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

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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

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

11. 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

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

13. 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

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

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