PowerPoint Slideshow about 'The innovation process and corporate ventures Week 4 (INN001, 5 p.)' - sevita
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- High relative quality, good value, product differentiation/brand
- Architectural - market leaders, new market segments
- Identify similar customers, create for unmet needs
- Technological - new applications in existing markets,
- Identifying opportunities, replacing technology/product
- Complex - co-evolvement of markets and technology
- Lead users, long-term commitment, many lag years
Why do firms create alliances?
- Technological, market and organizational
- Shared cost and risk, Economies of scale, time reduction, shared learning
- Information leakage, loss of control/ownership, conflict
Two dimensions of technology accquisition
- Characteristics of the technology:
- Competitive significance, complexity, codifiability, credibility potential
- Organization’s inheritance:
- Corporate strategy, capabilities, firm’s culture, management comfort
- The innovation process model in detail
”Innovation management is essentially about building and embedding such routines within the organization – but it is also about reviewing, improving and on occasions replacing them with new and more appropriate ones to cope with what is a constantly changing environment. In other words, it is about building dynamic capability.”
(Tidd et al., p. 348)
- ’Production capacity’ – capital goods, knowledge and labour skills to produce
- ’Technological (innovative) capabilities’ – skills, knowledge and institutions that make it possible to generate and manage change in technology
(Bell & Pavitt 1997)
Scanning the environment (internal and external) for, and processing relevant signals about, threats and opportunities for change
- Exploring an environment made up of knowledge about technologies, markets, competitors, etc
- Effective routines
- Existing search space
- Create new search space
- Technological and organizational change
- In general (worldwide + all sectors)
- Sector-specific developments
- Developments within inter-organizational networks
- Developments within the own firm
- Market change
- Political change
- Cultural change
- Defining the boundaries of the marketplace
- Understanding market dynamics
- Monitoring technological trends
- Marketing forecasting
- Technological forecasting
- Integrated future search
- Learning from others
- Involving stakeholders
- Involving insiders
- Mistakes management
- Communication and connection
- Ex. 1: mobile phone industry (signals initially weak, but a combination of technological and cultural change has enabled it to become a massmarket)
- Ex. 2: ”healthy food” industry (education and changing social attitudes have given rise to a huge market for the products of this industry, which was earlier very small)
- As a result of change
- ”What we know”
- Look i the periphery
- Use the internet
- Visit conferences, seminars, exhibitions
- Building links to providers of knowledge
- Informal network
A sudden change in public perception change how things are done.
Ex. 1: What about energy use? Could an increasing awareness of environmental pollution and global warming change how we look at and use energy resources?
- Capture their needs
- Lead users/demanding customers
- User perspective – throughout the organisation
Deciding (on the basis of a strategic view of how the enterprise can best develop) which of these signals to respond to
- Strategic analysis – what can we do?
- Strategic choice – what will we do?
- Strategic monitoring – making sure that we over time still do what we want to do
- Close fit between innovation strategy and the overall business strategy
- Estimate the actual capabilities of the firm
- The role of intermediaries – consultants who can provide assistance in thinking through innovation strategy
- Regional and national government support programmes
- IRAP programme (Canada, Thailand and others)
- MINT programme (EU)
- TEKES counselling scheme (Finland)
- Manufacturing Advisory Service (UK)
- AMT programme (Ireland)
- Communication and share the strategic analysis – enable people within the firm to understand and commit the framework
- To have ’know-why’ and not only ’know-how’
- Especially important when it comes to implementing the idea of continuous improvements!
- Often fails – no room for small innovations
- No organization can do everything
- Portfolio should include on both radical and incremental options
- Factors to consider
- Risk vs. reward
- Familiarity of market and technology
- Ease of entry vs. Market attractiveness
- Competitive position vs. Market attractiveness
- Expected time to reach the market vs. Market attractiveness
- Involve different people at an early stage in strategy-making
- Across functional boundaries
- Suppliers of components and sub-systems
- Interaction with regulatory frameworks (product standards, environmental controls, safety legislation, etc.)
- Acquiring the knowledge resources (for example, by creating something new through R&D, market research, etc., acquiring knowledge from elsewhere via technology transfer, strategic alliance, etc.).
- Executing the project under conditions of uncertainty
- Launching the innovation and managing the process of initial adoption
- Sustaining adoption and use in the long term – or revisiting the original idea and modifying it – reinnovation.
- Generation of knowledge within the firm
- Generation of knowledge outside the firm
- Technology transfer from external sources
- Technology transfer within the firm itself
- Small firms and large firms need to make use of external knowledge
- Absorptive capacity – a firm’s ability to take on and make effective use of new knowledge
- To use research results effectively, firms need to learn the basic skills of actually doing research!
- (Cohen & Levinthal, 1990)
- Increasing commitment of resources makes it difficult to change direction
- When to stop a project that has been initiated but that seems to be a failure?
- Stage model with different ”gates”
- At each gate the project has to meet certain well defined criteria – if not it should be stopped
- Up to 70% of a product’s cost is determined at the design stage
- ’learning before doing’.
- Interplay between designers, makers, sellers and users.
- Concurrent working
- Proper project structures
- Support tools
- Customer testing
- Test marketing
- Developing a marketing strategy
- Developing a marketing plan
- Developing a support organization
- Internal market
- Countinuos cycles of adaption
- Organizational development (OD)
- Clear management strategy
- Communication/open climate
- Early involvment
- Clear targets
- Invest in training
- Documentation of project
Presentation on theme: "MGT 426 HOMEWORK Inspiring Minds/mgt426homework.com"— Presentation transcript:
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MGT 426 Entire CourseFOR MORE CLASSES VISITMGT 426 Week 1 Individual Assignment Article ReviewMGT 426 Week 1 DQ 1MGT 426 Week 1 DQ 2MGT 426 Week 2 Individual Assignment Roles of Managers and Individuals PaperMGT 426 Week 2 Learning Team Assignment Managing Change Paper Part IMGT 426 Week 2 DQ 1MGT 426 Week 2 DQ 2
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MGT 426 Final GuideFOR MORE CLASSES VISITScore 24/30 1. These are all reasons why people resist change in an organization, except: Locus of control Self-Interest Uncertainty Lack of understanding and trust 2 Change requires contingency planning. Which is not a factor affecting the business environment: Increasing supply costs Declining markets Organizational restructuring Economic downturns 3 Appreciation and influence over
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MGT 426 Week 1 DQ 1FOR MORE CLASSES VISITWeek 1 DQ 1 Why is change necessary? What about change is disruptive? How can meeting the challenge of change become organizational opportunities?
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MGT 426 Week 1 DQ 2FOR MORE CLASSES VISITWeek 1 DQ 2 Change: what is in it for me? What is the cycle of change? What are some examples of continuous change? What are some examples of discontinuous change? What are some differences between continuous and discontinuous change?
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MGT 426 Week 1 Individual Assignment Article ReviewFOR MORE CLASSES VISITIndividual Assignment: Article ReviewUse the course’s Electronic Reserve Readings (ERR), the Internet, or other resources, to find an article that defines the learning organization.Prepare a 700-1,050-word Article Review that includes the following:
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MGT 426 Week 1 Individual Assignment Functions of Management SummaryFOR MORE CLASSES VISITResearch the basic functions of management. Create a presentation with speaker notes using Microsoft® PowerPoint®, Publisher®, Word, or sites such as Glogster® and PiktoChart®. Create a 525-word summary of the presentation.
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MGT 426 Week 2 DQ 1FOR MORE CLASSES VISITWeek 2 DQ 1 What is organizational culture? What is the relationship between shared vision and organizational culture? How does organizational culture affect an organization’s ability to cope with chang
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MGT 426 Week 2 DQ 2FOR MORE CLASSES VISITWeek 2 DQ 2 How does modeling a change process facilitate change? What are the strengths and weaknesses of the three change models? What are some applications of the three change models?
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MGT 426 Week 2 Individual Assignment Evolving Corporate Culture ReportFOR MORE CLASSES VISITDevelop a 1,400-word report that explains how the global business environment is bringing change to the role of managers in Corporate America. If using your current employer is not feasible, consider an organization or company for which you would like
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MGT 426 Week 2 Individual Assignment Roles of Managers and Individuals PaperFOR MORE CLASSES VISITIndividual Assignment: Roles of Managers and Individuals PaperPrepare a 700-1,050-word paper assessing the various roles of managers and individuals in the change process.
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MGT 426 Week 2 Learning Team Assignment Managing Change Paper Part IFOR MORE CLASSES VISITLearning Team Assignment: Managing Change Paper Part IOver the course of this class, your Learning Team will develop a comprehensive Managing Change Paper. Each week, your team will add more elements to this paper. By the final week, you will have a cumulative paper that addresses the complete change cycle.
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MGT 426 Week 2 Team Assignment CSR BriefFOR MORE CLASSES VISITExplore how Corporate Social Responsibility (CSR) will play a role as an element of change management for the workforce in the 21st century. Consider how sustainable business will play a role in addressing each element of the Triple-Bottom Line (TBL). Focus on the three elements of the TBL:
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MGT 426 Week 3 DQ 1FOR MORE CLASSES VISITDQ1:Why is it important to do a gap analysis? How do you apply gap analysis to the change models? Give an example of when you may use a gap analysis.
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MGT 426 Week 3 DQ 2FOR MORE CLASSES VISITDQ2:What are the steps in implementing change? What should you consider when selecting a change implementation model? Explain.
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MGT 426 Week 3 Individual Assignment Resistance to Change PaperFOR MORE CLASSES VISITIndividual Assignment: Resistance to Change PaperPrepare a 1,400- to 2,100-word paper identifying both organizational and individual causes of resistance to change.
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MGT 426 Week 3 Learning Team Assignment Managing Change Paper and Presentation Part IIFOR MORE CLASSES VISITLearning Team Assignment: Managing Change Paper Part IIUse the organization selected for your Managing Change Paper Part I.
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MGT 426 Week 3 Team Assignment Planning for Change in an Organization ReportFOR MORE CLASSES VISITConsider an existing organization you are familiar with, such as an employer, or a company for which you would like to work that operates under a traditional management model. The company's new CEO is looking to grow the company into a sustainable organization.
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MGT 426 Week 4 DQ 1FOR MORE CLASSES VISITHow do you measure the progress of change? How do you know change has been institutionalized? How do you determine what changes have occurred?
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MGT 426 Week 4 DQ 2FOR MORE CLASSES VISITWhat organizational systems are impacted by the cycle of change? Explain. What systems are not as easily impacted by change? Why or why not?
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MGT 426 Week 4 Individual Assignment Ethics During Change paperFOR MORE CLASSES VISITndividual Assignment: Ethics During Change paperPrepare a 1,050- to 1,400-word paper examining the ethical issues organizations face when implementing change. Be sure to:Integrate the assigned readings to your discussionProperly cite your specific references.Include the URL if you used an electronic source and if you used a print
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MGT 426 Week 4 Individual Assignment Evolution of Business ReportFOR MORE CLASSES VISITThe business environment is continuously evolving with the integration of new management trends developed to create opportunity and respond to challenges. Innovation often challenges the status quo of organizations and change agents in an organization must become
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MGT 426 Week 4 Learning Team Assignment Managing Change Paper Part IIIFOR MORE CLASSES VISITLearning Team Assignment: Managing Change Paper Part IIIUse the organization selected for your Managing Change Paper Part I.Prepare a 2,100- to 2,800-word paper applying an appropriate change model to your selected organization’s change situation.
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MGT 426 Week 5 Individual Assignment Control Function AnalysisFOR MORE CLASSES VISITToday's workforce is diverse in terms of age and other aspects that influence performance and success. Leaders must both motivate and support employees so that they can continuously adapt to change while creating opportunity in their careers.
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MGT 426 Week 5 Individual Assignment Learning Organization PaperFOR MORE CLASSES VISITIndividual Assignment: Learning Organization PaperPrepare a 1,050- to 1,400-word paper analyzing the characteristics of a learning organization and its applications in a global environment.
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MGT 426 Week 5 Team Assignment Motivate and Manage Change PresentationFOR MORE CLASSES VISITEvolving into a global organization means that both organizations and individuals must adapt to the opportunities and challenges created by doing business across borders. Select a continent where your organization (or a company for which you want to work) is currently
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