Lecture Notes Claudia Flashcards
Disruptive innovation
Creat markets and taking over the old ones
- new product with a different set of performance attributes
- underperforming on the attributes that mainstream customers value
- high improvement potential on these attributes
Sustaining innovation
Add service to a product
- key people prohibiting disruptive innovation in large firms: marketing and sales/ finance
- key factors: revenue driven performance indicators/ focus on lead users
The innovation funnel
Product screening
Decision process on the selection of ideas and projects over time. Generating and selecting ideas. The set of project should make sense to the company.
Lean development
Early marketing testing, adapting the product service, trying and then adapting, try again, adapt again. Till you get it perfect or to your satisfaction
Scientific management
Efficiency is everywhere
Vertical and horizontal specialization
Vertical: within each department you have people who execute the work, and managers who think about the plan
-a lot of hierarchy, a lot of vertical specialization
Horizontal: different tasks that have to be done to get the product
-when a lot of departments are working on the same end product, a lot of horizontal specialization
Formalization
Standardization of work processes
Departmentalization
Mutual adjustment
You have to bring your team together to listen en talk, its a expensive way to coordinate, because you have to get the whole team together.
Standardization of skills
Training
Knowledge
Skills
You hire specific people to do the job, you don’t have to tell them what to do, they know, because they’re skilled, you don’t need to supervise, you determine what skills you need
Standardization of outputs
Budget
Targets
You let them decide how, but you tell them way kind of output you want them to deliver. Its a great responsibility for people (big organizations)
Standardization of norms
Culture
Socialization
What does the company wants to achieve, if they see that, they can play into the goal. Work together, without constant guidance.
NGO
Non-governmental
NPO
Non-profit
Organizational perspective
- service delivery
- mutual support
- campaigning
Service delivery
- customer oriented
- acceptance of manager, management, selection
- ‘professionalism’ is selection criteria
- anybody can work/volunteer
Mutual support
- member oriented
- acceptance of organization, not of manager
- mutual feature is acceptable, only members or related to membership can volunteer
- weak, strong, indestructible
Too much will hurt legitimacy
Too little will hurt ability to deliver services
Campaigning
- cause oriented
- leadership, but no management and organization
- believing is belonging, can have very strong informal cultural selection system
Market driving
There isn’t a market there, but you’re creating one
Market preference
Reacting to preferences of customers
Schumpeter
The entrepreneur as engine of innovation
–> to idealistic
Schultz
The entrepreneur as mediator between supply and demand
–> too high-brow
Kirzner
The entrepreneur as small-time hustler, peddler or dealmaker
–> too crude
Production management
All the activities that managers execute to help organizations manufacture (physical) goods
Operation management
Managing the process of converting resources (material, labour, knowledge) into goods and services
What do they have in common
- koninklijke boskalis westmeser
- BAM
- heijmans
Unit production
What do they have in common
- philips
- BMW
- apple
assembly operations
what do these have in common
- Akzonobel
- DSM
- shell
Process….
Production type 1
Unit and small series production
Mainly assembly operations
Low degree of automatization
Production type 2
Larges series and mass production
- mainly assembly operations
- average degree of automatization
Production type 3
Process production
- mainly transforming operations: change the properties of material
- high degree of automatization
Push
Produce and put on stock
- buffer inventories
- advantage: efficient production process, predictable
- disadvantage: inventory cost, obsolescence
Pull
Producing to the extent and at the moment when there is demand
Buffer capacity, buffer time
Make order/ engineer to order
Advantages: less inventory cost and obsolesce
Disadvantages: lead-time, stock-out
Supply chain management
Purchasing + logistics + operations
Design-driven innovation
Starting from the designers ideas, not asking the customers but presenting something new to them
