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information technology management
The Management Of Technology And Innovation A Strategic Approach 2nd Edition Margaret A. White, Garry D. Bruton - Solutions
3. What are the roles of the different value processes in the strategic management process of technology and innovation?
2. Hypercompetition and the speed of change in turnaround are both related to quickness in the management of technology and innovation. Discuss the five most important reasons managers should be concerned with speed. In addition, what are the disadvantages of being too fast?
1. Why are capabilities and value creation so interconnected with the management of technology and innovation? Be sure your answer is in the context of its strategic importance.
2. Earlier in the text (Chapter 2), we discussed measuring performance using financial data.Capabilities do not lend themselves well to such measurement. In Figure 9.1, there is a list of strategic capabilities. How would you measure each of the capabilities? Be specific.
1. If your organization were to enact new technology, what actions would you suggest to ensure your firm would get the results it hopes for? How would you determine whether your process for implementing the building of capabilities is fair, timely, and successful?
3. Find an article or website that provides guidelines for building and/or renewing technical capabilities. What do you think of the advice given? Compare the advice you find to the advice your classmates find.
2. Find an example of an organization with multiple strategic business units. How does the organization define its corporate goals? The strategies of the SBUs? Are the strategies seeking innovation and technology enhancement internally or externally? Why do you classify the SBUs as you do?
1. Use your favorite search engine on the Internet and look for postings of technology-driven retrenchment. What are the reasons given for the mergers and acquisitions? What is described as coming from each of the organizations? Given what you know about turnaround strategy, are the reasons given
3. What advice would you give a manager who was chosen to develop new capabilities in an entrepreneurial firm? In an established firm that is retrenching? Which do you think would be more difficult? Why?
2. We have discussed building capabilities. Are there differences in the capabilities needed between an innovative firm and a firm that builds alliances and makes acquisitions for technical advancement? Explain.
1. What would you say are the five most important things that a manager needs to understand to build organizational capabilities?How should the manager determine whether those things are happening? Discuss what the manager can do to ensure the organization is ready to take advantage of future
4. What unexpected changes in the environment could shift the capabilities that are required by the firm?
3. If a gap exists in the necessary capabilities to create value for the firm, are there ways to fill those gaps quickly?
2. Do the compensation systems and other reward systems support the development of the necessary future human skill and knowledge capabilities of the firm?
1. What are the capabilities of the firm today, and how do they mesh with the predictions for the future?
4. What unexpected changes in the environment could shift the capabilities that are required by the firm?
3. If a gap exists in the necessary capabilities to create value for the firm, are there ways to fill those gaps quickly?
2. Do the compensation systems and other reward systems support the development of the necessary future human skill and knowledge capabilities of the firm?
1. What are the capabilities of the firm today, and how do they mesh with the predictions for the future?
9. Design and implement a proactive competitive intelligence process to determine what competitors are doing now and what might happen in the industry and in the environment in the future.
8. Be persistent and consistent in pursuing sustainable competitive advantages through processes and procedures in the organization.
7. Make the competitive advantage as unique a resource as possible so that it is hard for competitors to copy.
6. Be sure members of the firm and key stakeholders can describe competitive advantages in easy-to-understand words. It is hard to develop, maintain, or protect what cannot be described.
5. Risk being distinctive in how you view and react to the environment. This will change the environment.
4. Provide a systematic audit of the organization s competitiveness and the firm s relative position.
3. Use relevant and timely information to make decisions.
2. Make the organization better able to respond quickly and appropriately by monitoring the industry and competitive environment.
1. Use competitive intelligence to provide an early warning process for opportunities and threats that could influence the type of value processes needed.
2. What do you think Nortel learned in the early years of the 21st century? What else can they do to enhance their business model?
1. What do you think the impact on the firm was when CEO Dunn resigned under an ethical cloud?
2. What happens if a new competitor appears in the environment? How should UPS change its strategic focus?
1. What sustainable competitive advantages has UPS tried to acquire?
5. What methods will we use to make the determination of the value and criticality?
4. What is most critical for long-term and short-term success? These must be balanced.
3. Where is the value-adding potential, and how should the potential be weighted?
2. How does your view of issues to be addressed in the process differ between being internally or externally focused?
1. What effect do you think each strategy will have on organization structure and processes?
11. How should the time frame to examine be determined? How does the time frame influence the questions being asked?
10. What type of metrics would be most appropriate for answering the questions you developed?
9. What key questions should they be asking in each of the four areas? Be specific and be sure the questions relate to MTI.
8. Examining strategic options are the same as any evaluation process stay the same or make a change. The options for change involve the strategies studied in Part Two and Part Three of the text: internal innovation and obtaining technology externally.
7. Examining risk factors relative to characteristics of technology and organizational processes. What alternatives are available, what life cycle stage is the technology/product in, and what resources are available to be allocated to the new product and process technologies?
6. Monitoring the firm s position relative to current successes and potential threats. The assessment of risk factors lets the firm know what the cost/time factors are as well as other parameters such as technology, competitive environment, and acceptability.
5. It is a continuous, ongoing process that involves:
4. Where do we want to be?
3. Where are we now?
2. What steps in evaluation and control would you suggest Acer be most diligent about performing? How would its choices affect cost/benefit factors in alliances and acquisitions?Explain?
1. What are the special evaluation needs for a company such as Acer? What characteristics of Acer have the most influence on how well it evaluates progress toward stated innovation goals?
5. Describe three types of measurement that can be used to determine the ability of a firm to be successful in strategic alliances.
4. Compare and contrast the purpose and process of due diligence and ongoing evaluation efforts. How should they complement each other?
3. This chapter has a number of different evaluation and control frameworks represented.This is intentional; however, there are many more. What do you think are the five most critical issues in designing an evaluation and control system for obtaining technology externally? Give a brief description
2. Evaluation and control appear critical to the success of any effort to obtain technology externally. Do you think evaluation and control efforts contribute to the high failure rate in such external efforts? How and why?Or why not?
1. How would the evaluation and control effort differ in an alliance effort like a licensing effort compared to an acquisition of a firm?
3. Find an article or website that provides guidelines for the evaluation and control of technology-based acquisitions and mergers.What do you think of the advice? Compare the advice you find to the advice your classmates find.
2. Find a website that illustrates an evaluation process for merger/acquisition activities. How does this process compare to the issues identified in this chapter? How important is technology blending in the evaluation process? What are the strengths and weaknesses of the process that you find?
1. Identify a well-documented merger/acquisition that was motivated by technology acquisition. Find the goals for the merger/acquisition and then find how well the organization met those goals. What evaluation issues are identified in articles or comments about the merger?
3. What advice would you give a manager who is charged with the responsibility of blending IT systems after the acquisition of a smaller competitor? What do you believe are the key integration issues that must be addressed?Would it be easier in a joint venture than in an acquisition? What would be
2. We talk a great deal about getting buy-in with the strategic direction of the organization.How should managers develop buy-in from the acquired company personnel? How would getting the support of those individuals aid the merging process? How would you evaluate if you have the support or not?
1. We have discussed pre-acquisition evaluation and post-acquisition evaluation. We know that systems of evaluation and control should be connected to each other. Following is a chart of pre-acquisition goals. What should you know before and after the acquisition to determine if the goals can be
2. Most consortia involve only two or three different types of organizations. Make a chart of the key members of this consortium. What were the goals of each key member? How did this hinder the consortium?What could have been done to overcome the potential problems?
1. What were the key evaluation and control processes that Sport7 failed to use? Why did you pick the processes you chose?
7. Acquisitions and new ways of doing things do not just blend in naturally. Just because the acquisition makes sense, it does not mean that sense of the acquisition will be made. Many acquisitions of technology that look good on paper have failed. Evaluation and control are critical to help avoid
6. Do not assume everyone will understand the strategic value of obtaining external technology. Remember, there is no guarantee that everyone in top management will, so why should that be true throughout the organization? Communication is critical to the successful evaluation and control effort.
5. Be sure that subtle aspects are not overlooked when blending functions and operations. For example, a sales force accustomed to retail distribution may have trouble with sales to manufacturing customers.
4. Remember, it is unlikely that the new entity will actually display the best of both firms.The goal is to display the best possible outcomes as the process unfolds. Control processes will allow the firm to make adjustments as the need to change becomes more evident.
3. Try to avoid the conqueror outcomes.Especially in acquisitions and controlling contractual agreements, people from the acquired company may feel like losers and may not feel welcome in the new way of doing things. People from the firm with the least power after the blending need the ability to
2. There will be feelings of loss among the employees. These feelings of loss relative to the old way and the old systems and processes should at least be acknowledged. In implementing control, such a loss should be acknowledged while still seeking to move the organization in new directions.
1. There will be a drop in productivity as energy and resources are used to accomplish the planning and blending of the alliance/acquisition. The evaluation and control process should recognize this.
2. Besides the potential benefits discussed, what else did DuPont probably gain? Are there potential losses it should guard against?
1. What benefits has DuPont gained from its pattern of acquisitions?Administratively? Technically? Product? Process?
6. where we thought we were going when we decided to obtain the technology externally?
5. Where are we going in the future if we continue on the current path? Is it
4. What lies ahead that can affect us either positively or negatively?
3. Where are we compared with where we wanted to be?
2. If you were a consultant to Satyam Group, what would you suggest they do in the future to rejuvenate the firm?
1. List at least five lessons Satyam Group shareholders and board members should have learned from this experience.
How will the alliance or joint venture be terminated if either party becomes dissatisfied? This is not an issue with acquisitions; divestment is the choice of the acquiring firm?
How will the joint venture, alliance, or merger be governed?
7. What are the short-term and long-term objectives for each partner, and will the joining of forces help each reach those objectives?Who knows what in each organization?
6. Where is the value creation for each organization and for the combined organization or alliance activity?
5. If the information was generated but somehow overlooked, why was it not given the importance that it should have been given?
4. In the analysis of the alliance or acquisition, were there key questions and data that were not gathered?
3. What assets and processes does the acquiring firm have that will help reach those goals? What might hinder reaching those goals?
2. What assets and processes does the target firm have that will help reach those goals? What might hinder reaching those goals?
1. Are the goals for this potential alliance or acquisition clear and strategically significant?
5. Implementation and commercialization are the activities in the last step.The new business is brought into DuPont and implementation begins.?
4. If the project makes it to this step, there is a scale-up of activities and definitive agreements are negotiated. This can be a time-consuming process, but it is vital for successful implementation.?
3. There is detailed development of the introduction plan and preliminary negotiations.?
2. Evaluating the environment and all relevant parties and planning the potential change takes place. Due diligence is an integral part of this process. If there are not matches for the firm s strategic goals and if assurances of success cannot be established, then the project is terminated or
1. The business case is explored. This is an examination of the strategic ways of pursuing the technology/innovation under review. If there is not a strong business case the project is abandoned.?
3. Where are we going in the future if we continue on the current path?Is it where we thought we were going when we decided to obtain the technology externally?
2. What lies ahead that can affect us either positively or negatively?
1. Where are we compared with where we wanted to be?
2. Acer has a new market development team. In this chapter, we have suggested that a strategic implementation team is important. Why do you think Acer has emphasized the market team approach? What are the advantages and disadvantages of this type of approach?
1. In what area (integration, leadership, execution, and alignment) do you think Acer excels? Explain why you believe that.
5. Find a merger/acquisition that has produced less than satisfactory results. What would you have done differently?
4. We have discussed a number of issues related to alliance/merger implementation. For each of the four areas (integration, leadership, execution, and alignment), how would implementing a domestic alliance differ from implementing an international alliance?
3. Why do so many firms still pursue mergers and acquisitions if the integration of such combined firms is so hard and the results are so unsatisfying?
2. How will the implementation effort differ in each?
1. Why would a firm use an alliance, joint venture, and merger/ acquisition?
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