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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
2. Compatibility with current product usage:How well does the new product fit with the current product usage or end-user activity?
1. Relative advantage: How much better is the product than those with which it is designed to compete?
3. How often do employees hear, We want you to take risks, but you had better not fail to meet your quota ?
2. What happens when someone fails? Is there guidance to new paths and analysis of what happened? Or is there blame and then punishment?
1. What happens to creative mavericks in the firm? Are they encouraged or swept out?
1. What other external environmental factors could influence the firm s implementation activities? Be specific and explain your answer.
3. A turning prism: Development also allows individuals to change their view of given information. For example, benchmarking occurs when an organization compares itself to the best and makes changes to improve areas in which it is not performing up to par. The information from firms outside the
2. Directed empowerment: Development occurs as individuals are placed in charge of the various efforts of the innovation activities in the firm. These new experiences will increase the skills of employees as they are forced to learn new things to meet the needs of their new responsibility. The
1. Informed opportunism: Once the organization decides to be innovative, opportunities for individuals to grow and explore should be developed to enhance creativity and knowledge sharing. The training and development must be as dynamic as the changes to which the employees need to respond.
5. Is there a vision of where the firm wants to be in the competitive environment?
4. Are there strategic gaps between where we are now and where we want to be? If so, how do we close them?
3. Does everyone believe that their opinion will be listened to and counted?
2. Is the organization avoiding ruts that are not questioned?
1. Is there an open, questioning attitude among the employees?
4. Manage and track: Establishing performance criteria for individual and group successes is a key leader/manager role. In addition, as individuals come and go in the innovation network, the changes must be managed.
3. Support and govern: The leader s skill set must include the allocation of resources so that success is possible. Actions here include defining administrative support, key knowledge and information inputs, and determining who the key people are for the innovation group s leadership and
2. Set boundaries and engage: As the interconnected individuals form a group, the leader s skill set should include the setting of targets of success, a timeframe, and engage the members in the task quickly.
1. Connect and link individuals: To be innovative, the leader must find groups of people who have different skills and approaches, link them together, and define what the goals are for the group. This definition should be very general at first.
3. Discuss the fit you see developing in Interpharm/Amneal s internal innovation efforts.
2. What do you think about the changes to Interpharm Holdings fortunes in the last decade?
1. Why are new drugs critical to the success of a pharmaceutical company?
3. What should be delegated and to whom?
2. What are the time and/or specialized skills required for the prioritized activities?
1. What should we be doing now, and what can we do later?
How employees are encouraged to buy into the process of innovation
How the organization achieves fit during implementation
How key personnel engage in the innovation process
2. What industry trends should a firm like GSK consider in its planning processes?
1. What are the special planning needs for GSK?
How are they different?
6. How are the innovation processes used at Corning similar to those used at Ranbaxy?
5. The discussion of how different governments are involved in the innovation process is a reflection of the culture of those countries.How do you believe the culture of the country and its view of innovation influence the organization s climate for innovation? What should managers take into
4. Discuss the difference between newness creation and process changes in the innovation arena. Which do you think is more difficult and why?
3. Technology usually goes through a four-stage process. How is innovation planning different for each of these stages?
2. What factors favor innovation as a strategic activity? What are the possible hindrances to pursuing such a strategy?
1. What are the key resources that must be managed in planning for innovation? How is the mix of the resources different for product and process innovation?
3. Find an article or website that provides guidelines for developing an innovative organization. What do you think of the advice given? Compare the advice you find to the advice your classmates find.
2. Do you believe creativity can be learned? Find an article or website that is devoted to capturing creativity in the work environment.What does the author say about individual creativity and group creativity?
1. Use your favorite Internet search engine and find an example of a successful innovation and one that was not so successful. (Finding failures is difficult.) What were the reasons given for success? For failure? Which of these reasons relate to poor planning? What does this tell you about the
3. You have done a number of innovative things in your life. Think about things that you have used for something besides its intended purpose. List some of these on a sheet of paper.What can managers do to help individuals capture that same feeling in the work environment?
2. In this chapter, we discussed several companies and how they have created climates for innovation. At each level of the organization(top, middle, lower), what do you think are the critical issues? What are the potential advantages of an innovative strategy for individuals at each level? What
1. In developing an organizational climate that supports innovation, management often overlooks critical issues. This is true especially when setting up and nurturing communication networks. Many good ideas are lost because the right person is not available at the right place at the right time to
3. If you were a Corning competitor, what would worry you most? How would you compete with them?
2. What advice would you give to Corning about planning for innovation?
1. How did Corning address the issues presented in this chapter?
7. How are newness and failure handled by the firm?
6. Does the result of the planning process indicate what needs to be done next, who needs to do it, and when it needs to be done?
5. Have the leaders of innovation been identified at all levels of the organization? Are these individuals involved in the planning process?
4. Do employees feel encouraged about their importance in the innovation activities of the firm, particularly the planning process?
3. Does the process of innovation add to the firm s value for shareholders and other stakeholders? How? If not, can the planning process be changed to ensure that it does?
2. In the planning process, are concepts being developed that provide an immediate measurable and discernible competitive advantage?
1. As the planning process begins, have the firms current activities been examined to determine whether they are providing leverage for the firm to maintain a sustainable competitive advantage?
5. Train people to recognize their creative abilities and participate in the planning innovation process. Creativity is like height and weight everybody has some. Managers need to provide an environment that helps individuals use their innovation for the benefit of the organization.
4. Ask employees what their biggest aggravations are. These aggravations may be little things, but they may be blocking good ideas in the planning process.
3. Encourage turning the prism to put a new light on problems. Discontinuous thinking fosters new models and paradigms in planning.
2. Periodically reconsider how work is being accomplished. Too often, the traditional ways of doing things hurt the emergence of new ideas. Be sure that your processes allow traditions to be examined also.
1. Recognize that innovative individuals exist throughout the organization. More ideas flowing through the organization increases the chances of organizational breakthrough.The involvement of a wide range of individuals in the planning process helps to reap the benefits of these innovative
1. How else can government policy affect the ability of the organization to pursue an innovation strategy?
1. What problems do you believe Ranbaxy will encounter because of its change in strategy? How should it plan for such possibilities?
3. How can this work be done better?
2. What value is added by this process?
1. Why is work (your work) performed the way it is?
4. Greater profit potential as a first mover?
3. Greater ability to potentially develop the next generation of technology
2. Greater understanding of the technology produced and how to apply it why ?
1. Greater control of the process and the outcomes?
3. What innovative actions have been taken in the industry/organizations to improve its reputation?
2. How does the firm s level of social responsible actions affect its bottom line?
1. Where the focal company ranks in responsibility toward its various stakeholders?
A myriad of questions that are relevant to these areas can be generated related to the specifics of any firm.
If so, what standards should the firm follow?
Is part of the potential cost savings in the new location due to lower environmental standards?
Will supplies be available in the new locale? How does the moving of the factory affect the suppliers employees?
How will the community in which the factory is located react to the shutdown of the current factory?
What will be the reaction of customers?
What are the labor laws of the other country?
What happens to the current employees?
What can we do to improve what we are doing and what should we do next? (looking to the future for sustainability)
Is the society better off because of our sustainability activities? (total welfare indicators)
Do we understand what is happening in the industry overall and how does this affect our sustainability efforts? (policy effectiveness indicators)
Are we getting better at what we are doing? (efficiency indicators that indicate less energy or input usage)
How does what we are doing matter to the firm, shareholders, and stakeholders? Are we reaching, or at least moving toward, desired sustainability goals? (performance indicators around sustainability)
What is it we are doing here? (descriptive indicators of sustainability)
2. What strategic concerns would you have for GE in the future? What technology and product changes should it monitor? How well has GE balanced the marketing and technology capabilities within the firm?
1. How has GE combined its technology and strategic management to be successful?
5. What would be some of the strategic issues that a firm like GE would need to focus on as it seeks to improve its strategic management of technology and innovation?
4. What are the major decisions that impact the strategic management of technology and innovation?
3. What is the role of integration of the different activities in a firm in the strategic management process of technology and innovation?
2. Describe the three stages of the strategic planning process and how they impact the management of technology and innovation.
1. Why are strategy and the management of technology and innovation so interconnected?
3. What environmental factors would you analyze to transfer a product from a business environment to the home and to the car?What technology breakthroughs moved the telephone from a business tool to a personal, portable necessity? How would you model those S-curves?
2. How would you develop an audit tool to accomplish this?
1. What factors does a firm need to monitor for each type of scenario?a. New technologyb. Sibling curves
3. Find an article or website that provides guidelines for the strategic management of MTI. What do you think of the advice?Compare the advice you find to the advice your classmates find.
2. Find a website that addresses the MTI issues for a specific industry. Then select two or three companies in the industry and visit their websites. How does the industry website differ from those devoted to company issues? Are the issues different?Why or why not?
1. Identify a company that is well known for its excellence in the management of technology and innovation. Go to that company s website and track how many times they mention technology and innovation. How many articles or comments about the company can?
3. Develop a strategic plan for your life. Using the definition of technology and the management of technology we have learned, how would you expect the technologies in your life to change as you implement your strategic plan?
2. Buy-in of the strategic direction of the organization is important. How should managers develop buy-in from the various groups and areas within the organization?Does getting the support of employees and other stakeholders require strategic planning? Explain your answer.
1. Figure 2.11 illustrates the concept of a product life cycle from the perspective of technology: start-up, growth, maturity, and decline. The issues the firm needs to address during each of these stages are different.Identify potential strategic issues your firm would need to address in each of
2. UPS has two major competitors the United States Postal Service and Federal Express. What does UPS lead in technology mean for them?
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