Readings discussion mba 651 group 1
Download
1 / 22

Readings Discussion MBA 651 Group 1 - PowerPoint PPT Presentation


  • 222 Views
  • Uploaded on

Readings Discussion MBA 651 Group 1. Presented by: Kevin Crouch Kedar Revankar Ann-Marie Vincoli. Management Criteria For Effective Innovation. George R. White. Purpose of the Article.

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 'Readings Discussion MBA 651 Group 1' - karik


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
Readings discussion mba 651 group 1 l.jpg
Readings DiscussionMBA 651Group 1

Presented by:

Kevin Crouch

Kedar Revankar

Ann-Marie Vincoli



Purpose of the article l.jpg
Purpose of the Article

  • To “identify management criteria which effectively discriminate between profitable and unprofitable new technologies, and to prove that these criteria have utility in appraising technological innovation in a wide variety of cases.”


Inventive concept l.jpg
Inventive Concept

  • What fundamental technical constraints limiting the prior innovation are lifted?

  • What new technical constraints are inherent in the new innovation?

  • How favorable is the relief of the former against the stringencies of the latter?


Embodiment merit l.jpg
Embodiment Merit

  • Is the end product enhanced by additional technology?

  • Is the inventive concept itself diluted or enhanced by the embodiment required?

  • Does the additional embodiment offer opportunity for further enhancement?


Operational practice l.jpg
Operational Practice

  • What previously emplaced business operations are displaced by the new innovation?

  • What new business operations are needed to support the new innovation?

  • How favorable is the cessation of the former practices weighed against the provision of the latter?


Market dynamics l.jpg
Market Dynamics

  • Does the product incorporating the new technology provide enhanced effectiveness in the marketplace serving the final user?

  • Does the operation reduce the cost of delivering product or service?


Conclusion forecasting future innovation l.jpg
Conclusion: Forecasting future innovation

  • The viability and probable outcome of an innovation can be predicted by evaluating the criteria outlined in the reading.

  • This can be useful in indicating the likely future course of other prospective innovations.


Patterns of industrial innovation l.jpg

Patterns of Industrial Innovation

Abernathy and Utterback


Purpose of the article10 l.jpg
Purpose of the Article

  • To present the basic characteristics of a model “relating patterns of innovation within an organization to its competitive strategy, production capabilities, and organizational characteristics.”


Spectrum of innovation l.jpg
Spectrum of innovation

  • Small, entrepreneurial organizations

    • Creating new products

    • Radical changes

  • Larger, high-volume organizations

    • Refining process aimed at minimizing cost

    • Change is costly and incremental in nature


Patterns of innovation l.jpg
Patterns of innovation

  • New product or system is introduced

  • Major system innovation is followed by

    • Many minor product improvements

    • Repeated system improvements

  • Significant economic gain comes from small, incremental improvements

    • Development of mass markets

    • Improvements in economies of scale and quality of production


Major product introductions l.jpg
Major product introductions

  • Very fluid process; entrepreneurial act

  • Performance criteria may be vague

  • Cost is less of an issue for initial adopters

  • Closely tied to specific user needs

  • Often occurs in new companies rather than established companies


Transitional phase l.jpg
Transitional phase

As product volume increases:

  • The product becomes more standardized

  • Process innovation becomes more important

  • Semiconductors:

    • 3 new entrants were responsible for half of major product innovations, but only 1 of nine process improvements

    • 3 established units made one-fourth of product innovations, but 3 of nine process innovations


High tech markets l.jpg
High tech markets

  • In markets where change is rapid (i.e., semiconductors and computers), process innovation is often not as great a source of competitive advantage as product innovation.

  • Caveat: Sometimes process innovation can lead to product innovation

    • Modern semiconductor product innovations are driven by process, i.e., die size and fabrication process size,


Specific phase l.jpg
Specific phase

  • The product is in mainstream/late mainstream part of life-cycle; becomes more commodity-like

  • Focus becomes minimizing cost through process improvements

  • Very minor improvements in product performance, quality


Management issues l.jpg
Management issues

  • Managerial targets shift from vague concepts to specific goals as product moves through phases.

  • Different phases require different managerial skills


Fluid phase l.jpg
Fluid phase

  • Management must be flexible and adaptable

  • Goals are often changing; set by users

  • High ambiguity

  • Often many projects; fewer successes

  • Often general purpose equipment


Transitional phase19 l.jpg
Transitional phase

  • Managerial focus changes from product innovation to competitive environment

  • Management goals and targets become more formalized

  • Decreased ambiguity

  • Product success is established, organizational success less so.

  • Increase in specialized equipment


Specialized phase l.jpg
Specialized phase

  • Management focus become bureaucratic, focused on efficiency and productivity

  • Low ambiguity

  • Organizational success; often oligopoly

  • Highly specialized equipment


Conclusion l.jpg
Conclusion

  • Identify the phase

  • Recognize different skill sets required for each phase

  • Recognize what phase industry is in

  • How can your company adjust focus to maximize advantage for the phase the industry is in?



ad