Technology & Innovation
Download
1 / 104

Technology & Innovations Management models for presentations - PowerPoint PPT Presentation


  • 574 Views
  • Uploaded on

100 Technology & Innovations Management models, diagrams and charts for powerful business presentations and knowledge. Content: 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 More business diagrams to download on http://www.drawpack.com your visual business knowledge

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Technology & Innovations Management models for presentations' - drawpack


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Slide1 l.jpg

Technology & Innovation...

100 Slides

The

Chasm

The

Mainstream

Market

The Early

Market

Technology

Enthusiasts

Skeptics

Visionaries

Pragmatists

Conservatives

Powered by www.drawpack.com. All rights reserved.


Slide2 l.jpg

Key Words...

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


Who is the entrepreneur l.jpg
Who is the Entrepreneur?

High

Entrepreneur

Inventor

CREATIVITY

AND

INNOVATION

Manager,

Administrator

Promoter

Low

High

GENERAL MANAGEMENT SKILLS, BUSINESS

KNOW-HOW, AND NETWORKS


Fit of entrepreneur and venture capital l.jpg
Fit of Entrepreneur and Venture Capital

High

Low

Potential for singles

or doubles, but many

strike out

Potential for triples

and home runs

ATTRACTIVENESS

OF VENTURE

OPPORTUNITY

Not hat and no cattle

Big hat, no cattle

High

Low

ENTREPRENEUR‘S FIT AND BALANCE


Central issues in entrepreneurial finance l.jpg
Central Issues in Entrepreneurial Finance

Shareholders

Value Creation

Customers

Employees

Allocating risks

and returns

Slicing the value pie

Cash-Risk-Time

Debt: Take control

Covering risk

Equity: Staged

commitments


Dominant venture modes l.jpg
Dominant Venture Modes

Seed/Startup

High Growth

Maturity

Most

Most

Higher potential,

growth-minded ventures

Higher potential,

growth-minded ventures

ENTREPRENEURIAL

CHANGE AND

UNCERTAINTY

Mature, bureaucratic dinosaurs

Lifestyle, Mom and Pop ventures

Least

Least

Least

Most

ADMINISTRATIVE

Entrepreneurial domain

Administrative domain


Principle driving forces l.jpg
Principle Driving Forces

Seed/Startup

High Growth

Maturity

Most

Most

Driven by:

Driven by:

  • Collaboration within the firm

  • Opportunity focus

  • Resource requirements expanding

  • Organization: Informal; fluid

  • Rejuvenators and innovators

  • Opportunity focus

  • Resource ownership

  • Organization: Formal

ENTREPRENEURIAL

CHANGE AND

UNCERTAINTY

Driven by:

Driven by:

  • Administration/trustees

  • Product focus

  • Resource ownership

  • Organization: Formal

  • Few owners

  • A specific product

  • Burdensome resource requirements

  • Organization: None or too rigid

Least

Least

Least

Most

ADMINISTRATIVE

Entrepreneurial domain

Administrative domain


Financial strategy framework l.jpg
Financial Strategy Framework

Opportunity

Financial strategy

Degrees of strategic freedom:

Time to OOC

Time to close

Future alternatives

Risk/Reward

Personal concerns

Sources and deal

structure

Dept

Equity

Other

Business strategy

Marketing

Operations

Finance

Value creation

Financial

requirements

Driven by:

Burn rate

Operating needs

Working capital

Asset requirements

and sales


The five tasks of strategic management l.jpg
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

  • Add value via:

  • Strategy development

  • Acitve board membership

  • Attract outside expertise

  • Attract later round investors

  • Attract other stakeholders, management

  • Provide contacts, access to info, people, institutions

Typically

5 to 10 year

window

  • Craft and execute

  • exit strategies

  • Sale • Liquidation

  • IPO • Alliances

  • Merger


Flows of venture capital l.jpg
Flows of Venture Capital

Investors

Venture Capital Firms

Portfolio Companies

Use capital

Provide capital

  • Identity and screen opportunities

  • Transact and close deals

  • Monitor and add value

  • Harvest

  • Raise additional funds

MONEY

MONEY

Limited partners

Pension funds

Individuals

Corporations

Insurance companies

Foreign Endowments

Opportunity

Creation

recognition and

execution

2-3% ANNUAL FEE

General partners

15-25% of capital gains

IPOs/Mergers/Alliances

Entrepreneurs

Return of principal

plus 75-85% of

capital gain

Value-creation

and harvest

EQUITY


Growth phases l.jpg
Growth Phases

Phase 1

Phase 2

Phase 5

Phase 3

Phase 4

Large

5. Crisis of ?

4. Crisis of

RED TAPE

5. Growth through

COLLABORATION

3. Crisis of

CONTROL

4. Growth through

COORDINATION

SIZE OF

ORGANIZATION

2. Crisis of

AUTONOMY

3. Growth through

DELEGATION

1. Crisis of

LEADERSHIP

2. Growth through

DIRECTION

Evolution stages

Revolution stages

1. Growth through

CREATVITY

Small

Young

Mature

AGE OF ORGANIZATION


A way to think about potential l.jpg
A Way to Think about Potential

Not Obvious

Black Holes

Home Runs

CONCEPT

Squirrel Cages

Filling Stations

Obvious

Small

Large

GROWTH / ULTIMATE FINANCIAL POTENTIAL


Four archetypal structural approaches to coordination l.jpg
Four Archetypal Structural Approaches to Coordination

High

Laissez-faire

Management

Professional

Management

DELEGATION OF

RESPONSIBILITY

Bureaucratic

Management

Entrepreneurial

Management

Low

Low

High

USE OF FORMAL CONTROL MECHANISMS


The technology adoption life cycle l.jpg
The Technology Adoption Life Cycle

  • Innovators

  • Early Adopters

  • Early Majority

  • Late Majority

  • Laggards

  • Technology Enthusiasts

  • Visionaries

  • Pragmatists

  • Conservatives

  • Skeptics


The chasm l.jpg
The Chasm

The

Chasm

The

Mainstream

Market

The Early

Market

Technology

Enthusiasts

Skeptics

Visionaries

Pragmatists

Conservatives


Amar bidh framework l.jpg
Amar Bidhé Framework

„Regular“

Start-ups

Promising

Revolutionary

High

VC Backed

Startups

UNCERTAINTY

Marginal

Corporate

Low

„Regular“

Corporation

Low

High

SCALE

Uncertainty: unqualifiable and immeasurable risk

Scale: expected total profit from opportunity


On innovation l.jpg
On Innovation

Why do firms innovate?

Appropriability

(patent, secrecy...)

Novelty

Product

innovation

Escaping from

perfect competition

Consumers accept to

pay a higher price

Price > marginal cost

Monopoly rent

Economic

value

Rent X market share (trade off)

Monopoly rent

Price > marginal cost

Costs are decreasing

Escaping from

perfect competition

Process

innovation

Appropriability

(patent, secrecy...)

Novelty


Framework for investigating the impact of innovation on growth and employment l.jpg
Framework for Investigating the Impact of Innovation on Growth and Employment

TECHNOLOGICAL CHANGE

Industry-specific opportunities for innovation in firms

Behavior of firms:

NON INNOVATING

FIRMS

FIRMS INNOVATING

MAINLY IN PROCESSES

FIRMS INNOVATING

MAINLY IN PRODUCTS

Innovative strategy

of firms:

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

Competitive strategy:

Passive

price competitiveness

Active

price competitiveness

Technological

competitiveness

External conditions

of markets and demand:

Stagnant

Growing

Stagnant

Stagnant

Growing

Growing

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

Outcomes for the firm:

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

Outcomes for the industry:


Types of lock in and types of switching costs l.jpg
Types of Lock-In and Types of Switching Costs Growth and Employment

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 l.jpg
The Transilience Map Growth and Employment

BREAKTHROUGH

Architectural

Niche creation

Technology

Market

Customers

Production

Revolutionary

Regular

CONTINUITY


Organizational capabilities l.jpg
Organizational Capabilities Growth and Employment

C

A

B

SM

SM

SM

F1

F1

F2

F3

F4

F2

F3

F4

F1

F2

F3

F4

P1

P

P2

P

P3

Functional matrix

Balanced matrix

Functional

F

D

E

SM

SM

SM

P1

P1

P2

P3

P4

P2

P3

P4

P4

F1

F2

F1

P3

F3

P2

F4

F2

P1

F3

F4

Project-led

organization

Project-based

organization

Project matrix


A new kind of competition winner take all l.jpg
A New Kind of Competition: Growth and EmploymentWinner-Take-All

100

Winner

MARKET SHARE

(in %)

50

Battle zone

Loser

0

TIME


The classical diffusion curve l.jpg
The Classical Diffusion Curve Growth and Employment

Adoption Dynamics

Saturation

Takeoff

NUMBER

OF

USERS

Launch

TIME


Positive feedback s should not be confused with growth l.jpg
Positive Feedback's Should not be Confused with Growth Growth and Employment

Popularity Adds Value in a Network Industry

Virtuous

cycle

VALUE

TO USER

Vicious

cycle

NUMBER OF COMPATIBLE USERS


The whole product model l.jpg
The Whole Product Model Growth and Employment

Potential Product

Augmented Product

Expected Product

Generic Product


The simplified whole product model l.jpg
The Simplified Whole Product Model Growth and Employment

Standards

and

Procedures

Additional

Software

Training

and

Support

Additional

Hardware

Anything else

you would need

to achieve your

compelling reason

to buy

Generic

Product

System

Integration

Cables

Installation

and

Debugging


The competitive positioning compass l.jpg
The Competitive-Positioning Compass Growth and Employment

SUPPORTERS

Product

Company

Visionaries

Conservative

Crossing

the Chasm

Developing the

Early Market

Developing the

Mainstream Market

SPECIALIST

GENERALIST

Technology

Enthusiasts

Pragmatist

Technology

Market

SKEPTICS


Define the battle l.jpg
Define the Battle Growth and Employment

SUPPORTERS

  • Benchmarks

  • Product Reviews

  • Design wins

  • Initial sales volumes

  • Trade press coverage

  • Visionary endorsements

  • Revenues and profits

  • Strategic partners

  • Top tier customers

  • Full product line

  • Business press coverage

  • Financial analyst endorsements

Product

Company

SPECIALIST

GENERALIST

Technology

Market

  • Architecture

  • Schematics

  • Demos

  • Trials

  • Technology press coverage

  • Guru endorsements

  • Market share

  • Third party support

  • Standards certification

  • Applications proliferation

  • Vertical press coverage

  • Industry analyst endorsements

SKEPTICS


Discontinuity and life cycle l.jpg
Discontinuity and Life Cycle Growth and Employment

High

Early Market

Prototypes

Pure

Science

Chasm

Visionaries

Technology

Enthusiasts

PARADIGM

SHOCK

Conservatives

Pragmatists

End of

Life

Bowling

Alley

Main Street

Low

Tornado

High

Low

APPLICATION

BREAKTHROUGH


Development of technological entrepreneurial regions l.jpg
Development of Technological Entrepreneurial Regions Growth and Employment

Scientific/

Technical

Knowledge

Academic

Institutions

Technological

Enterprise

Venture Capital

Available Capital

Trained

Individuals

Service Enterprise

Growth

Economic &

Employment

Growth

Unsuccessful

Successful

Spin-Off

Enterprise


Technological enterprise space l.jpg
Technological Enterprise Space Growth and Employment

High

TECHNOLOGY

Future

New

Low

MARKET

Emerging

Existing

Incremental

Radical

Existing

New Generation

INNOVATION


Technological strategic planning model l.jpg
Technological Strategic Planning Model Growth and Employment

  • Evaluation of:

  • Organization‘s

  • - Strengths

  • - Weaknesses

  • Environmental

  • - Opportunities

  • - Threats

  • Core Competencies

  • Overall

  • Strategic Business

  • Units

Corporate Strategy

Vision, Objectives, Goals

Technological

Strategy

Action

Plan

  • Emerging

  • Technologies

  • Assessment

  • Technological

  • Forecast

  • Environmental

  • Analysis

  • Internal

  • External


Knowledge creation pyramid l.jpg
Knowledge Creation Pyramid Growth and Employment

Competitive

Advantage

Continuous

Innovation

Knowledge

Creation


Technology strategy risk return space l.jpg
Technology Strategy Risk-Return Space Growth and Employment

High

Cost

Reduction

Technology

Peripheral

Push

Pull

RETURN

Product Line

Extension

High

Trend

Expanding

Market

Low

Trend

Mature

Market

Low or

Negative

RISK


Two dimensional technological space l.jpg
Two-Dimensional Technological Space Growth and Employment

Radical

New Generation

TECHNOLOGY

Incremental

Existing

Existing

Emerging

New

Future

MARKET


Innovation feedback process l.jpg
Innovation Feedback Process Growth and Employment

Expertise

Technology, customers, markets,

expertise, patents, trademarks, trade

secrets

Invention

Implementation

Market

Penetration

Market space,

competitors, suppliers

Economic Power


Nested enterprise strategy sets l.jpg
Nested Enterprise Strategy Sets Growth and Employment

Strategy

Mission

Vision


Key elements of business and technological strategy domains l.jpg
Key Elements of Business and Technological Strategy Domains Growth and Employment

Business

Elements

Technology

Elements

Market

Forecasts

Technology

Forecasts

Programs

Enterprise

Objectives

Mission Space

Technological

Space

General Needs

Technologies

Specific

Requirements

Technological

Applications

Increasing Detail

Projects

Drives

Bounds


Technological risk domain l.jpg
Technological Risk Domain Growth and Employment

High

RISK

Moderate

Low

Existing

Incremental

Improvement

New

Generation

Radical

TECHNOLOGY


Trilogy of strategic technology decisions l.jpg
Trilogy of Strategic Technology Decisions Growth and Employment

Which Way to Go

Decision

Leadership Team

Technological Potential

Make or Buy

Decision

Keep or

Sell Decision

Technologies

Structures

Processes

Product, Process

or Service

System

Functions

$


Relationship of needs core technologies and competencies l.jpg
Relationship of Needs, Core Technologies and Competencies Growth and Employment

Market Products,

Processes or Services

Needs

Core

Technologies

Technologies to

Meet Needs

Core

Competencies

Defining

Capabilities


Strategic technology position l.jpg
Strategic Technology Position Growth and Employment

1

Core

Technology

Region

New

Technology

Vector

TECHNOLOGICAL

ATTRACTIVENESS

Aging

Technology

0

10

COMPETITIVE

TECHNOLOGICAL STRENGTHS


Technological swot analysis diagram l.jpg
Technological SWOT Analysis Diagram Growth and Employment

Numerous

Enterprise

Environmental

Opportunities

Turnaround

Strategy

Aggressive

Strategy

Substantial

Enterprise

Technological

Strengths

Critical

Enterprise

Technological

Weaknesses

Defensive

Strategy

Diversification

Strategy

Major

Technological

Environmental

Threats


Technological strategic clusters l.jpg
Technological Strategic Clusters Growth and Employment

Emerging technology

market with rapid growth

(„Go-for-it“)

(„Niche“)

II

I

Strong technological

competitive position

Weak technological

competitive position

III

IV

(„No-Go or

Change it“)

(„Partnering“)

Existing technology market with

slow to moderate growth


Internal and external interactions for technological strategy development l.jpg
Internal and External Interactions for Technological Strategy Development

External Environment

External Forces

Enterprise

Business Strategy

Differentiating

Capabilities

Competencies and

Technologies

Technological

Strategy

Organizational

Learning

Internal Culture

Enterprise Internal Environment


Components of a competitive analysis l.jpg
Components of a Competitive Analysis Strategy Development

What drives the

competition?

What the competition is

doing and can do?

?

?

?

?

?

?

?

?

?

?

Future

Goals

Current

Strategy

Competitor‘s

Response Profile

Strengths

Weaknesses

Threats

Opportunity

Assumptions

Held about itself

and the industry

Capabilities

Strengths and

weaknesses


Impact of competitive advantage l.jpg
Impact of Competitive Advantage Strategy Development

SIZE OF TECHNOLOGICAL

COMPETITVE ADVANTAGE

Small

Large

Volume

Stalemate

ROI

ROI

Few

NUMBER OF WAYS

TO ACHIEVE

TECHNOLOGICAL

COMPETITIVE

ADVANTAGE

Market share

Market share

Technological

Competitive

Differentiation

Specialization

Fragmented

ROI

ROI

Many

Market share

Market share

Barriers of Entry to

Technological Market Space


First mover advantage model l.jpg
First Mover Advantage Model Strategy Development

Environmental Opportunity

Attractiveness

Competitive

Strategy

  • First-Mover

  • Distinctive Competencies

  • Resources

  • Later-Entrant

  • Distinctive Competencies

  • Resources

Competitive

Strategy

First-Mover Positional Advantages

CostDifferentiation

  • Later-Entrant

  • Advantages

  • Imitation Costs

  • Free-Rider Effects

  • Scope Economics

  • Learning from

  • Pioneer‘s Mistakes

Pre-emption

Factors

Technological

Factors

Behavioral

Factors

Economic

Factors

Demand

Uncertainty

Pre-emptive

Investment

Technological

Innovation

Characteristics

Nature of Good

Entry

Scale

Product

Characteristics

Technological

Change &

Discontinuity

Market Type

Efficient

Scale-to-

Market Size

Market

Evolution

Advertising

Intensity

Buyer‘s

Investment in

Cospecialized

Assets

Response

Time

Scope

Economies

Overall Magnitude of First-Mover Advantage

  • Market Share Performance

  • Absolute

  • Relative

  • Profitability Performance

  • Return on Assets

  • Return on Sales


Financing life cycle l.jpg
Financing Life Cycle Strategy Development

Venture

Capitalist

Investment Banks &

Banks

FFF & Angels

Early

Growth

Later

Growth

Seed Capital

& Early Stage

Enterprise

Cash Flow

Enterprise

Financing

Mezzanine

Public

Market

3rd

2nd

Initial

Public

Offering

1st

Time

Valley

of Death

Break-even

point

Emerging Growth


Break even regions l.jpg
Break-Even Regions Strategy Development

Cash flow

Returned capital

breakeven

Cumulative revenue

Cash flow breakeven

$

EVA breakeven

Opportunity cost based on

capital risk assumed

P&L breakeven


Financial strategy framework51 l.jpg
Financial Strategy Framework Strategy Development

Due dilligence process

Investor Investment strategy

Alternative Investments

Time to close deal

Risk/Reward Space

Financial Strategy

Opportunity

Debt

Entrepreneurial concerns

Sources and Deal

Structure

Time to out of cash

Equity

Future alternatives

Other

Burn Rate

Financial

Requirements

Business Strategy

Operating

Requirements

Working Capital

Market Strategy

Technological Strategy

Asset Requirement


Financing space l.jpg
Financing Space Strategy Development

Highest cost for

enterprise

Highest risk for investors

but lower potential risk to

enterprise

Stock

Preferred

stock

Lowest risk for

investors but highest

potential risk to

enterprise

Options

Subordinated

Debt

Lowest cost

for enterprise

RISK PLANE

Senior Debt

COST PLANE


Investor perceived risk return space l.jpg
Investor Perceived Risk-Return Space Strategy Development

Angels

High

FFF

VCs

Entrepreneur

PERCEIVED

RETURN

Moderate

Realistic

Investors

Banks

Low

Low

Moderate

High

PERCEIVED RISK


Technological risk return space l.jpg
Technological Risk-Return Space Strategy Development

High

RISK

Moderate

High

Moderate

RETURN

Low

Low

Incremental

Radical

Existing

New Generation

TECHNOLOGY


Technological market risk space l.jpg
Technological Market Risk Space Strategy Development

High

Moderate

RISK

New

MARKET

DEVELOPMENT

STAGE

Low

Developing

Existing

Low

Moderate

High

POTENTIAL

MARKET GROWTH


Enterprise risk return space l.jpg
Enterprise Risk-Return Space Strategy Development

100

80

ANNUAL

RETURN

(%)

60

40

20

High

Moderate

RISK

0

Low

Seed &

Early Stage

Early

Growth

Later

Growth

Buy-out

or IPO

Mezzanine

ENTERPRISE

STAGE


Davenport s investment risk return space l.jpg
Davenport’s Investment Risk-Return Space Strategy Development

100

Data from

Venture

Capitalist

80

Davenport‘s Risk/

Return Space

60

EXPECTED

ANNUAL

RETURN

(%)

40

20

0

Low

Moderate

Risky

Most

Risky

INVESTMENT RISK


New enterprise growth space l.jpg
New Enterprise Growth Space Strategy Development

Ability to Grow

Life-style

High-growth

Low

Propensity for Growth

Marginal

Successful

and

growing

High


Three dimensional technological management model l.jpg
Three-Dimensional Technological Management Model Strategy Development

Management skills

Management roles

SKILLS &

EXPERTISE

Critical functions

Managerial functions

Functional Management

Technology buildup

Preproject

Resources

Procedures

Structure

Strategy

Culture

Project

ASSETS

Production

PROCESSES

Marketing

Service


Internal external technology acquisition model l.jpg
Internal-External Technology Acquisition Model Strategy Development

Technology Relatedness

Degree of Competitiveness

Decision

Mechanism

Core Enterprise Technology

Degree of Protection

Managerial Capabilities

Life of Technology

Enterprise Experience with External Technology

External

Technology

Acquisition


Technology leadership space l.jpg
Technology Leadership Space Strategy Development

Life

style

focus

Team

focus

High

HUMAN

RESOURCES

ORIENTATION

Public Enterprise

Growth

Authority

focus

DEVELOPMENT

STAGE

Unfocused

Low

Early Stage

Start-up

Low

High

GROWTH ORIENTATION


Enterprise management process l.jpg
Enterprise Management Process Strategy Development

Decision

Process

Enterprise

Structure

Mission &

Strategy

Customer

Satisfaction

Value

Improvement

Enterprise

Learning

Benchmarking


The 7 elements overview l.jpg
The 7 Elements Overview Strategy Development

Focus on

customer

benefits –

not on customer

Strategic

framework

Controlling of

project portfolio

(innovation

controlling)

Fast

project

realization

Management

of pre-project

phase

Tools

(methods)

Create innovative

environment


Technological challenges l.jpg
Technological Challenges Strategy Development

Managing the

CREATION of Technology

Managing the

USE of Technology

  • Managing organizational response

  • to the introduction of rapidly

  • changing technologies e.g.:

  • Identifying and using IT

  • Using technology for new

  • services

  • Managing highly skilled

  • technologists to create new

  • technologies e.g.:

  • Managing R&D labs

  • Marketing high-tech products

Rapidly

Changing

Technologies

  • Developing organizations that can

  • make the most efficient and cost-

  • effective use of established

  • technologies e.g.:

  • Labor-intensive retailing and

  • service organizations

  • Managing the most efficient and

  • cost-effective creation of new

  • products e.g.:

  • World-class, low-tech

  • manufacturing

  • Consumer-oriented prod. design

  • & marketing

Slowly

Changing

Technologies


Timing and impact of management attention and influence l.jpg
Timing and Impact of Management Attention and Influence Strategy Development

Knowledge

Acquisition

Concept

Investigation

Basic

Design

Prototype

Building

Pilot

Production

Manufacturing

Ramp-Up

PHASES

High

Ability

to Influence

Outcome

INDEX OF

ATTENTION

AND INFLUENCE

Actual

Management Activity

Profile

Low


Priority issues in technology and innovation management l.jpg
Priority Issues in Technology and Innovation Management Strategy Development

GROWING

IMPORTANCE

200

Linking Technology

to Business

Building

Seamless

Innovation

Processes

180

160

Changing Culture

and Values in R&D

140

IMPORTANCE

LEVEL

(NEXT 5 YEARS)

Building/Leveraging

Competences

120

100

Managing for

R&D Efficiency

Managing R&D

in a Global World

80

60

Rethinking

Technology Management

DECLINING

IMPORTANCE

40

40 60 80 100 120 140 160 180 200

IMPORTANCE LEVEL (PAST 5 YEARS)


Technological progress i l.jpg
Technological Progress I Strategy Development

Base

Technology

Key

Technology

PERFORMANCE

OF THE

TECHNOLOGY

Pacemaker

Technology

CUMMULATED R&D SPENDING


Technological progress ii l.jpg
Technological Progress II Strategy Development

Higher

Potential

PERFORMANCE

OF THE

TECHNOLOGY

New

Technology

Old

Technology

CUMMULATED R&D SPENDING


Core competencies open markets difficult to imitate l.jpg
Core Competencies: Strategy DevelopmentOpen Markets, Difficult to Imitate

Processes

Core

Competencies

Technologies

Capabilities


Core competencies market and resources l.jpg
Core Competencies: Market and Resources Strategy Development

Low Company View High

Competency 1

Competency 5

Competency 4

Low Market View High

Competency 6

Competency 2

Competency 3


A consumer products competency map l.jpg
A Consumer Products Competency Map Strategy Development

Customer

Care

Core Competency

Trade

Partnering

Service

Excellence

End Customer

Delight

Capabilities

Space and

Replenishment

Management

Electronic

Data

Interchange

Trade

Marketing

Service

Innovation

Expectation

Trend

Management

Delight and

Loyalty

Measurement

Processes

Category

Management

Space

Management

Promo

Management

Sub-Processes

Customer

„Partners“

Customer

Database

Resources


Technology portfolio 5 generic strategies l.jpg
Technology Portfolio: 5 Generic Strategies Strategy Development

Pilot project

Investing

Optimizing

STRATEGIC

RELEVANCE

Observation

Desinvesting

TECHNOLOGICAL MATURITY/

STRENGTH (INTERNAL VIEW)


Platforms link technology and market l.jpg
Platforms Link Technology and Market Strategy Development

INTEGRATION OF MARKET AND TECHNOLOGIES

VIA PRODUCT PLATFORM

Technologies

Technical

core competencies

Product

platforms

„Market-

Information

flow“

„Technology

flow“

Product groups

Individual products

Market segments

Customer needs


Platforms management focus l.jpg
Platforms: Management Focus Strategy Development

Vision

TODAY

IN THE PAST

Platforms

Product family

Individual products


Value vs volume l.jpg
Value vs. Volume Strategy Development

Value

Decisions

Knowledge

Information

Volume

Data


Innovation distinctive capability competitive advantage l.jpg
Innovation & Distinctive Capability = Competitive Advantage Strategy Development

Innovation

Secret

Strategy

Patent

Sony Walkman

Valium

Coke

Competitive

Advantage


A model of a knowledge company l.jpg
A Model of a Knowledge Company Strategy Development

INTELLECTUAL CAPITAL

Human

Resources

Intellectual

Assets

STRUCTUAL CAPITAL


A model of intellectual capital l.jpg
A Model of Intellectual Capital Strategy Development

Human

Resources

Intellectual

Assets

Intellectual

Property


The intellectual capital of the firm l.jpg
The Intellectual Capital of the Firm Strategy Development

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 l.jpg
Knowledge Management Strategies Strategy Development

Unfocused Strategy

Focused Strategy

Codification Strategy

Increase the absolute level of codification

across all dimensions of codification and

knowledge.

For each type of organizational knowledge

decrease the level of codification on those

dimensions of codification which transfer

knowledge fastest and most accurately.

Tacitness Strategy

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 pose

greatest risks of involuntary transfer of

knowledge.


Intellectual property management l.jpg
Intellectual Property Management Strategy Development

Patent selling,

buying, licensing

Defending

Patents

Identification of

Patent weaknesses

Infringement of

Patents

Work with external

Patent Consultants

Intellectual

Property Management

Patent analysis for

technology trends

Patent strategy

Patent search

Patent abstracts

Patent Mapping

with competitors‘

patents

Brain Maps

Key Know How holder maps

(competitors)

Patent

writing


Positioning and evaluating assets l.jpg
Positioning and Evaluating Assets Strategy Development

Technology Push

Technology Risk

Clear

Extension

for

Eastman

Existing Business

MARKETS

Known to

Industry

Market Push

Market Risk

Unknown

Market to

World

Technology

& Market Push-

Large Risk

Incremental

for Eastman

New to Eastman

New to the World

TECHNOLOGY TYPE


Separate pre project and implementation open vs tight l.jpg
Separate Pre-project and Implementation: Open vs. Tight Strategy Development

Concept and planning

Implementation

Project

planning

Specs and business plan

Detailed specs

Market &

Product concept

etc.

Generation of ideas

Prototype

Detail Design

Freezing Point /

Release of

tools any jigs

Potential influence

Product specifications

and costs

Structured processes

Few structured activities


Types of innovation cost of change is important l.jpg
Types of Innovation: Strategy DevelopmentCost of Change is Important

High

Aircraft

turbines

Software

Multimedia

electronics

Cars

TECHNOLOGY

INTENSITY

New restaurant

concept

Cosmetics

Low

Low

High

COSTOF ENGINEERING CHANGE AT LATE STATE


Selection of the right project organization l.jpg
Selection of the Right Project Organization Strategy Development

Coordination

(Lightweight team)

Team

(Heavyweight team)

Functional

Task-Force

+

  • Clear priority

  • Rapid

  • Specialists

  • Specialists

  • Coordination

  • Management

  • Rapid

_

  • Subculture

  • Spec know-how

  • Slow

  • Big control circ

  • Slow

  • Project leader

  • difficult position

  • Line / Project

Integration

Pressure of time

Fire brigade

New business

Stable environment


Indicators of horizontal relations between core firms l.jpg
Indicators of Horizontal Relations Between Core Firms Strategy Development

Position of the other

Independent

with

Influence

Interdependent

Dependent

without

Influence

Independent

Dependent

with

Influence

Compliance

Coalition

Structural

Control

Cooperation

or Competition

Direct

Control

One directional technology flow

(second sourcing, licensing)

Attitude of

core firm

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 l.jpg
Five Major Trends Drive the Evolution of R&D Organization Strategy Development

Polycentric

decentralized

R&D

Integrated

R&D Network

Synergy

Decentral

R&D

Competences

R&D Hub

Model

Costs

Tapping

Ethnocentric

centralized

R&D

Geocentric

centralized

R&D

Central

R&D

External

Orientation

Cooperation

Competition


Survey of r d tools l.jpg
Survey of R&D Tools Strategy Development

Product = Process Planning

Product = Process Realization

Production

Ideas

Strategy

Product

program

Concept

Goals

Development

Integration

and test

Introduction

Pilot

lot

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 l.jpg
The Kano Model Strategy Development

CUSTOMER SATISFACTION

Excitement

Performance

DEGREE

OF

ACHIEVEMENT

Basic


New product from the pipeline market and competence driven l.jpg
New Product from the Pipeline - Strategy DevelopmentMarket and Competence Driven

  • Corporate Strategies

  • Navigator Book

  • Corporate Product Strategy

  • Market

  • Requirements

  • Field Operations

  • Customers

Market

Pull

Product

Management

Product

Creation

Process

New

Products

  • Core

  • Competencies

  • Skills

  • Technologies

  • Resources

Technology

Management

Technology

Push

  • Product Planning

  • Harmonization with Field Operations

  • Resources Check

  • Idea Backlog


The core competence process actions are important l.jpg
The Core Competence Process: Strategy DevelopmentActions are Important!

Identification of actual

Core Competencies

Technology Forecasting

Market Strategy

Definition of Future

Core Competencies

Evaluation of

Technology Portfolio

Gap-Analysis

Actions

Road Maps,

R&D projects

Resource

Allocation

R&D

Organization

Human

Resources

Outsourcing


Portfolio of technical competencies l.jpg
Portfolio of Technical Competencies Strategy Development

High

  • Pilot project

  • Strategic impact is recognized

  • Pilot projects with scantly budgets,

  • „High-Risk-High-Impact“-Projects

  • External partner helps to build up

  • internal competence

  • Invest

  • Long-term investments within

  • core competencies

  • ROI must be lined up in the

  • long term, short-term success

  • rather not possible

  • Optimize

  • Core Competence, but strategic

  • impact is medium or rather

  • decreasing

  • ROI should be lined up in the

  • short term

STRATEGIC

IMPACT

  • Observation

  • No budget available

  • Technology-owner is responsible

  • Visit exhibitions, congresses

  • Study magazines

  • Cooperation with universities

  • Desinvestment

  • No competitive advantages

  • within the next 5 or 10 years

  • Resources should decrease

  • and be freed for new

  • technology potentials

Low

Low

High

INTERNAL RESOURCES


Tasks of it in dispersed r d teams l.jpg
Tasks of IT in Dispersed R&D Teams Strategy Development

Rational Level:

Information richness

Emotional Level:

Social Presence

INFORMATION –

EXCHANGE

Explicit

Knowledge

high

COORDINATION

SUPPORT

high

CREATIVITY –

PROMOTION

low

high

high

Tacit

Knowledge

DEVELOPMENT OF

INFORMAL NETWORK


Project categories market technologies l.jpg
Project Categories: Market / Technologies Strategy Development

Variants

High

New platform /

new core product

Variants

New

product line /

improved platform

RELEVANCE FOR NEW

MARKETS / MARKET

SEGMENT

Variants

Low

Low

High

INTRODUCTION OF

NEW TECHNOLOGIES


A balanced portfolio the risk reward diagrams l.jpg
A Balanced Portfolio - The Risk-Reward Diagrams Strategy Development

High

Bread and Butter

Pearls

PROBABILITY OF

TECHNICAL SUCCESS

0

10M

REWARD (NPV)

White Elephants

(difficult to kill)

Oysters

Low


Market and technology risk bubble diagram l.jpg
Market and Technology Risk Bubble Diagram Strategy Development

Very high

MARKET

RISK

Moderate

Very low

Moderate

Very high

Very low

TECHNOLOGY RISK


Rohm and haas strategic intent bubble diagram l.jpg
Rohm and Haas - Strategic Intent Bubble Diagram Strategy Development

Project A

Food/Pharm

Project B

Sugar

Project D

Project C

Cat/Chem

Process

Project F

MARKET

SEGMENTS

Nuclear

Drink Water

Industrial

Water

Project E

Other

Defend

Grow

New

Application

New

Business

Fundamental

STRATEGIC INTENT


The new business enthusiasm curve l.jpg
The New Business Enthusiasm Curve Strategy Development

Costs are

better

The field

trail worked

They

like it

We have

an order!

Ecstasy

Yes

it is!

and orders

and the

approvals

The

customers

like it!

New costs

look great

and inventory

We‘ll

make it

It

works!

Documentation

done!

We have all

the sizes

We have

a fix

Installation

problem!

Costs are

too high

It

works!

We need

documentation

It‘s not

proprietary

It

doesn‘t

always

No, he

loves it

They

need

all the

sizes

Deliveries

are late

Sounds great

The market

estimate

was wrong

We don‘t

have enough

resources

„Serveral“

failures

reported

I have an idea

Despair

We need help

Time

Failures in

field trail

The boss hates

the project


Possible timeline for transmission technology evolution l.jpg

PDC Strategy Development

Personal Digital Cellular

W-CDMA

Wideband CDMA

Japan

UTMS

Universal Mobile Telecommunications

System (same as W-CDMA)

GSM

Global System for Mobile communication

GPRS

Global Packet Radio Service

Europe

EDGE

Enhanced Data rates for

Global Evolution

TDMA

Time Division Multiple Access

USA

CDMA 2000

CDMA 3G Standard

CDMA

Code Division Multiple Access

upgrade

1998

2000

2001

2002

2003

2004

2005

1997

1999

2 G

2.5 G

3 G

Key:

Possible Timeline for Transmission Technology Evolution


The virtual marketplace model l.jpg

B2B Marketplace Strategy Development

Buyer 1

Platform 1

Seller 1

Buyer 2

Platform 2

Seller 2

Buyer 3

Platform 3

Buyer 4

Seller 3

Platform 4

Seller 4

Infomediary: Multiple buyers to multiple sellers

Competitive bidding: Auction / Exchange / Reverse auction / Grouped buying

The Virtual Marketplace Model


Illustrative map of e enabled business processes l.jpg

E- Strategy Development

procurement

Online

R&D

E-shop

Online

construction

facilitator

E-monitoring

  • Suppliers:

  • Energy

  • Equipment

  • Non-core

  • products

E-trading

Information

Exchanger

  • Customers:

  • Large

  • Small/Medium

  • Residential

online

billing

E-trans-

mission

control

Online

Meter reading

Risk

manager

online

Idea web-

generator

Online

Customer

Service

Finance

ASP

B2E

Illustrative Map of E-Enabled Business Processes


Illustrative map of e business models in part of traditional value chain l.jpg

E- Strategy Development

procurement

E-mail

Market

forecaster

Network

Negotiation

Retail

market

place

Marketing

Sales

Network

companies

Customers:

Aggregator

Capacity

broker

Risk

management

Billing

Value chain

integrator

Sale agt

price

comparer

Energy

producers

Energy

purchasing

E-trade &

auctions

Product

development

Customer

Service

Energy

saver

Consumption

analyst

Virtual

Community

Illustrative Map of E-Business Models in Part of Traditional Value Chain


Drawpack diagrams l.jpg
Drawpack Diagrams Strategy Development

Drawpack.comoffers premium Business Diagramsforstudentsand professionals aroundtheglobefortheir personal use.

Pleaseenjoythese Business Diagrams. Youcan send theseslidestoyour personal contactswhomightbeinterested in Business Diagrams.

Forfurtherinformationaboutourservicepleasecontactus: [email protected]

Please find ourmembershipoffer on www.drawpack.com


Usage rights l.jpg
Usage rights Strategy Development

1. Drawpack.com allows the customer an unlimited but not exclusive right to use the provided services, products and diagrams.2. The services, products and diagrams that the customer has received can be copied, edited, saved and used by the customer for their personal and commercial use.3. The customer is prohibited from providing the service, products and diagrams on professional download levels in the area of audio, video and software transmission. This includes providing the services, products and diagrams via download against payment or free of charge. The customer is prohibited providing the services, products and diagrams on internet servers or on websites with public access.

4. The customer is prohibited providing identical or similar services to those provided on www.drawpack.com with the services, products and diagrams.5. Any infringements against the above usage rights will lead to legal action. All rights are reserved to www.drawpack.com


ad