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Technology & Innovation ... 100 Slides Technology Enthusiasts Visionaries Pragmatists Conservatives Skeptics The Chasm The Mainstream Market The Early Market Powered by  www.drawpack.com . All rights reserved.
Entrepreneurship  –  Venture Models  –  Driving Forces  –  Venture Capital  –  Growth Phases  –  Technology Life Cycle  –  The Chasm Model  –  The Transilience Map  –  Diffusion Curve  –  Technology Strategies  –  Knowledge Creation Process  –  Innovation Management  –  First Mover Advantage  –  Technology Acquisition  –  Core Technologies  –  Technology Portfolio  –  Patent Management  –  Intellectual Property  –  Innovation Types  –  Kano Model  –  R&D  –  New Technologies  –  Risk Bubble Diagram  –  Technology Evolution  –  E-Business Models  –  Growth Strategies  –  Start-up  –  Private Equity  –  Financing Life Cycle  –  Product Innovation Process Key Words ...
Who is the Entrepreneur? Inventor Entrepreneur Promoter Manager, Administrator High Low GENERAL MANAGEMENT SKILLS, BUSINESS KNOW-HOW, AND NETWORKS CREATIVITY AND INNOVATION High
Fit of Entrepreneur and Venture Capital  Potential for singles or doubles, but many strike out Potential for triples and home runs Not hat and no cattle Big hat, no cattle High Low ENTREPRENEUR‘S FIT AND BALANCE High ATTRACTIVENESS OF VENTURE OPPORTUNITY Low
Central Issues in Entrepreneurial Finance Value Creation Slicing the value pie Covering risk Shareholders Customers Employees Allocating risks and returns Cash-Risk-Time Debt: Take control Equity: Staged commitments
Dominant Venture Modes Most Least ADMINISTRATIVE Most ENTREPRENEURIAL Most Least Least Higher potential,  growth-minded ventures Higher potential, growth-minded ventures Lifestyle, Mom and Pop ventures Mature, bureaucratic dinosaurs CHANGE AND  UNCERTAINTY Seed/Startup Maturity High Growth Entrepreneurial domain Administrative domain
Principle Driving Forces ,[object Object],[object Object],[object Object],[object Object],Most Least ADMINISTRATIVE Most ENTREPRENEURIAL Most Least Least Driven by: Driven by: Driven by: Driven by: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Entrepreneurial domain Administrative domain CHANGE AND  UNCERTAINTY Seed/Startup Maturity High Growth
Financial Strategy Framework Financial strategy Degrees of strategic freedom: Time to OOC Time to close Future alternatives Risk/Reward Personal concerns Business strategy Marketing Operations Finance Value creation Sources and deal  structure Dept Equity Other Financial  requirements Driven by: Burn rate Operating needs Working capital Asset requirements and sales Opportunity
The Five Tasks of Strategic Management Fund conception Target investment opportunities Raise capital for investment Generate deal flow New and young companies with  high potential Fund conception Target investment opportunities Fund conception Target investment opportunities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Typically 5 to 10 year window
Flows of Venture Capital Investors Venture Capital Firms Portfolio Companies Provide capital ,[object Object],[object Object],[object Object],[object Object],[object Object],Use capital MONEY MONEY Limited partners Pension funds Individuals Corporations Insurance companies Foreign Endowments Return of principal plus 75-85% of capital gain EQUITY Value-creation and harvest 2-3% ANNUAL FEE General partners 15-25% of capital gains IPOs/Mergers/Alliances Opportunity Creation recognition and execution Entrepreneurs
Growth Phases 1. Crisis of LEADERSHIP 2. Crisis of AUTONOMY 3. Crisis of CONTROL 4. Crisis of RED TAPE 5. Crisis of ? 1. Growth through CREATVITY 2. Growth through DIRECTION 3. Growth through DELEGATION 4. Growth through COORDINATION 5. Growth through COLLABORATION Young Mature Small Large AGE OF ORGANIZATION SIZE OF ORGANIZATION Revolution stages Evolution stages Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
A Way to Think about Potential Not Obvious Small GROWTH / ULTIMATE FINANCIAL POTENTIAL Large CONCEPT Obvious Black Holes Home Runs Filling Stations Squirrel Cages
Four Archetypal Structural Approaches to Coordination High Low USE OF FORMAL CONTROL MECHANISMS High DELEGATION OF RESPONSIBILITY Low Laissez-faire  Management Professional Management Entrepreneurial Management Bureaucratic Management
The Technology Adoption Life Cycle ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Chasm Technology Enthusiasts Visionaries Pragmatists Conservatives Skeptics The Chasm The Mainstream Market The Early Market
Amar Bidhé Framework Promising Revolutionary Marginal Corporate High Low Low High UNCERTAINTY SCALE VC Backed Startups „ Regular“ Corporation „ Regular“ Start-ups Uncertainty:  unqualifiable and immeasurable risk Scale:  expected total profit from opportunity
On Innovation Why do firms innovate? Product innovation Process innovation Economic value Novelty Appropriability (patent, secrecy...) Escaping from perfect competition Price > marginal cost Monopoly rent Rent X market share (trade off) Monopoly rent Price > marginal cost Escaping from perfect competition Novelty Appropriability (patent, secrecy...) Consumers accept to pay a higher price Costs are decreasing
Framework for Investigating the Impact of Innovation on Growth and Employment TECHNOLOGICAL CHANGE Industry-specific opportunities for innovation in firms NON INNOVATING  FIRMS FIRMS INNOVATING MAINLY IN PROCESSES FIRMS INNOVATING MAINLY IN PRODUCTS No R&D and innov. exp. Stable productivity Cost savings, low quality Some R&D and innov. exp. mainly for investment Growing productivity through restructuring Defence of market shares through cost reductions High R&D and innov. exp. mainly for new products Growing productivity through higher quality Expans. of market share Search for new markets and monopoly profits Passive price competitiveness Active price competitiveness Technological competitiveness Losing out to competitors Falling or stable market shares Stable or slow growing market shares (at the expense of competitors) Fast growing market shares Developm. of new markets Strong fall of value added and employm. Stable value added, falling employm. with growth of productivity Slow growth of value added, stable  employm. with growth  of productivity Strong growth  of value added, some employm. growth Stagnant Growing Stagnant Growing Stagnant Growing Behavior of firms: Innovative strategy of firms: Competitive strategy: External conditions of markets and demand: Outcomes for the firm: Outcomes for the industry:
Types of Lock-In and Types of Switching Costs Type of lock-in Contractual commitments Durable purchases Brand-specific training Information and data bases Specialized suppliers Search costs Loyalty programs Switching costs Compensatory or liquidated damages Replacement or equipment; tends to decline as the durable ages Learning a new system, both direct costs and lost productivity; tends to decline as people learn to learn Converting data to new format; tends to  rise over time as collection grows Funding of new supplier; may rise over time if capabilities are hard to find Combined buyer and seller search costs; includes learning about quality of  alternatives Any lost benefits from incumbent supplier, plus need to rebuild cumulative use
The Transilience Map Niche creation Architectural Regular Revolutionary Market Production Technology Customers CONTINUITY BREAKTHROUGH
Organizational Capabilities F1 F2 F3 F4 SM Functional F1 F2 F3 F4 SM Functional matrix F1 F2 F3 F4 SM Balanced matrix SM Project matrix P1 P2 P3 P4 SM Project-led  organization P1 P2 P3 P4 SM Project-based organization F1 F2 F3 F4 P1 P2 P3 P4 F1 F2 F3 F4 P P P1 P2 P3 A B C D E F
A New Kind of Competition:  Winner-Take-All MARKET SHARE ( in % ) TIME 0 50 100 Winner Battle zone Loser
The Classical Diffusion Curve NUMBER OF USERS TIME Launch Takeoff Saturation Adoption Dynamics
Positive Feedback's Should not be Confused with Growth VALUE TO USER NUMBER OF COMPATIBLE USERS Vicious cycle Virtuous cycle Popularity Adds Value in a Network Industry
The Whole Product Model Generic Product Expected Product Augmented Product Potential Product
The Simplified Whole Product Model Additional Software Additional Hardware System Integration Installation and Debugging Cables Training and  Support Standards and  Procedures Anything else you would need to achieve your compelling reason to buy Generic Product
The Competitive-Positioning Compass SUPPORTERS SKEPTICS GENERALIST SPECIALIST Company Market Product Technology Visionaries Technology Enthusiasts Pragmatist Conservative Crossing the Chasm Developing the Early Market Developing the Mainstream Market
Define the Battle SUPPORTERS SKEPTICS GENERALIST SPECIALIST Company Market Product Technology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Discontinuity and Life Cycle Prototypes Early Market Main Street Tornado Technology Enthusiasts Conservatives Visionaries Pragmatists High Low Low High APPLICATION BREAKTHROUGH PARADIGM SHOCK End of Life Pure Science Bowling Alley Chasm
Development of Technological Entrepreneurial Regions Available Capital Academic Institutions Scientific/ Technical Knowledge Trained Individuals Venture Capital Technological Enterprise Unsuccessful Spin-Off Enterprise Successful Service Enterprise Growth Economic & Employment Growth
Technological Enterprise Space High Low TECHNOLOGY INNOVATION Existing New Generation Incremental Radical Existing Emerging New Future MARKET
Technological Strategic Planning Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Corporate Strategy Vision, Objectives, Goals Technological  Strategy Action Plan
Knowledge Creation Pyramid Competitive Advantage Continuous Innovation Knowledge Creation
Technology Strategy Risk-Return Space High Low or Negative Low High RETURN RISK Cost Reduction Technology Product Line Extension Peripheral Trend Expanding Market Pull Trend Mature Market Push
Two-Dimensional Technological Space Radical New Generation Incremental Existing Existing Emerging New Future TECHNOLOGY MARKET
Innovation Feedback Process Expertise Economic Power Invention Implementation Market Penetration Technology, customers, markets, expertise, patents, trademarks, trade secrets Market space, competitors, suppliers
Nested Enterprise Strategy Sets Strategy Mission Vision
Key Elements of Business and Technological Strategy Domains Business Elements Market Forecasts Mission Space General Needs Specific Requirements Technology Elements Technology Forecasts Technological Space Technologies Technological Applications Projects Enterprise Objectives Programs Increasing Detail Drives Bounds
Technological Risk Domain High Moderate Low Existing Incremental Improvement New Generation Radical RISK TECHNOLOGY
Trilogy of Strategic Technology Decisions Which Way to Go  Decision Keep or Sell Decision Make or Buy Decision Leadership Team Technological Potential Technologies Structures Processes Product, Process or Service System Functions $
Relationship of Needs, Core Technologies and Competencies Core Technologies Market Products, Processes or Services Core Competencies Needs Technologies to Meet Needs Defining Capabilities
Strategic Technology Position 0 1 10 Aging Technology Core Technology Region New Technology Vector COMPETITIVE  TECHNOLOGICAL STRENGTHS TECHNOLOGICAL ATTRACTIVENESS
Technological SWOT Analysis Diagram Aggressive Strategy Diversification Strategy Turnaround Strategy Defensive Strategy Substantial Enterprise Technological Strengths Numerous Enterprise Environmental Opportunities Major Technological Environmental Threats Critical Enterprise Technological Weaknesses
Technological Strategic Clusters Weak technological competitive position Strong technological competitive position Emerging technology market with rapid growth Existing technology market with slow to moderate growth („Niche“) („No-Go or  Change it“) („Go-for-it“) („Partnering“) II III IV I
Internal and External Interactions for Technological Strategy Development Differentiating Capabilities Competencies and Technologies Organizational Learning Internal Culture External Forces Technological Strategy Enterprise Business Strategy Enterprise Internal Environment External Environment
Components of a Competitive Analysis What drives the competition? Future Goals Competitor‘s Response Profile Assumptions Held about itself  and the industry What the competition is doing and can do? Current  Strategy Capabilities Strengths and weaknesses ? ? ? ? ? ? ? ? ? ? Strengths Weaknesses Opportunit y Threats
Impact of Competitive Advantage Few Many Small Large SIZE OF TECHNOLOGICAL  COMPETITVE ADVANTAGE NUMBER OF WAYS TO ACHIEVE  TECHNOLOGICAL COMPETITIVE  ADVANTAGE Market share Market share Volume Stalemate Specialization Fragmented Market share Market share ROI ROI ROI ROI Barriers of Entry to Technological Market Space Technological Competitive Differentiation
First Mover Advantage Model Competitive Strategy Competitive Strategy Environmental Opportunity Attractiveness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Economic Factors Pre-emption Factors Technological Factors Behavioral Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Demand Uncertainty Entry Scale Efficient Scale-to- Market Size Advertising Intensity Response Time Scope Economies Pre-emptive Investment Technological Innovation Characteristics Nature of Good Product Characteristics Technological Change & Discontinuity Market Type Market  Evolution Buyer‘s Investment in  Cospecialized Assets Overall Magnitude of First-Mover Advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],First-Mover Positional Advantages Cost   Differentiation
Financing Life Cycle Valley of Death Enterprise Cash Flow Enterprise Financing Time Break-even point Emerging Growth FFF & Angels Venture Capitalist Investment Banks & Banks Seed Capital & Early Stage Early Growth Later Growth Public Market Initial Public Offering Mezzanine 1st 2nd 3rd
Break-Even Regions P&L breakeven Cash flow breakeven Returned capital breakeven Cash flow Cumulative revenue EVA breakeven Opportunity cost based on capital risk assumed $
Financial Strategy Framework Due dilligence process Investor Investment strategy Alternative Investments Time to close deal Risk/Reward Space Financial Strategy Opportunity Time to out of cash Entrepreneurial concerns Future alternatives Sources and Deal Structure Debt Equity Other Business Strategy Technological Strategy Market Strategy Financial Requirements Asset Requirement Burn Rate Operating Requirements Working Capital
Financing Space Lowest risk for investors but highest potential risk to enterprise RISK PLANE COST PLANE Senior Debt Lowest cost for enterprise Subordinated Debt Options Preferred stock Stock Highest cost for enterprise Highest risk for investors but lower potential risk to enterprise
Investor Perceived Risk-Return Space High Moderate Low Low Moderate High PERCEIVED RETURN PERCEIVED RISK Banks FFF Entrepreneur Angels VCs Realistic Investors
Technological Risk-Return Space High Low RISK TECHNOLOGY Existing New Generation Incremental Radical Moderate High RETURN Moderate Low
Technological Market Risk Space High Low Developing MARKET  DEVELOPMENT STAGE Moderate RISK Low Moderate High POTENTIAL MARKET GROWTH Existing New
Enterprise Risk-Return Space Seed & Early Stage Early Growth Later Growth Mezzanine Buy-out or IPO Low Moderate High RISK ANNUAL RETURN (%) ENTERPRISE STAGE 100 80 60 40 20 0
Davenport’s Investment Risk-Return Space Low Moderate Risky Most Risky 0 20 40 60 80 100 Davenport‘s Risk/ Return Space Data from Venture Capitalist EXPECTED ANNUAL RETURN (%) INVESTMENT RISK
New Enterprise Growth Space Marginal Successful and  growing Life-style High-growth Low High Ability to Grow Propensity for Growth
Three-Dimensional Technological Management Model Service Marketing Production Project Preproject Technology buildup Functional Management Managerial functions Critical functions Management roles Management skills Resources Procedures Structure Strategy Culture ASSETS PROCESSES SKILLS & EXPERTISE
Internal-External Technology Acquisition Model Degree of Competitiveness Degree of Protection Life of Technology Decision Mechanism External Technology Acquisition Technology Relatedness Core Enterprise Technology Managerial Capabilities Enterprise Experience with External Technology
Technology Leadership Space Low High Low High Growth Public Enterprise DEVELOPMENT STAGE GROWTH ORIENTATION HUMAN RESOURCES ORIENTATION Start-up Early Stage Life style focus Team focus Unfocused Authority focus
Enterprise Management Process Decision Process Enterprise Structure Mission & Strategy Enterprise Learning Value Improvement Customer Satisfaction Benchmarking
The 7 Elements Overview Create innovative environment Strategic framework Focus on customer benefits –  not on customer Controlling of project portfolio (innovation controlling) Management of pre-project phase Fast project realization Tools (methods)
Technological Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Rapidly Changing Technologies Slowly Changing Technologies Managing the USE of Technology Managing the CREATION of Technology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Timing and Impact of Management Attention and Influence Knowledge Acquisition Concept Investigation Basic Design Prototype Building Pilot Production Manufacturing Ramp-Up PHASES INDEX OF ATTENTION AND INFLUENCE High Low Actual Management Activity Profile Ability to Influence Outcome
Priority Issues in Technology and Innovation Management 40   60   80  100  120   140  160   180  200 100 80 60 40 120 140 160 180 200 GROWING IMPORTANCE DECLINING IMPORTANCE Building Seamless Innovation Processes Linking Technology to Business Changing Culture and Values in R&D Building/Leveraging Competences Managing R&D in a Global World Rethinking Technology Management Managing for  R&D Efficiency IMPORTANCE LEVEL (NEXT 5 YEARS) IMPORTANCE LEVEL (PAST 5 YEARS)
Technological Progress I PERFORMANCE OF THE TECHNOLOGY CUMMULATED R&D SPENDING Pacemaker Technology Key Technology Base Technology
Technological Progress II PERFORMANCE OF THE TECHNOLOGY CUMMULATED R&D SPENDING Old Technology New Technology Higher Potential
Core Competencies:  Open Markets, Difficult to Imitate Processes Capabilities Technologies Core Competencies
Core Competencies: Market and Resources Low  Company View  High Low  Market View  High Competency 5 Competency 3 Competency 4 Competency 1 Competency 6 Competency 2
A Consumer Products Competency Map Customer Care Trade Partnering Service Excellence End Customer Delight Delight and Loyalty Measurement Expectation Trend Management Electronic Data Interchange Space and Replenishment Management Trade Marketing Service Innovation Category Management Space Management Promo Management Customer „ Partners“ Customer Database Core Competency Capabilities Processes Sub-Processes Resources
Technology Portfolio: 5 Generic Strategies Observation Pilot project Investing Optimizing Desinvesting TECHNOLOGICAL MATURITY/ STRENGTH (INTERNAL VIEW) STRATEGIC RELEVANCE
Platforms Link Technology and Market Product platforms Technical core competencies Product groups Individual products Market segments „ Technology flow“ „ Market- Information flow“ Technologies Customer needs INTEGRATION OF MARKET AND TECHNOLOGIES VIA PRODUCT PLATFORM
Platforms: Management Focus Vision Platforms Product family Individual products IN THE PAST TODAY
Value vs. Volume Decisions Knowledge Information Data Value Volume
Innovation & Distinctive Capability = Competitive Advantage Secret Strategy Innovation Patent Valium Coke Sony Walkman Competitive Advantage
A Model of a Knowledge Company STRUCTUAL CAPITAL Intellectual Assets Human Resources INTELLECTUAL CAPITAL
A Model of Intellectual Capital Intellectual Assets Intellectual Property Human Resources
The Intellectual Capital of the Firm Human Capital Experiences Know-how Skills Creativity Intellectual Assets Documents Drawings Programs Data Inventions Processes Intellectual Property Patents Copyrights Trademarks Trade Secrets Semiconductor Masks
Knowledge Management Strategies Codification Strategy Tacitness Strategy Increase the absolute level of codification across all dimensions of codification and knowledge. Decrease the absolute level of codification across all dimensions of  codification and organizational  knowledge. For each type of organizational knowledge decrease the level of codification on those dimensions of codification which transfer knowledge fastest and most accurately. For each type of organizational knowledge decrease the level of codification on those dimensions of codification which pose greatest risks of involuntary transfer of knowledge. Unfocused Strategy Focused Strategy
Intellectual Property Management Patent selling, buying, licensing Identification of Patent weaknesses Work with external Patent Consultants Patent strategy Patent abstracts Brain Maps Key Know How holder maps (competitors) Patent writing Patent Mapping with competitors‘ patents Patent search Patent analysis for technology trends Infringement of Patents Defending Patents Intellectual Property Management
Positioning and Evaluating Assets Incremental  for Eastman New to Eastman New to the World TECHNOLOGY TYPE MARKETS Unknown Market to World Known to Industry Clear Extension for Eastman Market Push Market Risk Technology & Market Push- Large Risk Technology Push Technology Risk Existing Business
Separate Pre-project and Implementation: Open vs. Tight Concept and planning Implementation Project planning Specs and business plan Detailed specs Generation of ideas Market & Product concept Detail Design Prototype etc. Potential influence Product specifications and costs Freezing Point / Release of tools any jigs Few structured activities Structured processes
Types of Innovation:  Cost of Change is Important Low High Low High COST   OF ENGINEERING CHANGE AT LATE STATE TECHNOLOGY INTENSITY Software Multimedia electronics Aircraft turbines Cars New restaurant concept Cosmetics
Selection of the Right Project Organization Functional Coordination (Lightweight team) Team (Heavyweight team) Task-Force ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Stable environment Integration Pressure of time Fire brigade New business + _
Indicators of Horizontal Relations Between Core Firms Independent Independent with Influence Interdependent Dependent with Influence Dependent without Influence Cooperation or Competition Compliance Coalition Direct Control Structural Control Position of the other Attitude of  core firm One directional technology flow (second sourcing, licensing) System integration (common standards) Controlling (minority) share in core firm Technology/patent exchange (cross-licensing, technology share) Joint R&D (research, pacts, joint development) Production consortium and/or cartel (joint production) Merger, Joint Venture (50/50) Direct investment, minority share Acquisition OEM agreement Distribution
Five Major Trends Drive the Evolution of R&D Organization Decentral  R&D Central R&D Competition Cooperation Polycentric decentralized R&D Integrated R&D Network Ethnocentric centralized R&D Geocentric centralized R&D R&D Hub Model Costs Tapping External Orientation Synergy Competences      
Survey of R&D Tools Ideas Strategy Product program Concept Goals Development Integration and test Introduction Pilot lot Product = Process Planning Product = Process Realization Production Target Costing Marketing information system Cost reduction for existing products Cost management for suppliers Quality Function Deployment Creativity techniques Statistical Process Control Failure Mode and Effect Analyses Conjoint Analysis Design for ... Computer aided ... Database-, Simulation-, Expert Systems Design of Experiments
The Kano Model Basic Excitement Performance DEGREE OF ACHIEVEMENT CUSTOMER SATISFACTION
New Product from the Pipeline -  Market and Competence Driven Market Pull Technology Push ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Product Management Technology Management ,[object Object],[object Object],[object Object],[object Object],Product Creation Process New Products ,[object Object],[object Object],[object Object]
The Core Competence Process:  Actions are Important! Identification of actual Core Competencies Technology Forecasting Market Strategy Definition of Future Core Competencies Gap-Analysis Evaluation of Technology Portfolio Actions Road Maps, R&D projects Resource Allocation R&D Organization Human Resources Outsourcing
Portfolio of Technical Competencies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],INTERNAL RESOURCES STRATEGIC IMPACT Low Low High High
Tasks of IT in Dispersed R&D Teams high high high high INFORMATION – EXCHANGE CREATIVITY – PROMOTION DEVELOPMENT OF INFORMAL NETWORK COORDINATION SUPPORT low Tacit Knowledge Emotional Level: Social Presence Rational Level: Information richness Explicit Knowledge
Project Categories: Market / Technologies Variants Variants Variants New product line / improved platform New platform / new core product High Low Low High RELEVANCE FOR NEW MARKETS / MARKET SEGMENT INTRODUCTION OF  NEW TECHNOLOGIES
A Balanced Portfolio - The Risk-Reward Diagrams High Low 0 10M White Elephants (difficult to kill) Oysters Bread and Butter Pearls REWARD (NPV) PROBABILITY OF TECHNICAL SUCCESS
Market and Technology Risk Bubble Diagram Very low Moderate Very high Very low Moderate Very high MARKET RISK TECHNOLOGY RISK
Rohm and Haas - Strategic Intent Bubble Diagram Defend Grow New Application New Business Fundamental Other Industrial Water Drink Water Nuclear Cat/Chem Process Sugar Food/Pharm Project E Project C Project D Project F Project B Project A STRATEGIC INTENT MARKET SEGMENTS
The New Business Enthusiasm Curve Despair Ecstasy Time We need help I have an idea Sounds great It works! The  customers like it! It‘s not proprietary Yes it is! The field trail worked Costs are  too high Failures in  field trail We have  a fix It works! It  doesn‘t always New costs look great They  need all the sizes We don‘t have enough resources The boss hates the project No, he loves it The market estimate was wrong We have an order! Deliveries are late We‘ll make it They like it Costs are better We need documentation „ Serveral“ failures reported Installation problem! Documentation done! We have all the sizes and the  approvals and inventory and orders
Possible Timeline for Transmission Technology Evolution PDC Personal Digital Cellular GSM Global System for Mobile communication TDMA Time Division Multiple Access CDMA Code Division Multiple Access W-CDMA Wideband CDMA GPRS Global Packet Radio Service UTMS Universal Mob i le Telecommunications System (same as W-CDMA) EDGE Enhanced Data rates for  Global Evolution CDMA 2000 CDMA 3G Standard upgrade 1997 1999 2000 2001 2002 2003 2004 2005 1998 USA Europe Japan 2 G 2.5 G 3 G Key:
The Virtual Marketplace Model Platform 1 Platform 3 Platform 2 Platform 4 Buyer 1 Buyer 2 Buyer 3 Buyer 4 Seller 1 Seller 2 Seller 3 Seller 4 B2B Marketplace Infomediary:  Multiple buyers to multiple sellers Competitive bidding:  Auction / Exchange / Reverse auction / Grouped buying
Illustrative Map of E-Enabled Business Processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Online construction facilitator E-monitoring E-trading Information Exchanger E-trans- mission control Online Meter reading Risk manager online Idea web- generator E-shop online billing Online Customer Service Online R&D E- procurement B2E Finance ASP
Illustrative Map of E-Business Models in Part of Traditional Value Chain Network companies Energy producers E- procurement Network Negotiation Capacity broker E-trade & auctions Market forecaster Consumption analyst Virtual Community Energy saver Sale agt price comparer Aggregator Retail market place E-mail Energy purchasing Risk management Marketing Product development Sales Customer Service Billing Value chain integrator Customers:
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Technology & Innovation Management

  • 1. Technology & Innovation ... 100 Slides Technology Enthusiasts Visionaries Pragmatists Conservatives Skeptics The Chasm The Mainstream Market The Early Market Powered by www.drawpack.com . All rights reserved.
  • 2. Entrepreneurship – Venture Models – Driving Forces – Venture Capital – Growth Phases – Technology Life Cycle – The Chasm Model – The Transilience Map – Diffusion Curve – Technology Strategies – Knowledge Creation Process – Innovation Management – First Mover Advantage – Technology Acquisition – Core Technologies – Technology Portfolio – Patent Management – Intellectual Property – Innovation Types – Kano Model – R&D – New Technologies – Risk Bubble Diagram – Technology Evolution – E-Business Models – Growth Strategies – Start-up – Private Equity – Financing Life Cycle – Product Innovation Process Key Words ...
  • 3. Who is the Entrepreneur? Inventor Entrepreneur Promoter Manager, Administrator High Low GENERAL MANAGEMENT SKILLS, BUSINESS KNOW-HOW, AND NETWORKS CREATIVITY AND INNOVATION High
  • 4. Fit of Entrepreneur and Venture Capital Potential for singles or doubles, but many strike out Potential for triples and home runs Not hat and no cattle Big hat, no cattle High Low ENTREPRENEUR‘S FIT AND BALANCE High ATTRACTIVENESS OF VENTURE OPPORTUNITY Low
  • 5. Central Issues in Entrepreneurial Finance Value Creation Slicing the value pie Covering risk Shareholders Customers Employees Allocating risks and returns Cash-Risk-Time Debt: Take control Equity: Staged commitments
  • 6. Dominant Venture Modes Most Least ADMINISTRATIVE Most ENTREPRENEURIAL Most Least Least Higher potential, growth-minded ventures Higher potential, growth-minded ventures Lifestyle, Mom and Pop ventures Mature, bureaucratic dinosaurs CHANGE AND UNCERTAINTY Seed/Startup Maturity High Growth Entrepreneurial domain Administrative domain
  • 7.
  • 8. Financial Strategy Framework Financial strategy Degrees of strategic freedom: Time to OOC Time to close Future alternatives Risk/Reward Personal concerns Business strategy Marketing Operations Finance Value creation Sources and deal structure Dept Equity Other Financial requirements Driven by: Burn rate Operating needs Working capital Asset requirements and sales Opportunity
  • 9.
  • 10.
  • 11. Growth Phases 1. Crisis of LEADERSHIP 2. Crisis of AUTONOMY 3. Crisis of CONTROL 4. Crisis of RED TAPE 5. Crisis of ? 1. Growth through CREATVITY 2. Growth through DIRECTION 3. Growth through DELEGATION 4. Growth through COORDINATION 5. Growth through COLLABORATION Young Mature Small Large AGE OF ORGANIZATION SIZE OF ORGANIZATION Revolution stages Evolution stages Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
  • 12. A Way to Think about Potential Not Obvious Small GROWTH / ULTIMATE FINANCIAL POTENTIAL Large CONCEPT Obvious Black Holes Home Runs Filling Stations Squirrel Cages
  • 13. Four Archetypal Structural Approaches to Coordination High Low USE OF FORMAL CONTROL MECHANISMS High DELEGATION OF RESPONSIBILITY Low Laissez-faire Management Professional Management Entrepreneurial Management Bureaucratic Management
  • 14.
  • 15. The Chasm Technology Enthusiasts Visionaries Pragmatists Conservatives Skeptics The Chasm The Mainstream Market The Early Market
  • 16. Amar Bidhé Framework Promising Revolutionary Marginal Corporate High Low Low High UNCERTAINTY SCALE VC Backed Startups „ Regular“ Corporation „ Regular“ Start-ups Uncertainty: unqualifiable and immeasurable risk Scale: expected total profit from opportunity
  • 17. On Innovation Why do firms innovate? Product innovation Process innovation Economic value Novelty Appropriability (patent, secrecy...) Escaping from perfect competition Price > marginal cost Monopoly rent Rent X market share (trade off) Monopoly rent Price > marginal cost Escaping from perfect competition Novelty Appropriability (patent, secrecy...) Consumers accept to pay a higher price Costs are decreasing
  • 18. Framework for Investigating the Impact of Innovation on Growth and Employment TECHNOLOGICAL CHANGE Industry-specific opportunities for innovation in firms NON INNOVATING FIRMS FIRMS INNOVATING MAINLY IN PROCESSES FIRMS INNOVATING MAINLY IN PRODUCTS No R&D and innov. exp. Stable productivity Cost savings, low quality Some R&D and innov. exp. mainly for investment Growing productivity through restructuring Defence of market shares through cost reductions High R&D and innov. exp. mainly for new products Growing productivity through higher quality Expans. of market share Search for new markets and monopoly profits Passive price competitiveness Active price competitiveness Technological competitiveness Losing out to competitors Falling or stable market shares Stable or slow growing market shares (at the expense of competitors) Fast growing market shares Developm. of new markets Strong fall of value added and employm. Stable value added, falling employm. with growth of productivity Slow growth of value added, stable employm. with growth of productivity Strong growth of value added, some employm. growth Stagnant Growing Stagnant Growing Stagnant Growing Behavior of firms: Innovative strategy of firms: Competitive strategy: External conditions of markets and demand: Outcomes for the firm: Outcomes for the industry:
  • 19. Types of Lock-In and Types of Switching Costs Type of lock-in Contractual commitments Durable purchases Brand-specific training Information and data bases Specialized suppliers Search costs Loyalty programs Switching costs Compensatory or liquidated damages Replacement or equipment; tends to decline as the durable ages Learning a new system, both direct costs and lost productivity; tends to decline as people learn to learn Converting data to new format; tends to rise over time as collection grows Funding of new supplier; may rise over time if capabilities are hard to find Combined buyer and seller search costs; includes learning about quality of alternatives Any lost benefits from incumbent supplier, plus need to rebuild cumulative use
  • 20. The Transilience Map Niche creation Architectural Regular Revolutionary Market Production Technology Customers CONTINUITY BREAKTHROUGH
  • 21. Organizational Capabilities F1 F2 F3 F4 SM Functional F1 F2 F3 F4 SM Functional matrix F1 F2 F3 F4 SM Balanced matrix SM Project matrix P1 P2 P3 P4 SM Project-led organization P1 P2 P3 P4 SM Project-based organization F1 F2 F3 F4 P1 P2 P3 P4 F1 F2 F3 F4 P P P1 P2 P3 A B C D E F
  • 22. A New Kind of Competition: Winner-Take-All MARKET SHARE ( in % ) TIME 0 50 100 Winner Battle zone Loser
  • 23. The Classical Diffusion Curve NUMBER OF USERS TIME Launch Takeoff Saturation Adoption Dynamics
  • 24. Positive Feedback's Should not be Confused with Growth VALUE TO USER NUMBER OF COMPATIBLE USERS Vicious cycle Virtuous cycle Popularity Adds Value in a Network Industry
  • 25. The Whole Product Model Generic Product Expected Product Augmented Product Potential Product
  • 26. The Simplified Whole Product Model Additional Software Additional Hardware System Integration Installation and Debugging Cables Training and Support Standards and Procedures Anything else you would need to achieve your compelling reason to buy Generic Product
  • 27. The Competitive-Positioning Compass SUPPORTERS SKEPTICS GENERALIST SPECIALIST Company Market Product Technology Visionaries Technology Enthusiasts Pragmatist Conservative Crossing the Chasm Developing the Early Market Developing the Mainstream Market
  • 28.
  • 29. Discontinuity and Life Cycle Prototypes Early Market Main Street Tornado Technology Enthusiasts Conservatives Visionaries Pragmatists High Low Low High APPLICATION BREAKTHROUGH PARADIGM SHOCK End of Life Pure Science Bowling Alley Chasm
  • 30. Development of Technological Entrepreneurial Regions Available Capital Academic Institutions Scientific/ Technical Knowledge Trained Individuals Venture Capital Technological Enterprise Unsuccessful Spin-Off Enterprise Successful Service Enterprise Growth Economic & Employment Growth
  • 31. Technological Enterprise Space High Low TECHNOLOGY INNOVATION Existing New Generation Incremental Radical Existing Emerging New Future MARKET
  • 32.
  • 33. Knowledge Creation Pyramid Competitive Advantage Continuous Innovation Knowledge Creation
  • 34. Technology Strategy Risk-Return Space High Low or Negative Low High RETURN RISK Cost Reduction Technology Product Line Extension Peripheral Trend Expanding Market Pull Trend Mature Market Push
  • 35. Two-Dimensional Technological Space Radical New Generation Incremental Existing Existing Emerging New Future TECHNOLOGY MARKET
  • 36. Innovation Feedback Process Expertise Economic Power Invention Implementation Market Penetration Technology, customers, markets, expertise, patents, trademarks, trade secrets Market space, competitors, suppliers
  • 37. Nested Enterprise Strategy Sets Strategy Mission Vision
  • 38. Key Elements of Business and Technological Strategy Domains Business Elements Market Forecasts Mission Space General Needs Specific Requirements Technology Elements Technology Forecasts Technological Space Technologies Technological Applications Projects Enterprise Objectives Programs Increasing Detail Drives Bounds
  • 39. Technological Risk Domain High Moderate Low Existing Incremental Improvement New Generation Radical RISK TECHNOLOGY
  • 40. Trilogy of Strategic Technology Decisions Which Way to Go Decision Keep or Sell Decision Make or Buy Decision Leadership Team Technological Potential Technologies Structures Processes Product, Process or Service System Functions $
  • 41. Relationship of Needs, Core Technologies and Competencies Core Technologies Market Products, Processes or Services Core Competencies Needs Technologies to Meet Needs Defining Capabilities
  • 42. Strategic Technology Position 0 1 10 Aging Technology Core Technology Region New Technology Vector COMPETITIVE TECHNOLOGICAL STRENGTHS TECHNOLOGICAL ATTRACTIVENESS
  • 43. Technological SWOT Analysis Diagram Aggressive Strategy Diversification Strategy Turnaround Strategy Defensive Strategy Substantial Enterprise Technological Strengths Numerous Enterprise Environmental Opportunities Major Technological Environmental Threats Critical Enterprise Technological Weaknesses
  • 44. Technological Strategic Clusters Weak technological competitive position Strong technological competitive position Emerging technology market with rapid growth Existing technology market with slow to moderate growth („Niche“) („No-Go or Change it“) („Go-for-it“) („Partnering“) II III IV I
  • 45. Internal and External Interactions for Technological Strategy Development Differentiating Capabilities Competencies and Technologies Organizational Learning Internal Culture External Forces Technological Strategy Enterprise Business Strategy Enterprise Internal Environment External Environment
  • 46. Components of a Competitive Analysis What drives the competition? Future Goals Competitor‘s Response Profile Assumptions Held about itself and the industry What the competition is doing and can do? Current Strategy Capabilities Strengths and weaknesses ? ? ? ? ? ? ? ? ? ? Strengths Weaknesses Opportunit y Threats
  • 47. Impact of Competitive Advantage Few Many Small Large SIZE OF TECHNOLOGICAL COMPETITVE ADVANTAGE NUMBER OF WAYS TO ACHIEVE TECHNOLOGICAL COMPETITIVE ADVANTAGE Market share Market share Volume Stalemate Specialization Fragmented Market share Market share ROI ROI ROI ROI Barriers of Entry to Technological Market Space Technological Competitive Differentiation
  • 48.
  • 49. Financing Life Cycle Valley of Death Enterprise Cash Flow Enterprise Financing Time Break-even point Emerging Growth FFF & Angels Venture Capitalist Investment Banks & Banks Seed Capital & Early Stage Early Growth Later Growth Public Market Initial Public Offering Mezzanine 1st 2nd 3rd
  • 50. Break-Even Regions P&L breakeven Cash flow breakeven Returned capital breakeven Cash flow Cumulative revenue EVA breakeven Opportunity cost based on capital risk assumed $
  • 51. Financial Strategy Framework Due dilligence process Investor Investment strategy Alternative Investments Time to close deal Risk/Reward Space Financial Strategy Opportunity Time to out of cash Entrepreneurial concerns Future alternatives Sources and Deal Structure Debt Equity Other Business Strategy Technological Strategy Market Strategy Financial Requirements Asset Requirement Burn Rate Operating Requirements Working Capital
  • 52. Financing Space Lowest risk for investors but highest potential risk to enterprise RISK PLANE COST PLANE Senior Debt Lowest cost for enterprise Subordinated Debt Options Preferred stock Stock Highest cost for enterprise Highest risk for investors but lower potential risk to enterprise
  • 53. Investor Perceived Risk-Return Space High Moderate Low Low Moderate High PERCEIVED RETURN PERCEIVED RISK Banks FFF Entrepreneur Angels VCs Realistic Investors
  • 54. Technological Risk-Return Space High Low RISK TECHNOLOGY Existing New Generation Incremental Radical Moderate High RETURN Moderate Low
  • 55. Technological Market Risk Space High Low Developing MARKET DEVELOPMENT STAGE Moderate RISK Low Moderate High POTENTIAL MARKET GROWTH Existing New
  • 56. Enterprise Risk-Return Space Seed & Early Stage Early Growth Later Growth Mezzanine Buy-out or IPO Low Moderate High RISK ANNUAL RETURN (%) ENTERPRISE STAGE 100 80 60 40 20 0
  • 57. Davenport’s Investment Risk-Return Space Low Moderate Risky Most Risky 0 20 40 60 80 100 Davenport‘s Risk/ Return Space Data from Venture Capitalist EXPECTED ANNUAL RETURN (%) INVESTMENT RISK
  • 58. New Enterprise Growth Space Marginal Successful and growing Life-style High-growth Low High Ability to Grow Propensity for Growth
  • 59. Three-Dimensional Technological Management Model Service Marketing Production Project Preproject Technology buildup Functional Management Managerial functions Critical functions Management roles Management skills Resources Procedures Structure Strategy Culture ASSETS PROCESSES SKILLS & EXPERTISE
  • 60. Internal-External Technology Acquisition Model Degree of Competitiveness Degree of Protection Life of Technology Decision Mechanism External Technology Acquisition Technology Relatedness Core Enterprise Technology Managerial Capabilities Enterprise Experience with External Technology
  • 61. Technology Leadership Space Low High Low High Growth Public Enterprise DEVELOPMENT STAGE GROWTH ORIENTATION HUMAN RESOURCES ORIENTATION Start-up Early Stage Life style focus Team focus Unfocused Authority focus
  • 62. Enterprise Management Process Decision Process Enterprise Structure Mission & Strategy Enterprise Learning Value Improvement Customer Satisfaction Benchmarking
  • 63. The 7 Elements Overview Create innovative environment Strategic framework Focus on customer benefits – not on customer Controlling of project portfolio (innovation controlling) Management of pre-project phase Fast project realization Tools (methods)
  • 64.
  • 65. Timing and Impact of Management Attention and Influence Knowledge Acquisition Concept Investigation Basic Design Prototype Building Pilot Production Manufacturing Ramp-Up PHASES INDEX OF ATTENTION AND INFLUENCE High Low Actual Management Activity Profile Ability to Influence Outcome
  • 66. Priority Issues in Technology and Innovation Management 40 60 80 100 120 140 160 180 200 100 80 60 40 120 140 160 180 200 GROWING IMPORTANCE DECLINING IMPORTANCE Building Seamless Innovation Processes Linking Technology to Business Changing Culture and Values in R&D Building/Leveraging Competences Managing R&D in a Global World Rethinking Technology Management Managing for R&D Efficiency IMPORTANCE LEVEL (NEXT 5 YEARS) IMPORTANCE LEVEL (PAST 5 YEARS)
  • 67. Technological Progress I PERFORMANCE OF THE TECHNOLOGY CUMMULATED R&D SPENDING Pacemaker Technology Key Technology Base Technology
  • 68. Technological Progress II PERFORMANCE OF THE TECHNOLOGY CUMMULATED R&D SPENDING Old Technology New Technology Higher Potential
  • 69. Core Competencies: Open Markets, Difficult to Imitate Processes Capabilities Technologies Core Competencies
  • 70. Core Competencies: Market and Resources Low Company View High Low Market View High Competency 5 Competency 3 Competency 4 Competency 1 Competency 6 Competency 2
  • 71. A Consumer Products Competency Map Customer Care Trade Partnering Service Excellence End Customer Delight Delight and Loyalty Measurement Expectation Trend Management Electronic Data Interchange Space and Replenishment Management Trade Marketing Service Innovation Category Management Space Management Promo Management Customer „ Partners“ Customer Database Core Competency Capabilities Processes Sub-Processes Resources
  • 72. Technology Portfolio: 5 Generic Strategies Observation Pilot project Investing Optimizing Desinvesting TECHNOLOGICAL MATURITY/ STRENGTH (INTERNAL VIEW) STRATEGIC RELEVANCE
  • 73. Platforms Link Technology and Market Product platforms Technical core competencies Product groups Individual products Market segments „ Technology flow“ „ Market- Information flow“ Technologies Customer needs INTEGRATION OF MARKET AND TECHNOLOGIES VIA PRODUCT PLATFORM
  • 74. Platforms: Management Focus Vision Platforms Product family Individual products IN THE PAST TODAY
  • 75. Value vs. Volume Decisions Knowledge Information Data Value Volume
  • 76. Innovation & Distinctive Capability = Competitive Advantage Secret Strategy Innovation Patent Valium Coke Sony Walkman Competitive Advantage
  • 77. A Model of a Knowledge Company STRUCTUAL CAPITAL Intellectual Assets Human Resources INTELLECTUAL CAPITAL
  • 78. A Model of Intellectual Capital Intellectual Assets Intellectual Property Human Resources
  • 79. The Intellectual Capital of the Firm Human Capital Experiences Know-how Skills Creativity Intellectual Assets Documents Drawings Programs Data Inventions Processes Intellectual Property Patents Copyrights Trademarks Trade Secrets Semiconductor Masks
  • 80. Knowledge Management Strategies Codification Strategy Tacitness Strategy Increase the absolute level of codification across all dimensions of codification and knowledge. Decrease the absolute level of codification across all dimensions of codification and organizational knowledge. For each type of organizational knowledge decrease the level of codification on those dimensions of codification which transfer knowledge fastest and most accurately. For each type of organizational knowledge decrease the level of codification on those dimensions of codification which pose greatest risks of involuntary transfer of knowledge. Unfocused Strategy Focused Strategy
  • 81. Intellectual Property Management Patent selling, buying, licensing Identification of Patent weaknesses Work with external Patent Consultants Patent strategy Patent abstracts Brain Maps Key Know How holder maps (competitors) Patent writing Patent Mapping with competitors‘ patents Patent search Patent analysis for technology trends Infringement of Patents Defending Patents Intellectual Property Management
  • 82. Positioning and Evaluating Assets Incremental for Eastman New to Eastman New to the World TECHNOLOGY TYPE MARKETS Unknown Market to World Known to Industry Clear Extension for Eastman Market Push Market Risk Technology & Market Push- Large Risk Technology Push Technology Risk Existing Business
  • 83. Separate Pre-project and Implementation: Open vs. Tight Concept and planning Implementation Project planning Specs and business plan Detailed specs Generation of ideas Market & Product concept Detail Design Prototype etc. Potential influence Product specifications and costs Freezing Point / Release of tools any jigs Few structured activities Structured processes
  • 84. Types of Innovation: Cost of Change is Important Low High Low High COST OF ENGINEERING CHANGE AT LATE STATE TECHNOLOGY INTENSITY Software Multimedia electronics Aircraft turbines Cars New restaurant concept Cosmetics
  • 85.
  • 86. Indicators of Horizontal Relations Between Core Firms Independent Independent with Influence Interdependent Dependent with Influence Dependent without Influence Cooperation or Competition Compliance Coalition Direct Control Structural Control Position of the other Attitude of core firm One directional technology flow (second sourcing, licensing) System integration (common standards) Controlling (minority) share in core firm Technology/patent exchange (cross-licensing, technology share) Joint R&D (research, pacts, joint development) Production consortium and/or cartel (joint production) Merger, Joint Venture (50/50) Direct investment, minority share Acquisition OEM agreement Distribution
  • 87. Five Major Trends Drive the Evolution of R&D Organization Decentral R&D Central R&D Competition Cooperation Polycentric decentralized R&D Integrated R&D Network Ethnocentric centralized R&D Geocentric centralized R&D R&D Hub Model Costs Tapping External Orientation Synergy Competences      
  • 88. Survey of R&D Tools Ideas Strategy Product program Concept Goals Development Integration and test Introduction Pilot lot Product = Process Planning Product = Process Realization Production Target Costing Marketing information system Cost reduction for existing products Cost management for suppliers Quality Function Deployment Creativity techniques Statistical Process Control Failure Mode and Effect Analyses Conjoint Analysis Design for ... Computer aided ... Database-, Simulation-, Expert Systems Design of Experiments
  • 89. The Kano Model Basic Excitement Performance DEGREE OF ACHIEVEMENT CUSTOMER SATISFACTION
  • 90.
  • 91. The Core Competence Process: Actions are Important! Identification of actual Core Competencies Technology Forecasting Market Strategy Definition of Future Core Competencies Gap-Analysis Evaluation of Technology Portfolio Actions Road Maps, R&D projects Resource Allocation R&D Organization Human Resources Outsourcing
  • 92.
  • 93. Tasks of IT in Dispersed R&D Teams high high high high INFORMATION – EXCHANGE CREATIVITY – PROMOTION DEVELOPMENT OF INFORMAL NETWORK COORDINATION SUPPORT low Tacit Knowledge Emotional Level: Social Presence Rational Level: Information richness Explicit Knowledge
  • 94. Project Categories: Market / Technologies Variants Variants Variants New product line / improved platform New platform / new core product High Low Low High RELEVANCE FOR NEW MARKETS / MARKET SEGMENT INTRODUCTION OF NEW TECHNOLOGIES
  • 95. A Balanced Portfolio - The Risk-Reward Diagrams High Low 0 10M White Elephants (difficult to kill) Oysters Bread and Butter Pearls REWARD (NPV) PROBABILITY OF TECHNICAL SUCCESS
  • 96. Market and Technology Risk Bubble Diagram Very low Moderate Very high Very low Moderate Very high MARKET RISK TECHNOLOGY RISK
  • 97. Rohm and Haas - Strategic Intent Bubble Diagram Defend Grow New Application New Business Fundamental Other Industrial Water Drink Water Nuclear Cat/Chem Process Sugar Food/Pharm Project E Project C Project D Project F Project B Project A STRATEGIC INTENT MARKET SEGMENTS
  • 98. The New Business Enthusiasm Curve Despair Ecstasy Time We need help I have an idea Sounds great It works! The customers like it! It‘s not proprietary Yes it is! The field trail worked Costs are too high Failures in field trail We have a fix It works! It doesn‘t always New costs look great They need all the sizes We don‘t have enough resources The boss hates the project No, he loves it The market estimate was wrong We have an order! Deliveries are late We‘ll make it They like it Costs are better We need documentation „ Serveral“ failures reported Installation problem! Documentation done! We have all the sizes and the approvals and inventory and orders
  • 99. Possible Timeline for Transmission Technology Evolution PDC Personal Digital Cellular GSM Global System for Mobile communication TDMA Time Division Multiple Access CDMA Code Division Multiple Access W-CDMA Wideband CDMA GPRS Global Packet Radio Service UTMS Universal Mob i le Telecommunications System (same as W-CDMA) EDGE Enhanced Data rates for Global Evolution CDMA 2000 CDMA 3G Standard upgrade 1997 1999 2000 2001 2002 2003 2004 2005 1998 USA Europe Japan 2 G 2.5 G 3 G Key:
  • 100. The Virtual Marketplace Model Platform 1 Platform 3 Platform 2 Platform 4 Buyer 1 Buyer 2 Buyer 3 Buyer 4 Seller 1 Seller 2 Seller 3 Seller 4 B2B Marketplace Infomediary: Multiple buyers to multiple sellers Competitive bidding: Auction / Exchange / Reverse auction / Grouped buying
  • 101.
  • 102. Illustrative Map of E-Business Models in Part of Traditional Value Chain Network companies Energy producers E- procurement Network Negotiation Capacity broker E-trade & auctions Market forecaster Consumption analyst Virtual Community Energy saver Sale agt price comparer Aggregator Retail market place E-mail Energy purchasing Risk management Marketing Product development Sales Customer Service Billing Value chain integrator Customers:
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Notes de l'éditeur

  1. Source: New Venture Creation, Timmons, 1999
  2. Source: New Venture Creation, Timmons, 1999
  3. Source: New Venture Creation, Timmons, 1999
  4. Source: A New Paradigm for Entrepreneurial Management, Stevenson/Timmons, 1985
  5. Source: A New Paradigm for Entrepreneurial Management, Stevenson/Timmons, 1985
  6. Source: A New Paradigm for Entrepreneurial Management, Stevenson/Timmons, 1985
  7. Source: Venture Capital at the Crossroads, Bygrave/Timmons, 1992
  8. Source: Venture Capital at the Crossroads, Bygrave/Timmons, 1992
  9. Source: Evolution and Revolution as Organizations grow, Greiner, 1998
  10. Source: Introduction Module, MoT, Schwartz, 2001
  11. Source: Introduction Module, MoT, Schwartz, 2001
  12. Source: Introduction Module, MoT, Schwartz, 2001
  13. Source: Introduction Module, MoT, Schwartz, 2001
  14. Source: The Origin and Evolution of New Business, Bidhé, 1999
  15. Source: Module Innovation, MoT, Foray, 2001
  16. Source: Module Innovation, MoT, Foray, 2001
  17. Source: Module Innovation, MoT, Foray, 2001
  18. Source: Module Innovatin, MoT, Foray, 2001
  19. Source: Module Innovatin, MoT, Foray, 2001
  20. Source: Module Innovation, MoT, Foray, 2001
  21. Source: Module Innovation, MoT, Foray, 2001
  22. Source: Module Innovation, MoT, Foray, 2001
  23. Source: Crossing the Chasm, Moore, 1999
  24. Source: Crossing the Chasm, Moore, 1999
  25. Source: Crossing the Chasm, Moore, 1999
  26. Source: Crossing the Chasm, Moore, 1999
  27. Source: Crossing the Chasm, Moore, 1999
  28. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  29. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  30. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  31. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  32. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  33. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  34. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  35. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  36. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  37. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  38. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  39. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  40. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  41. Source: Selecting among Alternative Grand Strategies, Pearce, 1982
  42. Source: Selecting among Alternative Grand Strategies, Pearce, 1982
  43. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  44. Source: Competitive Advantage: Creating and Sustaining Superior Performance, Porter, 1985
  45. Source: Selecting among Alternative Grand Strategies, Pearce, 1982
  46. Source: Selecting among Alternative Grand Strategies, Pearce, 1982
  47. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  48. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  49. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  50. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  51. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  52. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  53. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  54. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  55. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  56. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  57. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  58. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  59. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  60. Source: Technological Entrepreneurism, Davenport/Cardullo, 1999
  61. Source: From Technology to Products, MoT, Voit, 2001
  62. Source: From Technology to Products, MoT, Voit, 2001
  63. Source: From Technology to Products, MoT, Voit, 2001
  64. Source: ADL Survey of Management Agenda, 1997
  65. Source: From Technology to Products, MoT, Voit, 2001
  66. Source: From Technology to Products, MoT, Voit, 2001
  67. Source: Success through innovative products, Boutellier/Völker, 1997
  68. Source: From Technology to Products, MoT, Voit, 2001
  69. Source: The Phoenix Group, Oliff, 1995
  70. Source: From Technology to Products, MoT, Voit, 2001
  71. Source: From Technology to Products, MoT, Voit, 2001
  72. Source: From Technology to Products, MoT, Voit, 2001
  73. Source: From Technology to Products, MoT, Voit, 2001
  74. Source: From Technology to Products, MoT, Voit, 2001
  75. Source: Profiting from Intellectual Capital, Sullivan, 1999
  76. Source: Profiting from Intellectual Capital, Sullivan, 1999
  77. Source: From Technology to Products, MoT, Voit, 2001
  78. Source: Codification and Tacitness as KM Strategies, Schultz/Jobe, 1999
  79. Source: From Technology to Products, MoT, Voit, 2001
  80. Source: From Technology to Products, MoT, Voit, 2001
  81. Source: Success through innovative products, Boutellier/Völker, 1997
  82. Source: Success through innovative products, Boutellier/Völker, 1997
  83. Source: From Technology to Products, MoT, Voit, 2001
  84. Source: The Logic of International Restructuring, Ruigrok, 1998
  85. Source: Technology to Products, MoT, Voit, 2001
  86. Source: Success through innovative products, Boutellier/Völker, 1997
  87. Source: Technology to Products, MoT, Voit, 2001
  88. Source: Technology to Products, MoT, Voit, 2001
  89. Source: Technology to Products, MoT, Voit, 2001
  90. Source: Technology to Products, MoT, Voit, 2001
  91. Source: Technology to Products, MoT, Voit, 2001
  92. Source: Success through innovative products, Boutellier/Völker, 1997
  93. Source: Technology to Products, MoT, Voit, 2001
  94. Source: Technology to Products, MoT, Voit, 2001
  95. Source: Technology to Products, MoT, Voit, 2001
  96. Source: Technology to Products, MoT, Voit, 2001
  97. Source: Demystifying the E-Dimension II, Arthur D. Little, 2001
  98. Source: Demystifying the E-Dimension II, Arthur D. Little, 2001
  99. Source: Demystifying the E-Dimension III, Arthur D. Little, 2001
  100. Source: Demystifying the E-Dimension III, Arthur D. Little, 2001
  101. Source: Marketing Management, Kotler, 1994
  102. Source: Marketing Management, Kotler, 1994