Tehnoloogiastrateegia. “Laenatud” ettekanne Developing and Managing a Successful Technology & Product Strategy Prof. Rebecca Henderson, MIT

Slides:

Advertisements

Similar presentations

Chapter 3 E-Strategy.

Advertisements

Creating Value: Understanding patterns of market evolution.

Profiting from Innovation

TechnologyStrategy. What is a Successful Technology Strategy? VALUECAPTURE VALUEDELIVERY VALUE CREATION.

ITU Centre of Excellence/AFRALTI Business Strategy for Telecom Somalia David Beard.

Developing and Managing a Successful Technology & Product Strategy

Technology Forecasting Dr. Seth Bates – Tech 198 Unit 5: Technology Transfer and Assessment.

Information Systems & Organizational Strategy Porter and others.

Innovation Management

Industry and Competitive Analysis

Lecture 2: Porter’s Five Forces ©2009 by Marvin Lieberman How Competition Shapes the Creation and Distribution of Economic Value Introduction to Business.

Innovation Management 3rd meeting Technology phases Industry attractiveness and pressures Customer Value.

Chapter 2 The External Environment:

Tutorial 5 Five forces and PEST analysis

Chapter Seven Strategy in High- Technology Industries.

SM0374 Strategic Management and Leadership

TECHNOLOGICAL CHANGE AND INNOVATION

ISM 158 Business Information Strategy Lecture 2 IT Strategy.

1 5 FORCES DRIVING INDUSTRY 5 FORCES DRIVING INDUSTRY COMPETITION COMPETITION ( Porter, 1980 ) INDUSTRY POTENTIAL ENTRANTS BUYERS SUBSTITUTES SUPPLIERS.

KODAK Evaluate Kodak’s digital imaging strategy to date Evaluate Kodak’s digital imaging strategy to date –“B+” or “F”? How would you evaluate the decision.

Chapter 2 Learning Objectives

Chapter 6 Competitive Strategy and the Industry Environment.

Conducting an Industry Analysis. Seven Questions for Industry Analysis 1. What are the industry dominant economic traits? 2. What competitive forces are.

Approaches to Employer Engagement: Kingston University’s Strategy Neil Latham Pro Vice-Chancellor Employer Engagement.

Why Study Strategic IT? Technology is no longer an afterthought in forming business strategy, but the actual cause and driver. IT can change the way businesses.

CHAPTER 5: Category Attractiveness Analysis

CH. 6 TECHNOLOGY-BASED INDUSTRIES AND THE MANAGEMENT OF INNOVATION ALLEN HICKS ANTHONY BROWN CHRISTIAN GRANDORF BRADEN WALKER.

The Marketing Environment and Competitor Analysis

Course Overview B290 Fall 2014 What is a strategy? Context / Environment Political Regulatory Technological Resources Skills Knowledge Assets Capital.

Slack, Chambers and Johnston, Operations Management 5 th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007 Chapter 3 Operations strategy.

1 capitalideasonline.com INTEGRATING CORPORTE STRATEGY AND FINANCE WITH VBM TO DELIVER GOOD SHAREHOLDER VALUE Chetan J Parikh.

Developing and Managing a Successful Innovation Strategy.

1 Table of Content 1.Business Diagnostic - Establishing a case for change –Changes in demand –New opportunities –Emerging threats 2.Vision Creation - Defining.

1-1 Management of Technology Introduction MOT. 1-2 Management of Technology Porter’s Five Forces Threat of New Entrants Bargaining Power of Suppliers.

External and Internal Analyses General Environment GeneralEnvironmentGeneral Environment Sociocultural Global Technological Political/Legal Demographic.

Porter’s Five Forces Model INDUSTRY COMPETITORS SUBSTITUTES BUYERSSUPPLIERS NEW ENTRANTS 1.

Copyright © 2012 Pearson Canada Inc. 0 Chapter 4 Exploring the External Environment: Macro and Industry Dynamics.

CISB444 - Strategic Information Systems Planning

1 UNIT 7: STRATEGIC ANALYSIS: INDUSTRY, COMPETITORS, CUSTOMERS.

2 - 1 Copyright © 2006, The McGraw-Hill Companies, Inc. All rights reserved.

Chapters Four & Five Identifying & Analyzing Attractive Markets.

Learning Objectives To learn to identify the different types of environments that affect a firm To learn to identify the different types of environments.

Ch2-1 Chapter 4: Competitor Analysis “What are they going to do?”

Copyright © 2009 South-Western, a part of Cengage Learning All rights reserved. Power Point Presentation by Dr. Leslie A. Korb Georgian Court University.

Copyright © Jon Marshall 2015 Making Innovation a Corporate Habit How to embed innovation into your company Jon Marshall Founder.

C3 Information Systems, Organizations, and Strategy Understand organizations to build/use IS Use Porter’s model and IS for strategy Value chain and value.

Irwin/McGraw-Hill Copyright © 2004 The McGraw-Hill Companies. All Rights reserved Chapter Customer Value and Relative Positioning 2.

Generating Growth in the Operationally Driven Company Professor Rebecca Henderson MIT Sloan School of Management Phone: (617) ,

External Environment Analysis STRATEGY Environment Firm External analysis searches for conditions and trends that could affect the success of the firm.

DHV'04 DHV 2004 Learning and Change as elements of a Dynamic Strategy.

Characteristics of Innovation

IS6117 Electronic Business Development Project Evaluating Markets for eBusiness Rob Gleasure

Chapter 4 Learning an Industry. Copyright © Houghton Mifflin Company4-2 Overview Industry life cycle Industry structure The environment of the industry.

PUTTING THE “I” BACK IN CIO: BIG DATA, BIG CHANGES Dr. Gerry McCartney Vice President for Information Technology and System CIO Oesterle Professor of Information.

MAS967 Technology Strategy for New Enterprises Class 2: The evolution of industries, technologies & markets Professor Fiona Murray.

Building the Opportunity Analysis Canvas PART 2 OF 3

INDUSTRY PROFILE of TOP INDUSTRY SECTORS IN CAMARINES SUR.

Lecture 3 Fundamentals of Technological Change ©2009 Prentice Hall 2-1.

1 Industry Analysis  Basic econ conditions determine industry structure SCP model of firm performance Industry structure => firm conduct => Firm performance.

CHAPTER 2 The Strategic Context. The importance of strategy What an organisation is trying to achieve and how it intends to go about it Fundamental choices.

F Designed to give you knowledge and application of: Section B: Key environmental influences & constraints on business & accounting B1. Political.

Porter’s Competitive Forces

The Marketing Environment and Competitor Analysis

Product Strategy الفصل التاسع

Strategy in High-Technology Industries

THE NEW LOGISTICS OF KNOWLEDGE

HOW INDUSTRIES CHANGE.

Chapter 16 Strategy.

Mission A mission statement broadly outlines the organization’s future course and communicate “who we are, what we do, for whom we do it, why we do it,

Competitive Strategy and the Industry Environment

Presentation transcript:

Tehnoloogiastrateegia

“Laenatud” ettekanne Developing and Managing a Successful Technology & Product Strategy Prof. Rebecca Henderson, MIT

Effective strategies rest on three foundations: Technologies Markets Value Creation Value Capture Value Delivery

Or Answer 3 Key Questions: How will we Create value? How will we Capture value? How will we Deliver value?

A Key Framework: The industry life cycle Era of Ferment/ Disruption “Dominant design” emerges Maturity Incremental Innovation

Can the life cycle be predicted? Technological exhaustion (1) Performance Time Physical limit? Performance is ultimately constrained by physical limits Eg: Sailing ships & the power of the wind Copper wire & transmission capability Semiconductors & the speed of the electron

Can the life cycle be predicted? Technological exhaustion (2) Performance Effort Performance is a non linear function of effort expended: in mature industries more and more effort may lead to less and less progress, while progress in emerging industries may be “surprisingly” fast Established technology Emerging technology

The S-curve Maps Major Transitions Performance Time Ferment Takeoff Maturity Disruption

Real Life Cycles (3): Music Performance Time LPs CDs Internet based

Understanding market dynamics: (Rogers) Units Bought Time Innovators Early Adopters Early Majority Late Majority Laggards Adopters differ by, for example, social, economic status -- particularly resources, affinity for risk, knowledge, complementary assets, interest in the product

Some new technologies sell to niche markets with less demanding requirements Performance Time Established technology Mainstream customer needs Niche customer needs Invasive Technology Clay Christensen: The Innovator’s Dilemma

Uniqueness & Complementary Assets over the Life Cycle: Ferment Takeoff Maturity Uniqueness Complementary Assets

Porter’s “5 (really 7?) Forces”: A powerful way to think about the balance of power Entrants Substitutes Suppliers Buyers Rivals Political, regulatory and institutional context “Complementors”