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