New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
information technology management
The Management Of Technology And Innovation A Strategic Approach 2nd Edition Margaret A. White, Garry D. Bruton - Solutions
2. A new competitor enters or is about to enter the market that will change the dynamics of the industry.
1. The firm s product line is quickly falling behind that of its competitors.
3. Are there other areas of assessment that should be considered?
2. What did you learn about trying to develop an assessment for determining a firm s success in undertaking an innovation strategy?
1. Using Figure A2.1 as a base, what information is most critical for the firm to gather and analyze during each step of the innovation project process? Even though innovation is considered an internally focused strategy, are there steps where external information is more important? What
What is your organizational strategy? Does the project fit?
Are you moving on for good reasons? Or is it because of newness factors?
Do you know what you are going to do next? What are you building toward?
Do you understand the possible scope and implications?
Is there a strategic fit?
Do you have the resources to undertake the project?
What is its priority relative to other projects?
Is there a real need for this project and is it viable (on its own)?
7. Determine the required profit margin, market size, and profitability. These need to be part of the decision before full-scale launch. Too often, firms make a great new product, sell a bunch, and then wonder why the bottom line does not grow. This is especially true in small entrepreneurial firms.
6. Market for when the capacity to produce the product or process is available. Many times, firms will announce an innovation, and then the delays in producing it lead people to wonder if it will ever happen. In the?
5. Make sure common sense is still the driving force in decision-making. As the prototype is being developed and tested, the tendency is to become too enthusiastic. This often results in escalation of commitment without solid reasons and analysis for the decisions.
4. Determine the ability of the firm to introduce the innovation along with all of the other products and processes in the firm. Are there synergies with other products and processes? Will the innovation take away resources needed in other parts of the firm? If the capacity to implement the
3. Develop a list of materials needed and a design for routing those materials to determine the actual cost. Until a prototype is built, tested, redesigned, and rebuilt that meets acceptable criteria, the costs are estimated. Only when there is a clear set of inputs should the vendor-supply chain
2. Evaluate the firm s resources for best practice capabilities. This requires continuous evaluation and iteration of the design. The goal is to maximize the firm s ability to produce a desirable deliverable (product or process).
1. Define a method for building the product or implementing the process.A prototype should be built and tested against the design requirements.
5. Does the innovation project we are planning and beginning to implement fit with the organizational strategy?
4. Are we moving on for good reasons? What are they?
3. Do we know what we are going to do next and what we are building toward?
2. Do we understand the scope and implications of the project?
1. Is there a strategic fit between the project and the firm?
2. What kinds of control systems do you suggest GSK employ? Explain.
1. What are the special evaluation needs for a company such as GlaxoSmithKline?What characteristics of GSK do you believe have the most influence on how well it evaluates progress toward stated innovation goals?
6. Given the statistics in the beginning of the Rolls-Royce case, why do you think organizations continue to invest heavily in innovative strategies? What are the advantages and disadvantages? What can the organization do to strengthen the advantages?
5. How did the evaluation processes at Rolls-Royce differ from those at IOLC?What structural factors do you believe caused these differences?
4. Mechanisms that help control activities in the organization are discussed in this chapter.Are there other mechanisms that could be used? How do you think innovation processes differ in an organization where the control is bureaucratic and rule-bound in nature versus one where cultural controls
3. How are evaluation and control different for each stage of the strategic process (planning, implementation, evaluation, and control)?How are they similar?
2. How will you determine the success of a new product? How will you determine the success of a new manufacturing process? How do the time factors for evaluation differ between product and process innovations?
1. Often in management, we discuss evaluation and control as if they are one process. What are the differences between the two? Should they be so closely linked?
3. How would a nonprofit organization use the Balanced Scorecard?
2. What other areas might a profit-making firm include?
1. Many profit-making firms have a strategy map that is tied to four elements: financial results, customers, human resources, and sustainability. If you developed a scorecard that included these areas, what would be your goal in each area, and what measures would you use? What would be your
3. Find an article or website that provides guidelines for the evaluation and control of an innovative strategy. What do you think of the advice given? Compare the advice you find to the advice your classmates find.
2. Find a site that discusses the Balanced Scorecard approach to evaluation and control. This method is considered a relatively new technology or approach to evaluating organizational performance. In addition, some control processes are embedded in it. What do you think of the measurements
What do you think about the long-term viability of the process the firm uses?
What factors impact the choices the organization makes in designing its evaluation process? What factors help it to be successful?
1. Use your favorite Internet search engine and find an example of a successful evaluation and control process in an R&D firm. What attributes are described as contributing to the success of the evaluation and control process?
2. What steps should IOLC take to continue its success?
1. What were the key evaluation and control processes that IOLC most likely used? Why did you pick the processes you chose?
3. As a student, you are evaluated periodically during the semester and at the end of the semester. Do you ever change the process that you use in studying in hopes of affecting the outcome? Give an example. When were these adjustments most successful? What characterized the successful
What will you do to ensure your output to the environment is acceptable? How are these two periods of evaluation and control the same and how are they different?
2. If you are part of an organization that has an innovative strategy, what are the key inputs from the environment that you need to implement the strategy? What steps will you take to be sure the inputs exceed minimum acceptable levels?
1. This chapter defined and discussed gap analysis. This type of analysis requires looking to where the organization had planned to be and comparing that to where it actually is. The gap between the two is the area that needs to be addressed. What do you believe are the key characteristics that the
6. Do the people in the organization feel good about what the expectations, rewards, and outcomes are? The culture of the organization must be positive to enhance creative, innovative activities.
5. Are the product and process features that are being implemented appropriate and necessary?
4. Is the proper amount of funding available to the best potential projects? Underfunding is the biggest drawback to successful innovation strategies.
3. Are a number of innovative ideas being generated? The more ideas that are generated and reviewed, the more likely the firm will find a viable solution for its future.
2. Are costs and benefits being properly weighed against each other? The bottom-line orientation of many organizations precludes short-term costs with long-term benefits. The lack of long-term orientation can be fatal for the firm.
1. Is the evaluation and control process future oriented? Too often, evaluation becomes a criticism of what has gone wrong without building an effort for the future.
5. Feedback is an integral part of the innovation process; it is not a once-a-year occurrence.Many organizations have annual reviews, and some have quarterly reviews. Most organizations and managers do not examine the lessons learned from the last project, do not provide positive feedback, and do
4. Objectives should be specific and understood.Quite simply, if the organization does not know where it is going, it will be very difficult to get there.
3. A focus on the ends. Too often, organizations get caught up in the right way or the way things have always been done before syndrome. If the goals are clear, then movement toward the goal is important. Learning takes place when better ways emerge, but trying a different means to the goal is how
2. Involvement of top management. Top management is one of the most important boundary spanning groups in an organization. These individuals should be interacting with all major stakeholders and be able to provide a balancing approach for meeting the needs of the different groups.
1. A balance among various approaches in evaluation and control. In other words, there should be more than one type of measurement, and critical issues should be examined from multiple perspectives. No one perspective should dominate, no matter how successful that perspective has been in the past.
2. How do we make adjustments?
1. Are we measuring what we are interested in?
2. What was the key innovation that Premier Kayak s reservation system implemented to avoid making the reservation system a painful process for customers?
1. What gaps do you see that the resulting system focused on?
4. What are the key success factors for successful implementation and are they being tracked appropriately?
3. Do those whose work is directly affected by changes in process and product understand the new way of doing things ?
2. Are productivity rates improving with the innovation? Are the improvements at the desired level?
1. Is the product we are producing meeting criteria for success within the firm and with customers?
6. Do the team members who are making changes in their work environment believe the organization will help them in the change process?
5. Do individuals on the innovation implementation team understand what the expectations are?
4. How will you tell if you are making progress toward the desired outcomes?
3. Do you have the right people on the team and in the department that is responsible for implementing the innovation?
2. What kind of knowledge (training) needs to be in place to implement the proposed innovation?
1. What specific actions will take place?
6. How innovative is the firm s climate and culture? How can innovative thinking and activities be increased?
5. What projects should be discontinued?
4. What happens if the technology is leapfrogged? Can the firm recover?
3. What is the cost/benefit? If the costs are great in the short-term, can the firm afford to wait for the payoff?
2. How does what the firm is doing enhance the value of the firm today?How will it enhance the value in the future?
1. Is the proposed innovation activity consistent with the long-term strategy of the firm?
2. What suggested changes in the evaluation process would you make?
1. What lesson should Rolls-Royce have learned?
2. With the restructuring of 2008, GSK made some fundamental changes in its alignment and fit processes. How might these changes affect the other critical areas of implementation?
1. Based on GSK s past performance, what do you believe are the critical implementation issues for GSK? Justify your answer.
6. How are the innovation processes used at GlaxoSmithKline similar to those used at Daikin? How are they different?
5. Meeting industry standards reflects the interaction between evaluation and implementation. The plans of a firm are affected by industry standards. Using Figure 4.1 and Real World Lens 4.2, discuss how the industry standards affect the firm s approach to the three boxes (planning, key needs, and
4. How do you design a knowledge-based culture using the training and development processes? What type of innovation is this in a successful high-tech firm? In a stable firm with little external change? Explain.
3. How does implementation differ for product innovation and process innovation? Which of the four key issues do you believe is most affected? Explain.
2. What are the four key issues that should be addressed in implementing an innovation strategy? Briefly define and review the issues.
1. Three questions that link innovation planning and implementation were discussed at the beginning of this chapter. How does the answer to each of these questions affect the organization s readiness for implementation?
3. Find an article or website that provides guidelines for implementing innovation in organizations. What do you think of the advice given? Compare the advice you find to the advice your classmates find.
2. Choose a company that you believe is innovative. Go to their website and find how they describe innovative processes in their organization. How does what you learned in this chapter align with what the company does?
1. Use your favorite job listing Internet site.Look for postings for e-commerce managers.Find at least ten and summarize the qualifications listed. How does this list compare to the one you developed in Relating to Your World exercise 1? What does this tell you about what we believe we need in
3. When you made a radical change in your life leaving home, getting married, moving to a new city what kinds of emotions and feelings did you experience? Was there stress associated with the change? As you reflect on that change, what lessons did you learn that you can use to help others who are
2. We discussed radical versus continuous innovation in Chapter 3. What area of implementation do you believe is most affected by the type of innovation? Why? What are the advantages and disadvantages of working with each of these types of innovations?
How will you determine if an individual has those characteristics? Discuss how executives can ensure a successful managerial fit.
1. We have organized this chapter by activities that need to take place to successfully implement an innovative strategy. There are many ways to characterize a leader. If you are seeking an innovative leader for an organization, what do you think are the ten most important characteristics for the
2. How might these differences vary between a British firm and a Japanese firm?
1. This vignette illustrates some of the differences that must occur in a worldwide firm as it conducts its R&D effort. What are some other differences you might expect?
5. Communicability or observability: How likely is the product to appear where potential users can see it?
4. Divisibility and testability: How easily can trial portions of the new product be provided and used?
3. Complexity: Will frustration or confusion arise in understanding the innovative product s basic idea?
Showing 3300 - 3400
of 5712
First
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
Last
Step by Step Answers
Get 50% OFF
Claim Now
