Integrating Technology and Strategy: A General Management Perspective Review of Pages 1-12 S. Walsh & JB Tuttle
Mar 31, 2015
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