan

5–10

control
• after the evaluation, the decision to make
changes or not is the beginning of the control
processs.
• Types of control: financial, strategic, and cultural


5–11

FIGURE 5.3

Types of Controls: Advantages and Disadvantages


5–12

Financial control
• Financial controls focus on gaps between the
desired fucntional outcomes and those actually
produced by the firm.
• The firm can have short and long term goals.
• İf the gap is identified, then the firm employs
methods to improve those financial results
directly. For example if the firm is not making
profit then it cuts costs.


5–13

Strategic controls
• Strategic controls focus on the firm’s meeting of
strategic goals.
• Typical strategic goals include to be the market
leader for a given product, or to be viewed as
the most innovative firm in the industry
• Since it is more qualitative it is more difficult to
measure
• İf there is a gap in strategic goals and achieved
results some actions must be taken


5–14

Cultural controls
• It refers to the ability to have individuals act in a
manner desired within the firm due to the culture
that exist in the firm.
• Innovative cultures encourages idea sharing and
risk taking,
• Cultural controls help ensure that the reality of
value creation in an environment that nurtures
creativity remains a focus for the firm’s actions
• They are not easily be quantifiable


5–15

Examples for control
• 3M had a goal of making 30% of its income from its
products created in the last four years
• It didnt achieve this finacial goal and had to
restructure its business
• The strategic goal of the company is to be a market
leader in adhesives. It can be quantifiable and if it is
not achieved, actions taken
• 3M’s goal of being innovative with a high percentage
of its revenue coming from new products should
make employees believe in that and encourage
each other to meet that target is an example of
cultural control.

5–16

Organizational Levels and Control Factors
• Adjustments must be made if a gap is identified
between goals and performance:
1. Rethink business processes by trying to be more

cross-functional.
2. Look for improvements by redesigning the processes

the firm uses for its internal innovation.
3. Empower those involved in the innovative process to

make key decisions.
4. Determine if the goals do not match the capabilities

of the firm and develop new goals.

5–17

Organizational Levels and Control Factors
• Making the changes necessary in any of these
can be very difficult.
• Organizations are inflexible and unwilling to
recognize the problems at hand
• Because of this evaluation and control
processes of the firm should involve the entire
organization.
• There must be support for the control
mechanisms and making the necesary changes
when gaps exist.

5–18

FIGURE 5.4

Level of Organization and Control Concern


5–19

FIGURE 5.5

Interaction of Strategic Concerns


5–20

FIGURE 5.6

Strategic Process Questions


5–21

Integration evaluation and control:
Implementation - Critical Decisions
1. Ensure that management support and project goals are
understood and in the forefront of the organizing effort.
2. Assess the skills required so that the people needed to
meet project objectives are involved with the process.
3. Set up the infrastructure for the most likely scenario, but
have contingencies for other strong possibilities.
4. Don’t underestimate the influence of the internal culture
and the external environment.
5. Set up a monitoring system that is an integral part of
implementation and addresses potential technical and
market risks.

5–22

Validating the Evaluation and Control
Process
• To ensure the evaluation and control effort is
looking at the correct issues, the firm needs to
ask two questions periodically.
1. Are we measuring what we are interested in?
2. How well are we making adjustments?


5–23

FIGURE 5.7

Key Areas of Evaluation and Control and Their Importance


5–24

Managerial Guidelines
• In conducting the evaluation and control process
managers cannot forget the human element in
these activities and should:
 Maintain a balance among the various measurement

approaches.
 Seek the involvement of top management.
 Develop a “learning” focus on achieving the ends.
 Ensure that objectives are specific and understood.
 Include feedback as an integral part of the innovation

process; it is not a once a year occurrence.

5–25

S-CURVE OF TECHNOLOGY INNOVATION


5–26

Agenda
• Innovation
 Definitions
 Types of Innovation
 Invention & Improvement
 Adoption

• S-Curve
 4 Stages of Growth
 Continual Growth
 Innovation within an Industry / Company
 Speed of Change

Agenda (cont)
• Managing Your Innovation – Jumping the SCurve
 BEMI – Big Enough Market Insight
 Managing Talent
 Picking the Right Time
 Getting Ideas

• 3 Horizon Growth
• Disruptive Innovation
• The Role of Culture and Leadership
• Case Study – SlipStream
• Innovation Assessment

Many Types of Innovation
1)

Product – good or service that is entirely new or has significantly improved
characteristics or uses;

2)

Process – new or significantly improved method of production or delivery of a
service;

3)

Organizational – new method of organizing business practices, the workplace, or
relations with outside organizations; and

4)

Marketing – new developments in the design or packaging of products, the channels
for distribution, promotion or pricing.

5) CATOGORIES OF INNOVATION
A)PRODUCT AND
b)PROCESS INNOVATION
Oslo Manual of the OECD


Invention & Improvement
Innovation differs from invention in that
innovation refers to the use of a better and, as a
result, novel idea or method, whereas invention
refers more directly to the creation of the idea or
method itself.
Innovation differs from improvement in that
innovation refers to the notion of doing something
different rather than doing the same thing better.


S-Curve & Innovation
• S-Curve is a measure of the speed of adoption
of an innovation.
• First used by in 1903 by Gabriel Tarde, who first
plotted the S-shaped diffusion curve.
• This process has been proposed as the
standard life cycle of innovations can be
described using the ‘S-Curve‘.


Adoption and the S-Curve


Stages of the S-Curve

Point of Diminishing Returns


4 Stages of the Curve
• Startup
• Growth - Scale
• Maturation - Compete
• Decline - Transition
• Innovation is different at each stage


Challenges
• Startup

 Survival, market validation, funding

• Scale

 Increasing market, expanding to new geography,

increased manufacturing, hiring

• Compete

 Increased number of competitors, lower margins,

heads down

• Transition

 Compromises to stay alive, staff layoffs


Double S-Curve Model
•.


Innovation within a Company - Apple


Technical Innovation in an Industry


Not All Innovations are Successful
Zenith
 Radio
 TV
 Zenith Data Systems
 HD TV (jumped into it too early)
 Bought by LG


Jumping the S-Curve
According to Accenture’s research, high performers:
•pursue “big-enough” market insights—ones based on
changes in the marketplace that are certain to occur—and
sure to shake up the competitive landscape
•resolve the conflicting needs of today and tomorrow—
trading some of today’s performance for tomorrow’s gain
•build a hothouse of talent to nurture employees, which
then attracts more people with skills and vision
•change top management while business is still thriving
•refuse to scale up for scale’s sake and actively manage
the downsides of scale at every turn

BEMI
• Big Enough Market Insight
 Big enough (relative term)
 Valuable enough
 Certain enough

Example: Nintendo understood that if they made video
games fun and interactive they could attract a whole
new demographic.
Creating the Wii


Talent Hothouse
• If you are no longer attracting or developing
stars, and your proven players are expectedly
leaving, It’s a sign that overall performance has
peaked and stagnation is settling in.
• It may also be a sign that your staff sees you
have entered a mature market even if your sales
have not started slowing down


Picking the Right Time
• It is hard to start investing in the next major change
when your company is profitable and growing
rapidly
• It is better to use this momentum to grow into a new
area or consciously decide it is time to maximize
your profits in the current area
• If you are involved with trying to attract a buyer for
your company that can further complicate investing
in new growth


Managing It
Constant high performance and innovation
requires managers to break the future into
manageable chunks. Apple moves smoothly from
iPod to iPhone to iPad by plotting out cycles, and
then working systematically within each one,
using past success and resources to fuel market
domination.


Where Do Ideas Come From?
• Great ideas do not necessarily come from techfocused research. They’re often derived by
studying demographic, geo-political, societal,
economic and other global dynamics
• Brainstorming for ideas does not often work
• Customer centric thinking is ideal, but hard to
execute well


Features or Sustaining Innovations
• Continuing to add features to one product is not the
same as innovation
• It really just slightly modifies the one single
s-curve. (i.e. There are 37 different iPods)
• a sustaining innovation does not create new
markets or value networks but rather only evolves
existing ones with better value, allowing the firms
within to compete against each other's sustaining
improvements. Sustaining innovations may be either
"discontinuous" or "continuous"


3 Horizon Growth
• Horizon 1 – current business
• Horizon 2 – related business
• Horizon 3 – completely new business
• Alchemy of Growth
 Simple type of portfolio management
 Great starting point
 Teaches about the differences of innovation


Disruptive Innovation


Examples of Disruptive Innovation
Innovation

Disrupted
Market

Details of Disruption

Digital
photography

Chemical based
photography

First examples of digital cameras were very
poor quality and laughed at

LCD

CRT

LCD were first monochromatic and low
resolution

Wikipedia

Traditional
encyclopedias

Encyclopedia Britannica ended print
production in 2012

LED lights

Light bulbs

Initial LED lights were only strong enough
to be indicators, now replacing most lighting


Role of Culture & Leadership
• There is no innovation without leadership
• Innovation is a collaborative activity
• No single person can manage the innovation for an
organization
• Innovation often happens outside of normal process
• Essential roles for managers

 Promoting an attitude and expectation of innovation
 instituting policies and strategies that makes innovation real
 enabling innovation while engaging in dedicated obstacle

obliteration
 Remove obstacles for staff


Degree of novelty
• Diffusion
• New to the firm
• New to the market
• New to the world
• Disruptive innovations


Degree of novelty
• Diffusion is the way in which innovations spread,
through market or non-market channels, from their first
worldwide implementation to different consumers,
countries, regions, sectors, markets, and firms. Without
diffusion, an innovation will have no economic impact.
The minimum entry for a change in a firm’s products or
functions to be considered as an innovation is that it
must be new (or significantly improved) to the firm.
• New to the firm: A product, process, marketing method,
or organisational method can already have been
implemented by other firms, but if it is new to the firm (or
in case of products and processes: significantly
improved), then it is an innovation for that firm.

Degree of novelty (continued)
• New to the market:
 the firm is the first to introduce the innovation onto its market.
 The market is defined as the firm and its competitors.
 The geographical scope is subject to the firm’s own view of its
operating market and thus can include both domestic and
international firms.
• New to the world:
 the firm is the first to introduce the innovation for all markets and
industries, domestic and international.
 implies a qualitatively greater degree of novelty than new to the
market.
• Disruptive innovations:
 an innovation that has a significant impact on a market and on
the economic activity of firms in that market.
 focuses on the impact of innovations as opposed to their
novelty.
 These impacts can, for example, change the structure of the
market, create new markets, or render existing products
obsolete. However, it might not be apparent whether an
innovation is disruptive until long after the innovation has been
introduced.

Innovation Management


Managing Innovation
Innovation Strategy

Creativity / Ideas
Management

Portfolio
Management

• Goals
• Communication
• Technology
• Measures

Implementation
(NPD, etc)

Human Resource Management
• Culture
• Motivation
• Appraisal


Market
-Products
-Processes
-Services

Innovation Strategy
 Has innovation been introduced as a fundamental part of your company







philosophy and values?
What is the role of technology in innovation?
Does top management spend sufficient time supporting all stages of
innovation?
Are competitors’ innovation rates known/monitored?
Are innovation goals / measures defined - for new products, services
and processes?
Is there a good balance of truly innovative projects as well as product
improvements?
Does your innovation strategy integrate all five areas of innovation
management?


Creativity & Knowledge Management

 Are creative ideas collected on a regular basis from all





employees?
How many ideas for new products, services and processes were
developed in the last 12 months?
Do ideas originate from all departments, often from contacts with
customers?
Are ideas quickly developed into new product / service
concepts?
Are creativity techniques and workshops used?


Portfolio Management

 Is there a good balance of ideas for new products, services and





processes?
Are concept reviews held regularly?
Are choices made quickly?
Is there a good feedback mechanism from actual product
performance to ensure screening decisions
Does the responsibility for screening decisions lie too high in the
company hierarchy?


Implementation

 Is this a bottleneck stage, because too many projects are






attempted?
Are best practice techniques such as simultaneous engineering
applied, where appropriate?
Is your time-to-market comparable to your competitors?
Are manufacturing ramp-ups fast and efficient?
Does manufacturing regularly develop new processes?
Are project reviews effective and used to improve performance?


HRM - People Management

 Is the broad meaning and importance of innovation-new

products, services and processes- understood by all employees?
 Are clear innovation targets set and known by all employees?
 Do human resource policies support a culture of innovation
through stimulating a creative, problem-solving working
environment? Are organizational structures flexible and effective?
 Is innovation covered by employees’ appraisals?


Innovation Strategy
•
•
•
•
•
•
•

Has innovation been introduced as a fundamental part of your company philosophy and values?
What is the role of technology in innovation?
Does top management spend sufficient time supporting all stages of innovation?
Are the innovation rates of competitors known and monitored?
Are innovation goals - for new products, services and processes - defined?
Is there a good balance of truly innovative projects as well as product improvements?
Does your innovation strategy integrate all five areas of innovation management?

Creativity Management
• Are creative ideas collected on a
regular basis from all employees?
• How many ideas for new
products, services and processes
were developed in the last 12
months?
• Do ideas originate from all
departments, often from contacts
with customers?
• Are ideas quickly developed into
new product / service concepts?
• Are creativity techniques and
workshops used?

Portfolio Management
• Is there a good balance of ideas
for new products, services and
processes?
• Are concept reviews held
regularly?
• Are choices made quickly?
• Is there a good feedback
mechanism from actual product
performance to ensure screening
decisions
• Does the responsibility for
screening decisions lie too high in
the company hierarchy?

Implementation (NPD, etc)
• Is this a bottleneck stage, because
too many projects are attempted?
• Are best practice techniques such
as simultaneous engineering
applied, where appropriate?
• Is your time-to-market comparable
to your competitors?
• Are manufacturing ramp-ups fast
and efficient?
• Does manufacturing regularly
develop new processes?
• Are project reviews effective and
used to improve performance?

Human Resource Management
•
•
•
•

Is the broad meaning and importance of innovation-new products, services and processes- understood by all
employees?
Are clear innovation targets set and known by all employees?
Do human resource policies support a culture of innovation through stimulating a creative, problem-solving working
environment? Are organizational structures flexible and effective?
Is innovation covered by employees’ appraisals?


FACTORS TAHD AID INNOVATION PLANNING

1)CREATIVITY
A)ADVENTURING
B)CONFRONTING
C)PORFOLIO OF SKILLS
2)ORGANIZATION -WIDE -ISSUES
A)COMMUNICATION
B)REWARD SYSTEM
C)ORGANIZATIONAL ASUUMPTIONS
3)POLITICAL ISSUES


5–63

Technology acquisition

Technology Management
Activities and Tools


Acquisition channels (1)
BUY
• Sponsoring university research
• External R&D centers
• Consultants
• Licensing agreements
• Vendors/ suppliers
• Acquiring machinery or the firm


MAKE
• R&D


COLLABORATE
• Consortia
• Joint ventures
• Sub-contracting


The reasons behind technology
acquisition
• Limited resources
• Time pressure
• Complementary assets
• Protecting image
• Diversification
• Supporting internal technologies
• Avoid development risks


Expected resulting impacts of
technology acquisition

• productivity
• quality
• product development cycle
• labor-management relations
• accuracy of the information flows
• production costs
• flexibility (volume, machine, process,..)
• maintenance costs
• service performance
• sales


Steps in technology acquisition
•

Goal setting


•

Finding technology suppliers


•
•
•
•

Technology & Impact assessment
Acquisition channel

Choosing acquisition method
Contract preparation and negotiation
Technology transfer
Managing long-term collaboration


Collaboration option


Open Innovation
Research

Development

Commercialisation

IP in-licensing

Products in-sourced
(e.g. Co-branding)
Company
Boundaries

Core Market Focus

Technology
Spin-outs
IP out-licensing

Ideas &
Technologies

Source: Chesborough 2003 and Docherty 2006

What are the issues when
managing external suppliers and
alliance partners?


Issues in network design:
• Aim
• Partners
• Duration
• Contract
• Management
• Investment / Re-engineering
• Division of labour
• Strategy

How to decide on the type of network?
• The objective of the collaboration
• The content of the collaboration
• The typology of partners involved


The content of the collaboration
(Chiesa and Manzini, 1998):
1) Definition of the content
2) Firm’s familiarity
3) Relevance for the firm’s competitive adv.
4) Technology life cycle
5) Level of risk
6) Appropriability of the innovation
7) Phase of the innovation process
8) Level of assets specialization
9) Divisibility of assets

P&G Case (3)
• Internal website, 18000 innovators across R&D,
Engineering, Market Research, Purchasing, and Patent
Divisions.
• 600 websites for Global Project Teams
• Individual problem-solving and connection-making websites
for 20 Communities of Practice.
• Nearly 9 million documents on line, growing daily.
• Automation and artificial intelligence
• the latest in webcasting and satellite technology to create an
internal Innovation News Network
• Conducting a deal-making/technology trading expo
 over 2200 ideas for new products and important new uses of P&G

and external technologies


Identification

Selection
Business
strategy

Acquisition
Internal acquisition:
R&D

External acquisition
Collaborative R&D

New product
dev.
Purchase

New process
dev.

M&A

Other projects

Outputs

new product / service equipment / solutions
Protection

Exploitation

Learning


TECHNOLOGY MERGER
AND ACQUITION

5–79


5–80


5–81


5–82


5–83


5–84


5–85


5–86


5–87


5–88


5–89

Knowledge Management


Knowledge Map
Questions/
Discussion

Fad or Fundamental?

Why Knowledge, Why Now?

Action Plan

Getting Started

Knowledge
Management

Key Concepts

A Bit of Theory

The Knowledge
Agenda

Critical
Success
Factors

KM
Cases


Fad or Fundamental?

for
“In

ty”
cie
o
nS
tio
ma

alue
Added V

Tim

eto-

ma
rk e
t

Knowledge
Goods & Services
Information

Ma
r ke
td
riv
en

Flexibility

s
es
en
siv
on
sp
Re

Innovation in Products,
Services and Processes
• Global Customers
• Changing Needs
• Time-to-market
• ‘Smart’ Products
• Customization
• Service
• Quality
• Intangibles


Roots of Knowledge Managment

Learning
Organization

Business
Transformation
(BPR, TQM, culture)
Innovation
Knowledge
Management

Intellectual
Assets/Capital

Information
Management
Knowledge-based
Systems


Knowledge is Different (1)

Intelligence
Knowledge
Information
Data

Human, judgemental
Contextual, tacit
Transfer needs learning

Codifiable, explicit
Easily transferable


Conversion processes
Source: The knowledge creating company, I. Nonaka and H. Takeuchi

Tacit

Socialization

Externalization

Internalization

Combination

From
Explicit

Tacit

To

Explicit


Knowledge is Different (2)
Chaotic knowledge processes
Human knowledge and networking

Information databases and technical networking

Systematic information and
knowledge processes


Working Definition
Knowledge Management is the explicit
and systematic management of vital
knowledge - and its associated processes
of creation, organisation, diffusion, use and
exploitation.


What is ... in Practice
• Knowledge Teams - multi-disciplinary, cross-functional
• Knowledge (Data)bases - experts, best practice
• Knowledge Centres - hubs of knowledge
• Learning Organization - personal/team/org development
• Communities of Practice - peers in execution of work
• Technology Infrastructure - Intranets, Domino, doc mgt
• Corporate Initiatives - CKOs, IAM, IC accounting


2 Key Thrusts
Sharing existing knowledge
“Knowing what you know”

Knowledge for Innovation
“Creating and Converting”


Seven Levers
• Customer Knowledge - the most vital knowledge
• Knowledge in Products - ‘smarts’ add value
• Knowledge in People - but people ‘walk’
• Knowledge in Processes - know-how when needed
• Organizational Memory - do we know what we know?
• Knowledge in Relationships - richness and depth
• Knowledge Assets - intellectual capital


Knowledge Cycles
Innovation Cycle

KM Cycle
Collect

Codify
Identify
Embed

Product/
Process

Diffuse

Create

Classify

Knowledge
Repository

Use/Exploit
Access


Organize/
Store

Share/
Disseminate

Some Cases
• Create/discover - 3M, Glaxo Wellcome
• Codify - BHA, Standard Life, PwC
• Diffuse - H-P, Thos. Miller, Rover, BP
• Use - Buckman, Steelcase, PwC, Andersen etc.
• Process/culture - Cigna, Analog
• Conversion - Monsanto
• Measure/exploit - Skandia, Dow


Glaxo Wellcome
• A strategy led initiative - learning org. focus
• Workshops to convert rhetoric to action plans
• Using Intranets to share R&D, help approvals
• Library, document management support
• Reoreinted Technical Architecture
• Challenge is creating ‘sharing culture’
Bottom Line - better RoIC


Glaxo Wellcome - Knowledge Net
Learning History
Team Skills

Process Improvements
- Quality etc.

Communications

Knowledge
Network
Architecture

Marketing products

People
- manager skills
- ‘Yellow pages’
- expertise

New science
competencies

Strategy

- customer dialogue


Price Waterhouse KnowledgeView

SM

• Knowledge is their business
• Systematic processes - sharing ‘best practice’
• Knowledge centres - editors and advisers
• Taxonomy - International Business Language
• Common formats on information
• Lotus Notes for multiple ‘views’
• Adding contextual/contact information
Bottom Line: Better solutions in less time


KM Framework for Success
Enablers

Leadership

Structures - Cultures - HR Policies - Vision

Levers
Processes

People

Measurement

Information

Space

Foundations
‘Hard’ infrastructure - Intranet, groupware etc.
‘Soft’ - Skills, learning,

+

Tools and
Techniques


IT Infrastructure
• A key enabler
• Access anytime, anywhere, anyhow
• Lotus Notes, First Class, Intranets - groupware
• Point solutions e.g. data mining, mapping
• New generation of Knowledge Based systems
• Focus on the I (Information - about Knowledge)
• Hybrid, virtual teams


Soft Infrastructure
• A culture of sharing - vs. information fiefdoms
• Directors of Knowledge (Intellectual Capital)
• Facilitating knowledge processes
 change teams, development workshops etc.

• Developing personal skills
 info management, ‘dialogue’, online techniques

• New measures of human capital, capabilities


Critical Factors
• Strong link to business imperative
• Compelling vision and architecture
• Knowledge leadership
• Knowledge creating and sharing culture
• Continuous Learning
• Well developed ICT infrastructure
• Systematic knowledge processes


Action Planning
1. Find out where you are!
 do an assessment; look for existing practice

2. Identify the knowledge champions
 and top level sponsors

3. Start the learning process
 attend seminars, site visits, assemble resources

4. Understand the seven knowledge levers
 find how knowledge adds value to your business


Action Planning (cont.)
5. Identify Related Initiatives
 an opportunity for collaboration?

6. Initiate a Pilot Project
 look for quick wins, within long-term framework

7. Assess Organizational Readiness
 assessment plus enablers, levers, foundations

8. Develop a road map for knowledge
 vision, goals, strategies, resources, networks.”


Company/Enterprise: Gap Analysis
Source: ENTOVATION
Communications Technology

Collaborative Process

10
Performance Measures

8
6
4
Leadership/Leverage

Education/Development

2
0

Learning Network

Market Image

Innovation Intelligence
Alliances/Joint Ventures

Products/Services


OBTAINING TECHNOLOGY
INTERNAL

5–113

OBTAINING INNOVATION INTRNAL
KEY IMPLIMENTATION ISSUES
1)LEADERSHIP
-SKILL MIX
-LEADERSHIP ACTIONS
A)CREAT A SUPPORTIVE ENVIRONMENT
B)CREATE MECHANISM FOR INNOVATION
C)ALLOCTION OF RESOURCES
2)ENGAGEMENT
-PROBLEMS IN ENGAGEMENT
A)INERTIA
B)FEAR
C)COMPLACENCY
-OVERCOMING PROBLEM
A)BUILDING A KNOWLEDGE BASE CULTURE
B)TRAINING AND DEVELOPMENT
C)MONITORING EMPLOYEES

5–114

3)EXTENTION
-KNOWLDE SHARING WITHIN THE ORGANIZATION
-MONITIRING COMPANIES
-LOOKING FOR NEW COMPANIES
4)ALIGNMENT
-BUILD FIT
-TIE REWARDS TO ACHIEVMENT OF GOALS
-ORGANIZATIONAL STRUCTURE


5–115

OBTAIANING
TECHNOLOGY EXTERNAL

5–116

1)ALLIANCES
-FORMAL AND INFORMAL ALLIANCES
-DOMESTIC AND INTERNATIONAL ALLIANCES
-CONCERNS IN ALLAIANCES
2)MERGERS AND AQUITION
STRATEGIC REASONS
-QUICK ENTRY
-AVOIDE COST AND NEW PRODUCT DEVELEOPMENT RISK
-GAIN MARKET POWER
-ACQUIRE KNOWLEDGE
TYPES OF M&A
RELATED AND UNRELATED
HORIZONTAL AND VERTICAL


5–117

DECISION TREE FOR TECHNOLOGICAL AQUITION
STRATEGIC DIGNOSIS
FORMULATION OF TECHNOLOGICAL STRATEGY
DETERMINE STRATEGIC NEED OF AQUITION OF STRATEGY
WILL CREATE VALUE ??
IF YES – TYPES OF FUTURE NEEDS
LEVEL OF COMPATABILITY
GOALS
CULTURE
SYSTEMS
DESIGN OF ALLIANCE
IMPLIMENTATION STRTEGY
IF NO- GO BACK TO DIAGNOSIS STAGE

5–118

Tech mgnt final ppt

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Destacado

Destacado (8)

Similar a Tech mgnt final ppt

Similar a Tech mgnt final ppt (20)

Último

Último (20)

Tech mgnt final ppt

Notas del editor