Integrating Technology and Strategy: A General Management Perspective

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Integrating Technology and Strategy A General
Management Perspective

• Review of Pages 1-12
• Dr. Steve Walsh

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Outline

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

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Purpose

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

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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

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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
• This books Innovation categories
• Incremental, radical and architectural

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More Key Concepts

• Technological entrepreneurship
• Activities versus outcomes
• Inventions, technologies innovations as
  outcomes
• Activities are RD, market development etc.
• For interrelations between all see exhibit 1

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Integrate Strategy and technology

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

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Porters Box page 5 exhibit 2

• 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

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Fusfelds Audit page 6 exhibit 3

• Strategy expressed by technologies and products
  We discuss paper here
• First real effort to put technology formally into
  the strategic process
• The initiation of technology audit efforts
• We have or own

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Technology Portfolio page 6 exhibit 4

• 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

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Technology Business Portfolio Page 7 exhibit 5

• Much the same focus
• Attractiveness and importance on Y
• Competitive Position and Position on the x

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Tech and the value Chain Page 8 exhibit 6

• 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

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Capabilities and Competence Auditspage 9 exhibit
8, page 10 exhibit 9, page 11 exhibit 10

• Fusfeld focused on technology competence
• These models focus on business capabilities
• Very complicated
• I give you one that combines both

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Conclusion

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

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