...which had huge implications for Intuit’s strategy” (Jick et al., 2003, p.6). They decided to embrace this new technology and change the way the company conducted business. The case study showed the problems the company had with innovation and delivering new services to a newly immerging customer base (internet users). Intuit’s foresight and innovation allowed the company to remain competitive in an ever changing software market. This paper will analyze various concepts and models that applied to their success through the company’s recognition for the need for modernization and a new customer base, and through its recognition for the need for cultural change and employee empowerment. The change that Intuit experienced was born out of necessity; they were faced with a drop in demand for their current products and were behind in exploiting a growing internet market. This need for innovation is categorized by Christensen (2003) as disruptive innovation which “creates an entirely new market through the introduction of a new kind of product or service” (p.133). The internet back then was a service that created a whole new competitive arena that Intuit had failed to recognize. Likewise, the success they enjoyed through sustaining innovations, innovations that make an already existing product...
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...Knowledge Management What is it and why is it important? Summary Knowledge is re-usable. Knowledge is different from information. Both are needed for effective decision making. Knowledge of a domain helps identify which information is relevant. Strategic Knowledge Management addresses the four major weaknesses in the strategic decision making process. Strategic Knowledge Tools require explanatory power. Fuzzy logic provides this. 1. Knowledge - What is it? A successful business makes good decisions, implements them well - and then learns from the experience in order to do better next time. To make a good decision, one needs not only information about the specific instance, but also an understanding of the domain. In other words, one needs a set of principles, models, templates or other abstractions. These abstractions are then re-usable for making new decisions with different information. Knowledge is re-usable - unlike information which relates to specific instances. Knowledge is a set of re-usable abstractions that assist understanding and provide meaning to decision-making. Information is about specific instances and is the raw material of particular decisions. For instance: Consider a civil engineering business that builds bridges. Its knowledge is in its understanding of how to build bridges, how to manage projects, how to handle finance etc. This knowledge is re-usable. Its information is about specific bridges, budgets, suppliers etc which...
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...Scientific Organization, 2010 Submitted date: August 30, 2010 Accepted date: October 09, 2010 Published date: December 10, 2010 Strategic Innovation Management in Global Industry Networks: The TFT LCD Industry Guenter Boehm and 2 L.J. Fredericks Strategic Marketing, Samsung Electronics Co. Ltd., Yongin-449-711, South Korea 2 The Center of Poverty and Development Studies, Faculty of Economics and Administration, University of M alaya, Kuala Lumpur-5060 3, M alaysia 1 1 Abs tract: This study examines the strategic innovation management of the business creation process across the technology industry value chain in the global thin-film-transistor (TFT) liquid-crystal-display (LCD) industry based on an anonymous online survey of employees in the industry value chain and outside exp erts (universities, consultants, etc.). The study confirms that technology strategy formulation and a strategic center position are key industry concerns. It also affirms the utility of the industry value chain framework to manage technological innovations transcending that of a single company, and that strategic innov ation m anag eme nt in global high technology industries incorporates a shared business creation process structure involving as many industry value chain partners as possible. Key words: Global high technology industry networks, strategic innovation manageme nt, TFT L CD industry INTRODUCTION Globalization, de-regulation an d inno vative communication technologies have radically transformed...
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...Summary for “Targeting innovation and implications for capability development” Francis, D., & Bessant, J. (2005). Targeting innovation and implications for capability development. Technovation, 25, pp.171-183. In the introduction, the authors point out the important role of innovation in organizations and argue that innovative organizations generally possess innovation capability which can be managed. The authors then discuss in detail the four types of innovation capability (4Ps framework) and the challenges they may bring. Cases are cited to illustrate how those enterprises managed innovation capability and cope with challenges. The 4Ps framework works well in ‘steady state’ context, under which the aim of enterprise is ‘do better’. However, when discontinuity comes into play, the ‘do better’ innovation strategy is not sufficient as demonstrated by the fact that incumbent firms tend to be outperformed and thus displaced by new entrepreneurial players. Therefore, a ‘do different’ innovation strategy must be pursued by enterprises who want to explore ‘outside the box’. The authors develop an ‘innovation agenda’ covering the entire spread of 4Ps in two dimensions, ‘do better’ and ‘do different’. Managers are encouraged to specify their innovation agenda in the form of diamond diagram, including all possible innovation activities. The 4Ps model was tested through a preliminary study in an effort to assess whether this model provided a useful heuristic device capable of being...
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...1999 Please address all correspondence to: C. Marlene Fiol University of Colorado at Denver College of Business CB 165 PO Box 173364 Denver CO 80217-3364 303-556-5812 mfiol@castle.cudenver.edu CHARISMATIC LEADERSHIP: STRATEGIES FOR EFFECTING SOCIAL CHANGE ABSTRACT Due to their unique relationship with followers, charismatic leaders can be powerful agents of social change. Current theories of charismatic leadership have emphasized primarily the personality and behavior of leaders and their effects on followers, organizations, and society. This emphasis fails to uncover why and how the charismatic leader-follower interaction can generate social change. Our study draws on theories of social meaning to develop a process model of charismatic leadership. Empirical exploration of our model suggests that charismatic leaders employ a set of consistent communication strategies for effecting social change. INTRODUCTION We have substantial evidence that charismatic leaders behave differently than non-charismatic leaders. Further, we know that charismatic leaders can generate radical social changes, and that the performance of charismatic leaders and their followers tends to exceed that of their non-charismatic counterparts. To date, however, we know very little about the processes by which leaders and followers interact to effect social changes (Meindl, 1992). There is a need to address the following unanswered questions: Why do charismatic leaders...
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...Hi-Res Case Study: Ducati Motor Holding HIGH ROAD TO WORK ORGANISATION CASE STUDY Ducati Motor Holding (Bologna, ITALY) Alessandra Pistani & Matteo Boemi Nomisma December 2001 Abstract Ducati is a world leader in the production of high-powered sport motorcycles. Since 1996, following acquisition by the Texas Pacific Group, an American investment fund, the company has undergone an intense relaunch process involving several aspects of its organisation. This case aims to describe the change that has occurred in the reorganisation of production and the benefits that the new system has brought to the company. Hi-Res Project 2001. Page 1 Hi-Res Case Study: Ducati Motor Holding Hi-Res Case Study: Ducati Motor holding Sector Nace Code , high powered sport motorcycles. Key Words Interaction with suppliers; Outsourcing; leaning organisation. Table of Contents Abstract Keywords Sector 1. Background Information 2 Drivers for change 3 Characteristics and Process of change 4 Obstacles to change 5 Risk analysis 6 Benefits of change Conclusions 3 3 4 5 5 6 2 © Nomisma 2001 Hi-Res Project 2001. Page 2 Hi-Res Case Study: Ducati Motor Holding 1. Background Information The history of Ducati began in 1926 when the Ducati family and other investors in Bologna founded the ‘Società Scientifica Radio Brevetti Ducati’. The company initially produced industrial components for the growing field of radio transmissions, based on Adriano Ducati’s patents....
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...Innovation in Outsourcing: The Case of The Procter & Gamble Company Case Study by the Academic Team from The University of Tennessee, College of Business Administration GEO IAOP’s Global Excellence in Outsourcing Award www.IAOP.org P&G: Taking Innovation to New Levels of Value through Partnership INTRODUCTION Many people believe innovation springs serendipitously from some kind of “aha” moment – literally a bolt out of the blue. P&G knows differently. Innovation has been the corporate lifeblood since P&G’s humble beginning in 1837 when William Procter and James Gamble signed a partnership agreement formalizing The Procter & Gamble Company. Today, P&G’s products touch and improve the lives of over 4.8 billion consumers in 180 countries. Fifty “Leadership Brands” include some of the world’s most well-known household names with 25 of these 50 brands each generating more than $1 billion in annual sales. Simply put, this degree of corporate growth could not be achieved without significant innovation across all aspects of the business even extending to our relationships with suppliers and partners. In 2001, P&G radically changed its approach to Research & Development (R&D). Instead of relying solely on its own, highly capable R&D resources, P&G welcomed ideas from individual entrepreneurs and scientists from other companies, and universities, the concept came to be known as Connect & Develop; the goal was to gain half the ideas from inside and half from outside the...
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...The ability to use past innovations to chart future shifts in the relationship between science, technology and culture. Abstract The study of history can easily have a somewhat anecdotal purpose behind examining it, but with the advent of Winston’s ‘Modeling for change’ we are able to discern a concentration of social forces working directly on the process of innovations rather than being a force on innovation. It is for this reason that we have the ability to chart future shifts in science, technology and culture through an evolutionary social based process that exist in a perpetual dialogue always tinkering, refining and suppressing devices throughout the ages. There has been a popular contention, a somewhat anecdotal purpose behind studying the past that has something to do with making sure that 'we learn from it' and are not destined to 'repeat it' as such. (Santayana 1906) But when it comes to new technologies it is easy 'at first glance, that there seems to be no patterns in the changes…In some cases the new technologies swept through quickly; in others the transition took decades. In some, the new technologies were complex and expensive to develop. In others… technologies were simple extensions of what the leading companies already did better than anyone else.' (Christensen 1997) What Winston has for the most part provided us, is a more 'crucial overview of how communication technologies develop' (Winston 1998 p11) within the social sphere, to that which 'Modeling...
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...DesIgnIng the OrganIzatIOn fOr User InnOvatIOn Peter Keinz • ChristoPh hienerth • ChristoPher LettL Abstract: there is increasing consensus among practitioners and academics alike that we are in the midst of a paradigm shift from producer-centered and internal innovation processes toward user-centered and open innovation processes. This paradigm shift induces significant changes to the design of organizations. Even though the research field of user innovation has been developing over a period of more than four decades, there have been only occasional intersections with the research field of organizational design. In this article, we aim to provide an integrated perspective of the two fields. We first identify major user innovation strategies. We then derive the implications for each user innovation strategy on key dimensions of organizational design. Keywords: User innovation; organization design the point of departure for this article is the growing literature around the phenomenon that companies are in the midst of a paradigm shift from closed, producer-centered ways of innovating to open, user-centered innovation processes (Chesbrough, 2003; von hippel, 2005). to improve innovation performance and increase competitiveness, more and more firms are employing user innovation strategies (von Hippel, 2005). Such strategies have proven to be of high value to almost every type of company; both start-ups and wellestablished companies, irrespective of the industry they are operating...
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...Innovation in Entrepreneurial Organizations The nature of entrepreneurial organizations is that they have the capabilities and competencies to create a culture of embedded behaviors that support the constant focus on identifying and subsequently taking advantage of profitable opportunities. In other words, they exist to find and take advantage of opportunities that have the highest potential return. Bateman (2010) states that, “…an entrepreneurial venture has growth and high profitability as primary objectives. Entrepreneurs manage aggressively and develop innovative strategies, practices, and products” (p. 238). Entrepreneurial organizations do this by being willing to try new things, challenge the status quo, and test out new processes. They encourage creativity, risk taking, and continuous learning and improvement. However creativity must then be harnessed and developed by innovation and it takes innovation to turn great ideas into something of value. Thus innovation should be considered fundamental to an entrepreneurial organization’s success. What then is innovation? Bruton (2012) says it well when he concludes that innovation is, “…a process of intentional change made to create value by meeting opportunity and seeking advantage.” (Innovation, para. 1). And although product innovation is a very important aspect of their business, it is only one area that entrepreneurs are interested and excited about. Rasmussen (2013) explains, “The very nature of innovation is changing...
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...| Innovation, Adapt to change and Productivity interrelationship in Telecommunications Industry. | Article Summary | for Economic Analysis(ECO740) | | | Prepared for: ASSOC. PROF. DR. AZIZ SULAIMAN Introduction The Telecommunications industry is currently undergoing changes due to globalization and new technological developments. Links between technologies within the technological system will change over time and affect the structure of the industrial network and firm behavior. Thus, organizations that successfully align service roles with advanced information technology can achieve comparative advantages in the marketplace (Youngdahl and Loomba, 2000). The deregulation and privatization of Malaysia’s telecommunications sector leads to technological innovation in the sector. Two forces drive the sector, namely technological innovation which drives the developed or matured markets; and technological diffusion which drives the developing or emerging ones (Telekom Malaysia Berhad, 2006). There is a need to adapt to developments in the global economy and local environment to strengthen the financial position and enhance service competitiveness (Telekom Malaysia Berhad, 2004). Thus, achieving the right service quality is important as it is the driving force for productivity and profitability. Good service could be achieved through empowerment (Tschohl, 1998) and the staff ability to produce more, adapt to changing technologies and to be more...
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...Technology Ventures From Idea to Enterprise is p r bite ohi d. se The pre na limi ry p s age are p are rep d fo r s ent tud s of D ho r. T ma Any s. yer sB oth e e r us se The pre na limi ry p s age are p are rep d fo r s ent tud s of D ho r. T ma Any s. yer sB oth e e r us is p r bite ohi d. Technology Ventures From Idea to Enterprise d. Thomas H. Byers Stanford University se The pre na limi ry p s age are p a Richard C. Dorf . Thom f Dr University of California, Davis so t den stu r d fo Andrew J. Nelson are rep University of Oregon Any s. yer sB oth e e r us is p r bite ohi TECHNOLOGY VENTURES: FROM IDEA TO ENTERPRISE, THIRD EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright @ 2001 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2008 and 2005. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the...
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...46th Engineers’ Day Celebrations Institution of Engineers (INDIA) HOW FRUGAL ENGINEERING LEADS TO SUSTAINABLE DEVELOPMENT? Er. Darapu Srikanth Satish Kumar, M.Tech., AMIE MISTE, MIGS, MIAENG, MIAHS, MEWRS Asst. Professor, GITAM Institute of Technology, GITAM University Visakhapatnam, A.P., INDIA ABSTRACT Unless sustainability aspects are mandatorily incorporated at all levels of development across varied fields and regions, with specific attention to rapid temporal changes and with legal sanctity, we cannot think of happy future generations, for which we, the humans are to be blamed undoubtedly and mother Earth shall not forgive us. The innumerable effects of unsustainable development, as we are already experiencing, are quite adverse and mostly irreversible like Climate Change, Global Warming, La Niña, El Niño, Ecological Imbalance, Water Scarcity, increased levels of Atmospheric Pollution, Soil Contamination etc. Even though these detrimental effects cannot be mitigated completely, they can be contained using frugal engineering which in turn helps in achieving sustainable development. The various aspects of how frugal engineering leads to sustainability are explained in this paper. KEY WORDS Frugal Engineering, Sustainable Development, Mitigation Measures, Ecological Balance, PROLOGUE As I was reading the theme for this write up, one thing that hinted me is a very fancy mobile which is bought anew for around 50,000 by one of my friends, and which has got lot of features...
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...VIEWPOINT The What, Who and How of Effective Gate Meetings BY MATT PRIEST Preparing for a New Product Development (NPD) gate meeting is usually the last thing on an innovation team leader’s list of things to do, especially when typical meetings entail lengthy slide decks on the merits of projects and research studies on the risks of new products. Gate meetings often require stacks of administrative paperwork and template after template of fact and figure tracking. Most people would probably rather spend their time creating than justifying. Gate meetings can be faster, easier and more effective. Improve the “what”, “who” and “how” of your meetings to make them less of a drain and more valuable for the organization. What? The time spent preparing lengthy presentations places unnecessary administrative burdens on already constrained resources. Many templates often represent the same data communicated in different ways. This redundancy of information wastes time and opens the door for error, misrepresented data, flawed decision making and eventually mistrust in the process itself. Address the “what” by standardizing the gate review template into a simple and effective document. Limit the presentation to a subset of data to focus the meeting on key project information and critical success factors such as strategic fit, size of prize, business unit impact, technical risk and likelihood of commercial success. Who? Most organizations already have a governance team in place to review...
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...SOCIAL INNOVATION IN SPAIN Introduction Social innovation is defined as a novel solution to a social problem that is more effective, efficient, sustainable, or just than existing solutions and for which the value created accrues primarily to society as a whole rather than private individuals. The results of social innovation - new ideas that meet the unmet needs- are all around us. The results include hospices and kindergartens, fair trade and restorative justices, distance learning and congestion charging. Social innovation is different from innovation or creativity in general because it covers very wide boundaries of impact from gay partnership to new ways of using mobile phone texting and from new lifestyles to new products and services. Why Social Innovation? The financial and economic crisis makes creativity and innovation in general and social innovation in particular more important to foster sustainable growth, secure jobs and boost household health in micro level. The reason social innovation has moved center stage over the last decade is that existing structures and policies have found it impossible to crack some of the most pressing issues of our times – such as climate change, the worldwide epidemic of chronic disease, and widening inequality. History of Social Innovation The last two centuries have seen innumerable social innovations that have moved from margins to mainstream. These include the invention and spread of trade unions and cooperatives, which...
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