The Management of Technology and Innovation A Strategic Approach (with InfoTrac)

by White, Margaret A.; Bruton, Garry D.

• ISBN13: 9780324144970
• ISBN10: 0324144970
• Edition: 1st
• Format: Paperback
• Copyright: 2006-01-18
• Publisher: South-Western College Pub

Summary

In today's economy the management of technology is a major factor in the process layout employed by the firm, in systems used by the company, in its structural design, and in its product marketability. This text uses technology as a guiding focus for explaining the strategic management process. Each chapter splits into two acts: (1) chapters open with material synthesized from leading theorists and consultants; (2) chapters conclude with discussions of the applicable techniques for successfully exploiting technology and innovation.

Table of Contents

Preface	xv
About the Authors	xxi
Acknowledgements	xxiii
PART ONE Laying the Foundation
Nokia: Riding the Waves of Innovation	3	(1)
Nokia: The Firm's History	3	(2)
How Nokia Changes	4	(1)
Strategic Perspective	4	(1)
Overview of Part One	5	(1)
Management of Technology and Innovation: An Overview	6	(28)
Overview	6	(1)
Introduction	7	(4)
Importance of Technology and Innovation to Business	7	(2)
Importance of Technology and Innovation to Society	9	(1)
Technology and Innovation Do Not Stand Still	10	(1)
The Study of Technology, Innovation, and Its Management	11	(3)
The Technology and Innovation Imperative Is Organization-wide	11	(1)
The Technological and Innovation Imperative Is Worldwide	12	(1)
Value Creation Is the Key	13	(1)
Key Definitions of Technology	14	(4)
Definition of Technology	15	(1)
Definition of Management of Technology	16	(2)
The Importance of Managing Technology	18	(1)
The Process of Managing Technology	19	(2)
Making Decisions for Managing Technology	20	(1)
Tools for Managing Technology	20	(1)
Key Definitions of Innovation	21	(2)
Definition of Innovation	21	(1)
Definition of Management of Innovation	22	(1)
The Process of Managing Innovation	23	(3)
Making Decisions for Managing Innovation	23	(2)
Tools for Managing Innovation	25	(1)
Structuring the Examination of MTI	26	(1)
Strategy Perspective	26	(1)
Making Decisions for Strategic Management	26	(1)
Tools for Strategic Management	27	(1)
Organization of the Text	27	(7)
Summary	29	(5)
Strategy and the Management of Technology and Innovation	34	(56)
Overview	34	(1)
Introduction	35	(1)
What Is Strategy?	36	(1)
Centrality of MTI in Strategic Management	37	(7)
Integrating MTI and Strategy	38	(1)
Technology and Competitive Advantage	39	(1)
Continuous versus Radical Technology	40	(1)
Maturing Process of Technology	41	(2)
Offensive versus Defensive Technology	43	(1)
The Strategic Process in MTI	44	(15)
Planning	45	(9)
Implementation	54	(3)
Evaluation and Control	57	(2)
The Next Steps in Integrating MTI and Strategy	59	(8)
Summary	60	(7)
Appendix One: Overview of Strategic Analysis in MTI: Competitive and Financial Considerations	67	(1)
Strategic Analysis	67	(3)
Key Assessments	67	(3)
Financial Analysis	70	(4)
Overview	71	(1)
Income Statement and Retained Earnings	72	(1)
Balance Sheet and Reallocating Resources	73	(1)
Understanding Financials	74	(4)
Profit Ratios	76	(1)
Liquidity Ratios	77	(1)
Efficiency Ratios	77	(1)
Other Ratios	77	(1)
Understanding the Financial Analysis Outcome	78	(1)
Using Financial Assessments	78	(1)
Other Uses of Financial Data	79	(3)
Net Present Value	80	(1)
Payback Period	81	(1)
Applications to MTI	82	(5)
Summary	83	(4)
PART TWO Innovation: Internal Strategy
Corning: Successful Internal Innovation	87	(1)
Corning: The Firm's History	87	(2)
Corning Today	87	(1)
Building an Internal Innovation Foundation	88	(1)
Corning's Efforts Bring Results	88	(1)
Overview of Part Two	89	(1)
Innovation: Planning	90	(34)
Overview	90	(1)
Introduction	91	(1)
Planning: A Complex Process	92	(1)
To Innovate or Not to Innovate	93	(2)
Factors That Favor Innovation	93	(1)
Factors That Discourage Innovation	94	(1)
Types of Innovation	95	(6)
Product Innovation	96	(3)
Process Innovation	99	(2)
Innovation Planning Process	101	(5)
Determine the Vision	102	(1)
Set the Mission	102	(1)
Establish Goals and Objectives	103	(1)
Set Strategy	104	(1)
Specific Tactics and Actions	105	(1)
Application of the Planning Process	106	(2)
Factors That Aid Innovation Planning	108	(5)
Creativity	108	(2)
Organization-wide Issues	110	(2)
Political Processes	112	(1)
Technology Stages and Planning	113	(3)
Start-up	113	(1)
Growth	114	(1)
Maturity	115	(1)
Decline	115	(1)
Developing a Climate for Innovation	116	(8)
Summary	118	(6)
Internal Innovation: Implementation	124	(32)
Overview	124	(1)
Introduction	125	(1)
Key Initial Questions for Implementation	125	(4)
What Should We Be Doing?	125	(2)
What Are the Requirements for Key Activities?	127	(2)
What and to Whom to Delegate?	129	(1)
Key Implementation Issues	129	(19)
Leadership	130	(6)
Engagement	136	(4)
Extension	140	(4)
Alignment	144	(4)
Crafting Portfolios of Innovation	148	(8)
Summary	149	(7)
Innovation: Evaluation and Control	156	(54)
Overview	156	(1)
Introduction	157	(1)
Evaluation and Control Processes	157	(2)
Evaluation	159	(5)
Where Are We Now?	159	(2)
What Lies Ahead?	161	(1)
Where Will We End Up If We Continue on This Path?	162	(2)
Control	164	(10)
Types of Control	165	(3)
Organizational Levels and Control Factors	168	(3)
Overview of Quality Issues	171	(3)
Implementing Evaluation and Control	174	(5)
Integrating Evaluation and Control: Planning	174	(1)
Integrating Evaluation and Control: Implementation	175	(3)
Validating the Evaluation and Control Process	178	(1)
Other Concerns in Evaluation and Control	179	(9)
Organizational Focus	179	(1)
Creation of Value	179	(1)
Best Practices	180	(1)
Summary	181	(7)
Appendix Two: Innovation Project Management and New Product Development	188	(1)
Innovation Projects	188	(1)
Innovation Project Management	189	(11)
Gap Identification Phase	190	(2)
Concept Phase	192	(1)
Definition Phase	193	(1)
Design Phase	194	(2)
Development Phase	196	(1)
Application Phase	197	(1)
Post-Project Review Phase	198	(2)
Portfolios of Projects	200	(7)
Summary	202	(5)
PART THREE Obtaining Technology: External Strategy
DuPont: Recognizing Its Strategic Needs	207	(1)
DuPont: The Firm's History	207	(2)
Internal Innovation	207	(1)
External Methods	207	(1)
Integration Methods	208	(1)
Overview of Part Three	209	(1)
Obtaining Technology: Planning	210	(29)
Overview	210	(1)
Introduction	211	(1)
Alliances	212	(9)
Formal versus Informal Alliances	212	(3)
Duration of an Alliance	215	(3)
Location: Domestic versus International Alliances	218	(2)
Concerns in Alliances	220	(1)
Mergers and Acquisitions	221	(7)
Mergers and Acquisitions of Technology	222	(1)
Strategic Reasons for Mergers or Acquisitions	223	(2)
Types of Mergers and Acquisitions	225	(3)
Planning the Acquisition of Technology	228	(11)
Goals	229	(1)
Due Diligence	229	(1)
Major Mistakes to Avoid	230	(2)
Summary	232	(7)
Obtaining Technology: Implementation	239	(32)
Overview	239	(1)
Introduction	240	(1)
Initial Questions	241	(4)
What Should We Be Doing Now?	241	(1)
What Are the Requirements for Key Activities?	242	(1)
What and to Whom to Delegate?	243	(2)
Key Elements	245	(26)
Integration	245	(8)
Leadership	253	(5)
Execution	258	(3)
Alignment	261	(3)
Summary	264	(7)
Obtaining Technology: Evaluation and Control	271	(51)
Overview	271	(1)
Introduction	272	(1)
Where Evaluation and Control Occur	273	(17)
Alliance/Acquisition Capabilities	274	(1)
Due Diligence	275	(8)
Negotiation of the Deal	283	(1)
Integration	284	(2)
Ongoing Evaluation and Control	286	(4)
Metrics	290	(2)
Gap Analysis	292	(11)
Financial Fitness	292	(1)
Strategic Fitness	293	(1)
Operational Fitness	293	(1)
Relationship Fitness	294	(1)
Summary	295	(8)
Appendix Three: Managing Platforms and Portfolios of Technology	303	(1)
Complexity and MTI	303	(11)
Single-Product Technology	305	(2)
Product Platforms	307	(5)
Portfolio Management	312	(2)
Management Process Checklist	314	(5)
Summary	316	(3)
PART FOUR Building Strategic MTI Success
Microsoft: A Pattern of Success	319	(1)
Microsoft: The Firm's History	319	(2)
Sustainable Advantage	320	(1)
Overview of Part Four	321	(1)
Building Capabilities for MTI Success	322	(29)
Overview	322	(1)
Introduction	323	(3)
Competitive Advantage	326	(2)
Sustainable Advantage	328	(2)
Strategic Decisions and Competitive Advantage	330	(6)
Connecting It All	332	(4)
Building Capabilities from the Start	336	(4)
Establishment of Industry Standards	337	(1)
Venture Capital	338	(2)
Other Types of Value Processes	340	(11)
Value Appropriation	340	(1)
Value Protection	341	(1)
Value Destruction	342	(3)
Summary	345	(6)
Organizational Learning and Knowledge Management	351	(42)
Overview	351	(1)
Introduction	352	(1)
Organizational Learning	353	(9)
Gathering Information	354	(1)
Transferring and Sharing Processes	355	(1)
Enabling Learning	356	(1)
Types of Learning	357	(4)
Structuring for Organizational Learning	361	(1)
Keys to Successful Organizational Learning	362	(1)
Knowledge Management	362	(9)
Knowledge-Management Definitions	363	(1)
Dimensions of Knowledge Creation	364	(1)
Making Knowledge Management a Successful Capability	364	(3)
Knowledge Management in R&D Departments and Teams	367	(3)
The Fit in Knowledge-Management Systems	370	(1)
Using Organizational Learning and Knowledge Management	371	(8)
Summary	372	(7)
Appendix Four: Waves of Innovation and Predicting the Future	379	(1)
Long-Wave Theory of Economics	379	(5)
Technological Innovation as the Driver of Long Waves	379	(4)
Implications of Long Waves	383	(1)
Methods for Viewing the Future	384	(1)
Forecasting Techniques	385	(3)
Trend Extrapolation	386	(1)
Expert Consensus	386	(1)
Simulation Methods	387	(1)
Scenario Building	387	(1)
Decision Trees	388	(1)
Hybrid Methods	388	(1)
Predicted Future Technologies	388	(2)
Applications to MTI	390	(3)
Summary	390	(3)
Glossary	393	(6)
Index	399