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Inov - Y1 > Strat Mng of Tech Inn > Flashcards

Strat Mng of Tech Inn Flashcards

1
Q

Why is it difficult for Org to implement Inn?

A

Most Organisations do not have the knowledge to understand the dynamics of Innovation or the investments needed to see Innovation throught to a commercial gain. This results in a high failure rate and increased Comp Advantage for successful Org

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2
Q

Why is the launch timing of a NPD development strategy important?

A
  • Lauch time critical.
  • Too late - cust go to competitor
  • Earlier if going to be adopted in future (familiarity)
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3
Q

incremental innovation

A

An innovation that makes a relatively minor change from (or adjustment to) existing practices.

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4
Q

What is the timing of entry?

A
  • First-mover advantage
  • First-mover disadvantage
  • Factors influencing Optimal timing of entry
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5
Q

What strategical positioning choices can management make when Analysing strategy of the business model?

A
  • Market positioning -
    • Cust to serve
    • Needs vs expectations
    • Channels used to reach cust
  • Product positioning
    • Choice of products/services
    • Features of offerings
    • Price
  • Business network positioning
    • Role of org
    • Activities it performs (suppliers/producers/distributors/partners)
  • Boundary positioning
    • Determines markets/products/businesses no pursued
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6
Q

What are the objectives of the NPD?

A
  • Max fit customer requirements
    • Product must be more compelling than current standard & pricing
  • Min dev cycle time
    • Take too long to come to market
  • Controlling dev costs
    • Mng burn rate
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7
Q

What do we analyse under the Analysing capabilities of a business model

A
  • Assemble resources & build capabilities to achieve goals
    • Capabilities enable strat execution & future platform
      • Assets in org & efficiency it’s used
    • Resources provide cost model
  • Capability analysis
    • Analysing processes/infrastructure
    • Evaluating people & partners
    • Assessing org & culture
    • Evaluating leadership & governance
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8
Q

agglomeration technology

A

The benefits firms reap by locating in close geographical proximity to each other.

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9
Q

What is the org strategic direction?

A
  • Assessing Org Current Direction
    • External Analysis
      • Porters 5 force model
      • Stakeholder analysis
    • Internal Analysis
  • Identify core competencies & capabilities
  • Strategic intent
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10
Q

What impact does tech innovation have on society?

A
  • Have impact due to buy/sell in society.
    • To continue, org innovate
    • = innovation affects society
  • Create jobs
  • Increase foreign investor attractiveness of country
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11
Q

How to create culture for innovation?

A
  • Mng provide support & build innovation reputation
  • Encourage failure & innovation time & rewards
  • Resources made available
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12
Q

complimentors

A

Producers of complementary goods or services (e.g., for video game console producers such as Sony or Nintendo, game developers) are complementors

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13
Q

Why do we want to involve suppliers and customers in the development process?

A

Cust for testing, supp for knowledge on raw

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14
Q

Economist Robert Merton Solow (GDP)

A

Solow Residual. The historic rate of economic growth in GDP could not be accounted for entirely by growth in labor and capital inputs. He argued that this unaccounted-for residual growth represented technological change: Technological innovation increased the amount of output achievable from a given quantity of labor and capital.

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15
Q

How do we manage relationships with service providers during IT service delivery?

A

Better relationships

- Quicker service
- quality service
- Save on costs

Needs constant attention

Process set into place

- To solve problems
- Problem tracking
- SLA signed
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16
Q

Why should Org consider High-availability facilities?

A
  • Uninterruptible electric power delivery
    • Backup power systems
  • Physical security
    • Guards, cases, etc
  • Climate control and fire suppression
    • maintain temp for ideal computer running
  • Network connectivity
    • 2 backbone providers, run over private networks not conjested public internet
  • Help desk and incident response procedures
    • Staff to assist with info system support
  • N+1 and N+N redundancy
    • For each critical component there should be another unit standing by. Need 3 servers, should have 4.
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17
Q

What assets are involved?

A
  • Financial
  • Physical
  • Intangible / Human
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18
Q

How do we manage the availability and security of IT?”

A
  • Senior Mng
    • Support & involvement of senior mng
  • CIO
    • IT planning, budgeting/performance, security
  • System & Info owners
    • Ensure controls in place for integrity/confidentiality/availability
  • Business/Funcitonal Mng
    • Have authority & must be aware and part of security
  • ISSO
    • identify, evaluate & minimise risk
  • IT secutiry practitioners
    • admin, network, specialists, analysts, consultants
    • responsible for proper implementation of security req
  • Security awareness trainers (security/subject matter proffesional)
    • Users of the system
    • Need to be properly trained
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19
Q

What have been the effects of Inn on Society?

A

Innovation has both negatively & positively affected Society in a growing degree over the last few years. The growth can be measure somewhat by Solow’s Risidual component in the GDP. Innovation is knowledge and can be used to improve Society greatly or if applied incorrectly do the opposite.

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20
Q

Low employee morale

A

Increase mistakes by employees

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21
Q

technology spillover

A

A positive externality from R&D resulting from the spread of knowledge across organizational or regional boundaries.

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22
Q

Delayed solutions

A

Solutions too late, delays ongoing processes

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23
Q

Why do we need to secure the infrastructure?

A

rivalry / hackers / end-users /customers

Fight threats

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24
Q

Rework

A
  • Disruption creates hole that ripples over system
  • Total costs difficult to find
    • Increase costs & Lower morale
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25
Q

What impact does IT have on capabilities?

A

Capabilities is catalyst in transforming IT related resources => Higher value

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26
Q

innovation

A

The practical implementation of an idea into a new device or process.

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27
Q

What is the difference between the sequential and partly parallel dev process in NPD?

A
  • Sequential - moving from 1 stage to another in order

- Parallel - Some/All dev activities overlap

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28
Q

How do we mng incident and disaster recovery?

A
  • Share information
    • More info to Incident Mng Process = resolve quicker
  • Integrate with other IT processes
    • Linking Incident Mng with Problem Mng & Configure Mng
    • => More share info & quicker resolve
    • Configure = pick up before problem
    • Problem mng = eliminate root casues
  • Automate
    • High priority
    • Minimises errors
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29
Q

What tools do we need to measure the NPD performance?

A
  • Identify which projects met goals & why
  • Benchmark org performance against competitor/own past progress
  • Improve resource allocation/compensation emply
  • Refine future inn strat
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30
Q

How to create more success when we are managing IT service delivery?

A

Service strategy

    - See relationship of service/system/business/process
    - Ensures services meet business req

Service design
- Hels create policies/architecture & designs of IT services

Service transition
- Ensures continuity

Service operation

    - Cost of service is designed/predicted/validated
        - In Service design & transition
    - No value until service in operation

Continual service improvement (CSI)
- Measures of optimization identified in continual service improvements

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31
Q

How do we analyse what impacts IT has on opportunities in a business model?

A
  • Scanning the environment
  • Identify/determine trends
  • Evaluate opportunity
      • Can IT change basis of competition
      • Can IT change nature of relationship & balance of power buyer/seller
      • Can IT build barriers to entry
      • Can IT raise switching costs
      • Can IT add value to existing products or create new
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32
Q

What are some new service models when managing IT service delivery?

A

Geographical, process vs which computer adv

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33
Q

How do we manage innovation across borders?

A
  • Centre-for-global strategy
      • Innovation at central hub, then diffused through company
  • Local-for-local strategy
      • Inn in each division tailored for local market
  • Locally leveraged strategy
      • Inn in each division, but try to unify or use for whole comp
  • Globally linked strategy
      • Inn decentralised, centrally coordinated for global needs
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34
Q

technology clusters

A

Regional clusters of firms that have a connection to a common technol- ogy, and may engage in buyer, supplier, and complementor relationships, as well as research collaboration.

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35
Q

Waste

A

Nonvalue, incomplete product/service, noone interested

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36
Q

idea

A

Something imagined or pictured in the mind.

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37
Q

externalities

A

Costs (or benefits) that are borne
(or reaped) by individuals
other than those responsible for creating them. Thus, if a business emits pollutants in a community, it imposes a nega- tive externality on the community members; if a business builds a park in a commu- nity, it creates a positive external- ity for community members.

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38
Q

applied research

A

Research targeted at increasing knowledge for a specific applica- tion or need.

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39
Q

How do we construct NPD teams?

A

Consider how size of team will influence flexibility, costs, coordination, communication

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40
Q

Name the different NPD team structures?

A
  • Functional teams
  • Lightweight teams
  • Heavy weight teams
  • Autonomous teams
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41
Q

Barriers/Catalysts for innovation?

A

Barriers

  • Constraints - Fin/Resource/Talent/Time/
  • Risk aversion
  • Bureaucracy & Misdirection & Miscommunication
  • No incentives/training/autonomy/communications/support

Catalysts

  • Mng support/modeling behaviour/innovative strat development
  • Autonomy/Tolerance for risk/Clear targets
  • Invest Talent/Right Teams/Communication
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42
Q

How do we analyse what impacts IT has on strategy in a business model?

A
  • Determine IT in product market/business network/boudary position
  • To explain how IT drives differentiation, sustainable adv & development of assets
  • IT impact over time
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43
Q

technology tranjectory

A

The path a technology takes through its life- time. This path may refer to its rate of performance improvement, its rate
of diffusion, or other change of interest.

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44
Q

What is essential in governance of the IT function?

A

Essentials of enterprise governance

  • Establish lines of responsibility, authority and communicaitons
    • Establish policies, standards, measures & internal control mech
      • To assist others to do their jobs
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45
Q

Why is the pricing of a NPD development strategy important?

A
  • Survival price strat - cover var&fixed costs
    • ST, but good LT value
  • Max current profit - determine costs & max ROI + profit
    • Focus on current performance, but LT sacrifices
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46
Q

radical innovation

A

An innovation that is very new and different from prior solutions.

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47
Q

What is needed for new IT capabilities

A

Discover new & improve existing (competitive edge)

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48
Q

How do we analyse the value created for all stakeholders?

A
  • Org expected to add value to ROI (profit)

- Use ROE

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49
Q

Why is it problematic to measure impact of IT on the org?

A
  • No baseline to assess new improvements
  • Current system analysis can improve efficiencies without new IT systems
  • New tech can be intimidating to staff => false negative
  • New tech not used at all => anti-new-tech mindset
50
Q

How do we protect innovation?

A

Appropriability

- Ability to capture rents from innovation
    - Determined = How quickly can be copied

Patents, trademarks & copyrights

- Patent = property right protects process/machine/manufactured
- Trademark = Distinguish source of a good
- Copyright = Protect works of authorship
51
Q

What is the Innovation Funnel

A

This refers to the “funnel-like” effect Innovation ideas experience. At the top many innovation ideas are considered and systematically reduced throughout the Org planning & implementation phases.

52
Q

Why is the distribution of a NPD development strategy important?

A

Method

- Direct sales
    - More control (pricing, sell process, service)
- Catalogue
- Intermediaries (reps, wholesalers, retailers)

Accelerate

- Alliances distributors
- Bundling relationships
- Contracts & Sponsorship
- Guarantees & consignment
53
Q

Fines & Penalties

A

SLA not followed

54
Q

How do we manage legacy problems found in IT service delivery?

A
  • Tech problems
  • Residual process complexity
  • Local adaptation
  • Nonstandard data definitions
55
Q

How do we increase the success of IT governance of the IT function?

A

Busines value of IT

- IT must create value, better governance needed.
    - Service quality, cost control, project delivery
    - Process improvements

Recognition of IT impact

- Firms depended-ness on IT
- IT projects risk must be controlled

IT as an enabler of corporate goverance and compliance
- Due to globalisation, most firms are forced implement IT governance

56
Q

What tools can we use to improve the NPD process?

A
  • Stage-gate process
  • Quality func deployment - house of quality
  • Design for manufacturing
  • Computer-aided design
57
Q

What types of business are there?

A
  • Creators
  • Distributors
  • Landlords
  • Brokers
58
Q

What type of patterns can we get for innovation?

A
  • Product vs Process Innovation
  • Radical vs Incremental Innovation
  • Competence-Enchancing vs Competence-Destroying Innovation
  • Architectural vs Component Innovation
59
Q

What are the 3 main parts of a business model?

A

Analysing strategy

Analysing Capabilities

Analysing the value created for all stakeholders

60
Q

Which structure do we choose to organise for Innovation?

A

Comparisons:

    - Mechanistic VS Organic structure
        - - Mech = High degree of formalisation/standard
            - -- Causing automation to be easier
            - -- Not suitable for Innovation

        - Organic
            - - Low formalisation
            - - No clear descriptions for positions
    - Size VS structure
    - Ambidextrous Org
61
Q

What is the game plan? What choices can management make when Analysing strategy of the business model?

A
  • Attract cust
  • Compete successful
  • Grow org
  • Mng org architecture
  • Develop required dynamic capabilities
  • Achieve performance targets
62
Q

tactic knowledge

A

Knowledge that cannot be readily codified (docu- mented in writ- ten form)

63
Q

Why is the marketing of a NPD development strategy important? (7)

A
  • Advertising
  • Promotion
  • Publicity
  • Public relations
  • Press releases
  • Reputation
  • Credible commitment
64
Q

individuals creativity

A

function of his or her intellectual abilities, knowl- edge, style of thinking, personality, motivation, and environment, ability to look at problems in unconventional ways, the ability to analyze which ideas are worth pursuing and which are not, and the ability to articulate those ideas to others and convince others that the ideas

65
Q

How do we organise the structural dimensions of the firm?

A
  1. Dimensions
    - Formalisation = Degree firm arranges systems to strucutre behaviour of group
    - Standardisation = Degree activities are uniformed
    - Centralisation = Degree authorisation kept at top level
    - Decentralisation = Degree decision making pushed down
66
Q

What series of choices can show management which opportunities to pursue when Analysing strategy of the business model?

A
  • Choices - Products to sell
  • Choices - Which markets to enter
  • Choices - How org differentiates
67
Q

How do we design IT governance? (7)

A
  • intentional but minimalist design
  • board-level leadership
  • broad-based executive involvement
  • clear ownership but broad participation
  • enforcement of execution but accommodating exceptions
  • defining benefits and target expectations
  • aiming for evolution instead of revolution in implantation
68
Q

competence- enhancing (-destroying) innovation

A

An innovation that builds on (renders obso- lete) existing knowledge and skills. Whether an innovation
is competence enhancing or competence destroying de- pends on whose perspective is being taken. An innovation can be competence enhancing to one firm, while com- petence destroy- ing for another.

69
Q

science park

A

Regional dis- tricts, typically set up by govern- ment, to foster R&D collabora- tion between government, universities, and private firms.

70
Q

What are innovation projects?

A
  • Development budget
  • Project selection
    • Discounted cash-flow methods
    • Real options
71
Q

What different NPD team structures are there?

A
  • Functional teams
    • Work in func dept, but meet with group.
    • <10% spent on project
    • Temp
  • Lightweight teams
    • Work in func dept, but meet more often
    • Temp & <50% on project
    • Have project mng & support admin
  • Heavy weight teams
    • Not in func dept
  • Autonomous teams
    • All team members work only on project
    • Have full control - Resources/rewards/etc
72
Q

creativity

A

The ability to produce novel and useful work.

73
Q

basic research

A

Research tar- geted at increas- ing scientific knowledge for its own sake. It may or may not have any long- term commercial application.

74
Q

How do we manage risk through incremental outsourcing when managing IT service delivery?

A 
Rework
Delayed solutions
Fines &amp; Penalties
Legal exposure
Service outage
Waste
Security breaches
Low employee morale
Dissatisfied customers
75
Q

technological innovation

A

The act of introducing a new device, method, or material for application to commercial or practical objectives.

76
Q

How do we manage the sources of implementation risk of IT project delivery?

A

Project size
- Bigger the project, the bigger the risk

Experience with technology
- Project risk increase, when team unfamiliar

Requirement volatility
- Req can change drastically from what is expected at start

77
Q

absorptive capacity

A

The ability of an organization to recognize, assim- ilate, and utilize new knowledge.

78
Q

What is the scope of IT governance?

A

IT governance

- Attainment of strat goals
- Efficient operation
- Reliable measurement
- Compliance mng

Elements of Governance system

- Leadership roles
- Org strucutres
- Business processes
- Standards
- Measures of compliance
79
Q

How do we estimate the availability of IT?

A

Firms should increase reliability -> increase resources (allocated)

80
Q

What are collaboration strategies? And what are the benefits/costs of collaborating

A
  • Reasons to go Solo
    • Availability of capabilities
    • Protecting proprietary technologies
    • Controlling technology development & use
    • Building & renewing capabilities
  • Advantages of Collaboration
    • Acquire skills/resources quickly
    • Outsource to partner
    • Source of experience/learning
    • Share risk/rewards
    • Create shared standard
81
Q

What are the benefits of effective IT governance?

A
  • Ensures IT supports business goals, max ROI, mng risks
  • Assist in greater ROE
  • Leads to cost reductions
  • Direct impact on customer retention
  • Security risks lower
  • Firms spend less on compliance efforts
  • Addresses legacies, outdated tech, inadequate security
82
Q

Why is the licensing and compatibility of a NPD development strategy important?

A
  • Decide tech compatibility with other firms
  • Compatible firms => Leverage value of tech
  • Backward compatibility to older tech
83
Q

What are the key elements of the NPD development strategy?

A
  • Launch Timing
  • Licensing & compatibility
  • Pricing
  • Distribution
  • Marketing
84
Q

How do we manage large scale outsourcing arrangements in IT service delivery?

A
  • Cost savings
  • Dissatisfaction with existing IT capabilities
  • Desire to focus firm’s strat
  • Access to skills & talent
  • New dynamics
85
Q

How do we organise for innovation?

A
  • Size & structural dimensions of firm
  • Structural dimensions of firm
  • Managing innovation across borders
86
Q

How do we manage NDP teams?

A
  • Construct NPD teams

- Structure of NPD teams

87
Q

What threats does the Org need to fight?

A
  • Security policies
  • Firewalls
  • Authentication
  • Encryption
  • Patching & change managment
  • Intrusion detection & network montoring
  • More
      • Make deliberate security decisions
      • security is a moving target
      • practise discipline change mng
      • educating users
      • deploying multilevel measures as can afford
88
Q

component (modular) innovation

A

An innovation to one or more components that does not significantly affect the overall configuration of the system.

89
Q

What are the questions we have to ask to understand the elements of a business model?

A
  • What does business do?

- How it makes money?

90
Q

What is the purpose of a NPD strategy and plan?

A

Define deployment strat & plan for software application/system

91
Q

discontinuous technology (disruptive)

A

A technology that fulfills a similar market need by building on an entirely new knowledge base. (Propeller to Jet engines)

92
Q

What are the sources to innovation?

A
  • Individuals such as entrepreneurs
  • Society
  • Public research
  • Companies
  • Industry
  • Community
  • Collaborative Networks - Technological Clusters
  • Collaborative Networks - Technological Spilovers
93
Q

science-push

A

This approach assumed that innovation proceeded linearly from scientific discovery, to invention, to engineering, then manu- facturing activities, and finally marketing. Little application in real world

94
Q

What are benefits/costs of Innovation?

A

Rewards: Protect Firm Margins. Lower Costs. More flexible. Econ of scale possible for shorter Production runs. Ability to offer more to customer.

95
Q

What are the biggest rivalry/hacker/end-user/customer threats?

A
  • DoS
  • Intrusion
  • Viruses & worms
96
Q

What are project champions in NPD?

A

Ind making decisive contribution, making progress & gaining support from senior mng

97
Q

gross domestic product (GDP)

A

The total annual output of an economy as measured by its final purchase price.

98
Q

technology transfer office

A

Offices designed to facilitate the transfer of tech- nology developed in a research environment to an environment where it can be commercially applied.

99
Q

intranet

A

A private net- work, accessible only to author- ized individuals. It is like the Internet but operates only within (“intra”) the organization.

100
Q

Security breaches

A
  • Tech services should have security branches

- Applies when change is needed

101
Q

What is the topology of all business models?

A
  • Intuitively sensible - Group like org & compare to not-like org
      • Grouped by how activities create value
      • Names of category should be self-explaining
  • Comprehensive
      • Systematic
  • Defined clearly
      • Systematic rules, not objective
  • Conceptually elegant
      • Sleek, simple, self-evident
102
Q

What do we analyse under the Analysing strategy of a business model

A

Game Plan -> Mng choices, how to

Strat - Series of choices determine opp can pursue & potential

Strat positioning

103
Q

knowledge brokers

A

Individuals or organizations that transfer information from one domain to another in which it can be usefully applied.

104
Q

complex knowledge

A

Knowledge

that has many underlying com- ponents, or many interdependen- cies between those compo- nents, or both.

105
Q

architectural innovation

A

An innovation that changes the overall design of a system or the way its components interact with each other.

106
Q

Why is governance needed of the IT function?

A

Should be govern, so it can be controlled

107
Q

development

A

Activities that apply knowledge to produce useful devices, materi- als, or processes.

108
Q

What should be in the NPD deploy documents?

A
  • Deployment strategy
    • Formulate deployment approach / Early in project
  • Deployment plan
    • Detailed schedule/resources/tech support info
109
Q

Why is there an increase in innovation in last 5 years?

A

Innovation has increased in the last 5 years due to an increased global world and increased sophisticated innovations, which further increase the speed to discover the next innovation

110
Q

technology diffusion

A

The spread of a technology through a population.

111
Q

demand-pull

A

This approach argued that innovation was driven by the perceived demand of potential users. Research staff would develop new products in efforts to respond to customer problems or suggestions. This view, however, was also criticized as being too simplis- tic

112
Q

How do we manage the new product development (NPD) process?

A
  • Objectives of the NPD
  • Sequential VS partly parallel dev process
  • Project Champions
  • Involving custs & suppliers in dev process
  • Tools for improving NPD process
  • Tools for measuring NPD performance
113
Q

What is tech innovation?

A

act of introducing a new device, method or material for application to commercial or practical objectives.

114
Q

Dissatisfied customers

A

Devastating for a service delivery firm

115
Q

How do we manage the project execution of IT project delivery?

A

Execution should be inline with approved project plan

- Task execution
- Measuring the progress of project
- Reporting the project status
- Exercising mng controls
Project should be mapped 
Need measures
    - Performance
    - Risk
    - Controlling change

Processes (executing/controlling/planning) interchangable

116
Q

Legal exposure

A
  • Infringements, risk of exposure
    • High levels - compliance, reliance, security
  • Service outage
    • Not receiving service as expected, leading to loss
117
Q

How do we analyse what impacts IT has on capabilities in a business model?

A

Capabilties IT builds to execute strat

118
Q

What are successes if using Innovation & failures if we do not use it?

A

Success: Increase sales. Failure: Become Obsolete

119
Q

What are the lifespans of current technology?

A

Product Life Cycles have decreased: Software (4-6months), Hardware (12-24months), Appliances (18-36months)

120
Q

What tips are needed when evaluating the impact of IT on the Org? (6)

A
  • Begin evaluation with “theory of change” (staff mindset on new tech)
  • Clarity of purpose - NB! (what tech is expected to do, why, to whom)
  • Define scope of efforts - clear understanding of limitations (more calls, but not better service)
  • Basic grounding in Info Tech is prerequisite. Mng must have basic knowledge to comprehend
  • Trusted impartial tech assistance = very valuable. (Advisors, not sales)
  • Training. New tech useless without training.
121
Q

incubators

A

Institutions designed to nur- ture the devel- opment of new businesses that might otherwise lack access to adequate funding or advice.

122
Q

How to apply leadership to the IT function?

A

Understanding the role of IT in the firm

- Support
    - IT supports day-to-day operations

- Factory
    - Processing easy due to IT
    - Eliminates defects

- Turnaround
    - Firms adapt quickly due to IT

- Strategic
    - IT sustains firms business operation &amp; promote future transformation

Inov - Y1 (2 decks)

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