Integrating Technology and Strategy: A General Management Perspective Review of Pages 1-12 S. Walsh & JB Tuttle

Outline Purpose Key concepts in Technology innovations Integration of technology and Innovation in strategy Frame works for auditing and assessing films innovative capacity Conclusion

Purpose Help the strategic officer of a company deal with issues of technology and Innovation Established High tech 5% on Technology and Innovation related activities Acquire, develop and allocate resources Importance of Tech as a Resource To develop and exploit firms capacity for innovation

Key concepts in Technology innovations Inventions Discoveries and Technologies Basic Scientific Research - General knowledge Applied Scientific Research – Solve a problem Criteria for success For invention & discoveries – technical For innovation – commercial Definition of Technology Refers to the theoretical and practical knowledge, skill and artifacts that can be use to develop products and services as well as their production and delivery systems

Technological Innovations Some are technology based Some are facilities by new technology Innovation are the outcome of innovation processes Combined activities leading to new stuff Innovation categories Incremental, radical and architectural

More Key Concepts Technological entrepreneurship Activities and outcomes Inventions, technologies & innovations as outcomes Activities are R&D, market development etc. For interrelations between all see exhibit 1

Integrate Strategy and technology Prescriptive / Normative vs. Objective Environment versus internal Market based strategy versus Resource based Product versus Competence Prior to 1960’s technology has little or no strategic role 1969 Stewart and Ansoff - Strategy Directs 1984 – Friar et all – They have primal influence on each other

Porter’s Box A environmental or Market strategist view Overall cost leadership Overall differentiation Focus segment cost leader Focus segment differentiation This view is based on what does the technology do not how it does it See exhibit 2

Fusfeld’s Audit Strategy expressed by technologies and products Exhibit 3 The initiation of technology audit efforts We have or own

Technology Portfolio Know when to do what – better known as the Kenny Rogers or “Know when to fold em Know when to hold em, Know when to walk away and Know when to run!” Relative technology position on X axis and relative importance on the y axis

Technology Business Portfolio Much the same focus Attractiveness and importance on Y Competitive Position and Position on the x

Tech and the value Chain In broadest sense it is everything to everyone – Technology is everywhere Firm value chain We do this latter in the semester Technology Forecasting Technology Lifecycles Understand the differences between product and technology Lifecycles Competing on different aspects over time

Capabilities and Competence Audits Fusfeld focused on technology competence These models focus on business capabilities Very complicated I give you one that combines both

Conclusion Nothing sustainable Great happens without Good teamwork Good leadership Good technologies and innovation