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9396lec3W10 - ENGI ENGI9396:Engineering ManagementTopics...

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ENGI 9396 Engineering ENGI 9396: Engineering Management Topics Lecture 3: Strategic Management in Engineering Tech Based Industries Lecture 3: Strategic Management in Engineering Tech Based Industries Dr. Amy Hsiao Wi t 2010 Winter 2010
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Discussion Discussion – Walsh & Kirchhoff Walsh & Kirchhoff y Technology source Exogenous Firm’s core competencies y Technology focus Disruptive Evolutionary, sustaining, incremental y Innovation process Discontinuous Continuous y Market strategies Market pull Technology push y User application type
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Case Analysis: MEMS y Competing manufacturing methods High aspect ratio micromachining Bulk micromachining Sacrificial surface micromachining y 74/104 firms surveyed at MEMS C i li i C f i 2000 Commercialization Conference in 2000 y 21 known technologies Evolutionary (14) Disruptive (4) 3 ith 3 neither
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Case Analysis: MEMS y Proposition #1: established firms will primarily commercialize evolutionary technologies y Proposition #2: new firms will primarily commercialize disruptive technologies y Proposition #3: established firms will primarily use market pull strategies to primarily use market pull strategies to commercialize discontinuous technologies
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Case Analysis: Sandia National Labs y Technology Development Stage 1: Proof of Concept x Behaviour objections x “true believers” Stage 2: Emerging Technology Establishes a Limited Application x Defensive innovations Stage 3: Widespread Application y Ion Implantation
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Jack Welch, former CEO of General Electric y On Innovation, http://www.welchway.com/ Innovation (video) Launching a New Technology (podcast) O St t i M t f T h l d I ti y On Strategic Management of Technology and Innovation Finding Your Strategy (video) Finding Innovation Where it Lives (podcast)
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Technology Innovation y Drives economic growth Where we are today Get it wrong – waste a lot of money and people’s lives Get it right – create wealth, capture (some of) it, and “have fun”
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What is Business Strategy? y Pursuing choices amongst competing options (Michael Porter, “What is Strategy”, Harvard Business Review, November December 1996, pages 61 78) a different system of activities that creates unique value and captures it not operational effectiveness, efficiency or improvement y Planned and intended, pursued and realized (Henry Mintzberg, “Crafting Strategy”, July August 1987, pages 66 74) Deliberate emergent y Pattern recognition (Sarah Kaplan, “The Real Value of Strategic Planning”, MIT Sloan Management Review, Winter 2003, 71 76) building the prepared mind capable of making sound decisions
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Why have a strategy?
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