1. Tehnoloogiastrateegia

2. “Laenatud” ettekanne Developing and Managing a Successful Technology & Product Strategy Prof. Rebecca Henderson, MIT http://web.mit.edu/15.932/www/home.html

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

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

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

6. 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

7. 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

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

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

10. 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

11. 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

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

13. 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”