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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
How much will the alternative cost (money, time, people, and other resources)?
Is there any other way to get the technology in a more effective or efficient way?
How much will the alliance cost (money, time, people, and other resources)?
What does the alliance do or what is it supposed to do?
What are the parts, processes, or pieces that can add value to the alliance or merger/acquisition?
3. Find an article or website that provides guidelines for integrating and blending people and/or systems in an alliance where technology is a motivating factor. What do you think of the advice given? Compare the advice you find to the advice your classmates find.
2. Not all mergers and acquisitions are successful. Find an example of a merger or acquisition where technology contributed to its failure to produce desired outcomes. What reasons were given for the failure? What actions might have helped ensure success? Hint:Many mergers and acquisitions fail
1. Use your favorite search engine on the Internet and look for postings of technologydriven mergers and acquisitions. What are the reasons given for the mergers and acquisitions? What is described as coming from each of the organizations? Are there sound reasons given for the merger and
3. What advice would you give a manager who was chosen to lead a technology-based joint venture project between two organizations of relatively the same size? Remember, in joint ventures, two or more firms combine equity and form a new third entity. Joint ventures commonly have very detailed
2. We have discussed related versus unrelated acquisition. What parts of the integration process are most affected by the type of acquisition? Why?
1. We have organized this chapter by activities that need to take place to successfully integrate or blend the entities involved in an external acquisition of technology. There are many aspects to this blending process. What would you say are the ten most important outcomes for a manager to see
2. This Global Systems unit is the largest in the company. How does the expectation for the unit affect the management of the unit? What possible problems emerge because of the expectations? What possible advantages?
1. What do you see as the primary integration issues facing the new acquired units? How did IBM address the issues? What should they do next?
7. And last, but certainly not least, have we established the competence to develop and maintain a continual review and modification system?
6. Have we committed the appropriate resources to ongoing alliances?
5. Are we developing capable alliance managers?
4. How clearly have we delineated the roles and responsibilities of the partners and the people in the blended firm?
3. What is our plan for implementing the integration of the new technology?
2. What are the alliance parameters that are keys for us?
1. What are the time and place to select an external means to obtain technology?
8. Be flexible. These types of partnerships are open-ended and dynamic. Sometimes the partnership happens easily; other times it is painful. Flexibility is important when trying to take advantage of new opportunities.
7. Exceed the expectations of the partnership.Give more if you can. Again, this builds trust in the relationship.
6. Treat the alliance partner as you want to be treated. Example is still the best way to set an agenda of behavior.
5. Share information, personnel, systems, and whatever else is needed to reach the goal of the alliance.
4. Create incentives for cooperation among various groups that will interact. Blending does not just happen; it requires effort.
3. Recognize the need for each partner to do what it does best. This requires specialization and trust.
2. Find a partner that has the potential to fit.There should be compatible goals and capabilities that complement and enhance.
1. Establish a clear strategic purpose for the alliance or merger. The joining of firms should be based on serving the needs of the organization, not management or any other one stakeholder.
4. Is trust increasing as individuals and groups are blending into the integrated organization?
3. Is new knowledge emerging because of the interaction among people from different systems and structures? In other words, is there a capturing of the richness of differences in approaches?
2. Is knowledge being shared across groups regardless of which firm held the knowledge before the acquisition?
1. Are you constantly looking for and finding synergies that would not have been possible without the acquisition?
1. There is a list in the chapter of CEO activities for speedy integration(page 248). Based on the information given about Merck Serono what integration activities were addressed and what activities were ignored?Explain your answer.
2. Dominant culture: This occurs when two entities merge and one has a very strong culture or is much larger. Usually, the larger firm is the dominant culture; however, if the reason for acquiring external technology is to change the direction of the firm, a smaller firm with a strong culture?
1. Separate cultures: The resulting firm maintains the separate cultures of the original firms. This usually emerges with unrelated acquisitions and with the acquisition of a firm that is large enough to be its own division or SBU within the integrated firm.
1. What advice would you give HP Compaq to facilitate the integration process? Be specific and explain the advice given.
3. Where should the primary focus of the organization be during the external effort to obtain innovation or technology? Too often, firms and managers get caught up in the nitty-gritty of the acquisition process and forget to focus on what needs to be done, now and later, to make the acquisition of
2. How do organizational priorities change following the externally focused activity?
1. How will the external effort to obtain innovation capability or technology affect customers? How does the organization keep short-term commitments to customers while the internal chaos of blending takes place?
3. What should be delegated and to whom?
2. What activities require the most time, attention, and/or specialized skills?
1. What should we be doing now and what can we do later?
Why or why not? What circumstances would change your perspective?
2. If Acer were to develop a joint venture with a company you work for, what would you want to happen? Would you want to work for the joint venture or stay with your firm?
1. After reviewing Acer s process for technology acquisition and development in the opening case, what would you say are the strengths of their process and what might be missing in the process? How could Acer amend the process to make it better?
5. How would you describe the strategic efforts of Acer in terms of the types of alliances and acquisitions they have made? What are the advantages and disadvantages of using a variety of methods and approaches to technology and innovation?
4. McDonald s is a franchise-based organization with which you are likely familiar. What similar technologies (product and process)exist in McDonald s everywhere? Are there any differences in McDonald s in different locations? Why do those differences exist?
3. Why do you think an industry like the airline industry has pursued alliances so aggressively?
2. For the merger or acquisition in question 1, what were the strategic rationales offered for the action? Do you think the merger/acquisition will ultimately be successful? Why or why not?
1. Find a recent merger or acquisition that has been announced in the popular press. Is it related or unrelated? What are the implications for the merger or acquisition and plans for implementing the blending of the firms?
3. Find an article or website that provides guidelines for the planning of acquisition of technology. What do you think of the advice given? Compare the advice you find to the advice your classmates find.
2. Find a firm that has been very active in growing through acquisition of technology. Did the company have a clear plan for how it wanted to approach alliance formation? Has the company been successful in achieving its goals?
1. Use your favorite Internet search engine and find an example of a successful alliance that has led to a technological breakthrough and an alliance that was not successful. What attributes were described as contributing to the success of the alliance? What were the reasons given for the failure?
3. You have formed a number of alliances in your personal life at work, at school, and with your family. How have these paralleled the types of alliances described in this chapter? For example, marriage is a very formal alliance that has the potential for great synergies and great pain. Think about
2. If an alliance is in the future of the organization you are working for, what are some of the issues each level of the organization should be concerned with? In other words, what are the issues that top management should address? Middle management? Supervisors? Non-management personnel? What are
1. In planning alliances, top management teams often overlook critical issues. This is especially true in the area of information technology.Many alliances fail because the computer systems or internal information reporting systems are not well matched. For each type of alliance structure described
2. The Otis unit of United Technologies illustrates differences that occur in a worldwide firm as it manages alliances. What are some of the other differences illustrated? What other issues should be considered?
1. Do you think United Technologies was wise to focus only on subcontractors in India and the United States?
4. If subcontracted, security must be maintained so no company secrets were lost.
3. If the lowest cost providers are international, then UTC should examine how its subsidiary is structured. In those subsidiaries where the IT departments are centrally controlled, such as Otis, subcontracting internationally made sense. However, in settings like Carrier, where there are
2. If it is not strategic, it will find the lowest cost provider. If UTC is not that provider, the activity will be outsourced.
1. If the work is strategic and central to competitive advantage, it remains internal.
6. How do external stakeholders perceive our firm? Potential partners? Recognize that the company s reputation, as represented by its brand, must also be considered in any deal, particularly in alliances.
5. What lessons have we learned from previous attempts to acquire technology through externally oriented strategies? As is true in most cases, success breeds success. For example, Honeywell and Dow use two different approaches for information system integration.However, each has been successful
4. If there is a merger, acquisition, joint venture, or similar type of activity, plan to use best practices. Remember, the overall goal is to improve the firm. What system will be used to discover the best practices?
3. What is the mood or tone of the alliance or acquisition? Friendly external methods of technology acquisition have a better chance of success than unfriendly ones. This should seem obvious; however, it is amazing how many acquisitions are misguided by politics or power hunger. In addition, an
2. Do your plans link the strategy and goals for the technology acquisition activity with the integration process? It happens that firms enter into agreements for very good reasons but fail to articulate them clearly and often while implementing the alliance. The result is unfocused actions that do
1. What is the value of the intellectual assets of the firms involved? Be aware of the economic value of intellectual assets. One of the most common mistakes is to undervalue intellectual assets. This often results in missing potential synergies during implementation. Intellectual assets are not
6. There is expertise spread throughout all of the organizations involved. This expertise must be preserved and tapped into if the acquisition is to be successful.
5. Each organization involved in the external acquisition of technology will bring its own set of systems to the table. These include governance, information, human resources management, financial systems, culture, and a myriad of others.
4. Planning for the merger/acquisition is much easier than the actual implementation of combining the different organizational systems and structures.
3. External efforts to obtain technology require diplomacy andpragmatismduring theearly stages.
2. There are many options for obtaining technology from external sources, but matching goals to the method is important.
1. Compatible goals are essential if an alliance between two firms is to succeed.
6. There is an overemphasis on we must be together in all things.Sometimes it is better to keep some systems separate, especially in nonownership situations.
5. The decision makers get enamored with making the deal work rather than making the alliance work for the good of all the stakeholders.
4. Insufficient resources are put into the alliance planning and implementation processes.
3. The timetables for the blending of the organization are unreasonable.
2. There is an overemphasis on the needs of the larger, stronger partner.The needs of the smaller or acquired partner must be put into the equation.
1. There is not enough study of existing systems. Most of the energy is spent looking for synergies, not for possible breakdowns or incompatibilities.
2. How does the degree of relatedness affect the complexity of the acquisition process? Please be specific.
1. Most of the models that we have presented include more than three aspects or steps. What do you think of KeySpan s approach? What lessons learned by KeySpan should National Grid heed?
3. Develop the integration plan. Typically, multiple tasks must take place at the same time. Having different identifiable pieces whose performance can be measured helps allow the firm to be successful.
2. Create a vision of the post merger business and its IT needs. An end target should be established as the firm begins its planning for the merger, not a moving target.
1. Assess the current state of IT for both companies, including issues such as staffing, business activities they support, and technology infrastructures used.
7. How will disputes be resolved?
6. What are the conditions for dissolution of the alliance?
5. Who will be responsible if the solutions fail? What compensation will be offered?
4. Will members promise to meet the goals of the alliance?
3. Will each member of the alliance promise to develop solutions that will solve the problems and needs of the members?
2. What is each member of the alliance responsible for, and what does each bring to the alliance?
1. Do we have clear goals and expectations? (Even with such clarity, partners also need to recognize that conflicts will happen, but clear goals and expectations reduce the potential for conflict.)
6. Is the alliance (or merger/acquisition) contributing to the internationalization of the firm?
5. Is the alliance (arrangement) really adding value to the technological abilities of the firm?
4. Examine the nature of supports given:a. Training programsb. Opening supportc. Marketing programsd. Relations between franchisor/franchiseee. Actual level of investment
3. Call and visit existing franchisees other than those suggested by the franchisor to see what their experience is.
2. Investigate the Uniform Franchise Offering Circular. This is a document required from all franchisors. It should have information on:a. The history of the franchise, its officers, and directorsb. A list of all costs and feesc. The obligations of all partiesd. A list of relevant litigatione. The
1. Get general information on the franchise and on the firm by requesting a packet from the franchisor.
4. The firm believes its current products or processes are not going to be successful in the future.
3. The firm discovers its processes are not as efficient and/or effective as those of its competitors.
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