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Showing posts from 2018

Week 11 - Key Role of Leadership and Management

Readings "Innovator's Solution" Chapters 7, 10, and Epilogue -  notes   "Who Says Elephants Can't Dance" Parts III and IV -  notes Lecture IBM’s e-business Strategy: Organizational and Cultural Issues - Build a company-wide virtual organization    - For transformative, company-wide initiatives, it is best to have a relatively small full time core team coordinating activities across the different functions in the organization    - After the initiative has taken hold in the company, the virtual team should dissipate and its functions integrated back into the overall organization  - Be inclusive of as much of organization as possible    - Other parts of the organization will likely not support the new disruptive initiatives at first, especially if they are not involved and feel excluded    - The more everybody feels part of the new initiative, the more they will support it and help it succeed - Sell the strategy “outside-in”    - People will belie

Week 8 and 9 - Guest Lecturers - Complete

In September 1995 Christopher McCormick launched LL Bean's website. A better image than mass market catalogs they also scrapped their CD Rom. They were the first company to sign on to IBM's Net.Commerce a secure way for customers to place orders online. One of the earliest adopters of the new media channel of the internet.   Chris Wall - Copywriter with specialization in computer and tech accounts at an ad agency Ogilvy Listen Here A best clip is at 1:26:40 All the ads he shows as examples are cut due to copyright, but I found some of them here Notes from lecture: The whole notion of technology was what his ad agency created for IBM and then sequentially Motorola, DuPont, and other science and technology companies. The culture was that you wanted to be seen as embracing the technology because you believe that the future is going to be better. Technology is faith based and therefore is hard to articulate and make interesting.

Week 10 - Building and Managing a Virtual Organization - Complete

Readings Henderson, Rebecca. "Managing Innovation in the Information Age." Rebecca Henderson makes the case of pharmaceutical companies that have managed to survive and thrive unlike other companies that have been around since the 40's. She states a managerial competency of specialized knowledge used in a way that doesn't fix the organization in the past. They are able to respond and grow with the ever changing competitive environment. They are able to innovate continuously instead of relying on the same ways that they have always done things.  The most successful companies: used sophisticated resource allocation procedures hired the best people encouraged cross functional and cross disciplinary communication continuously changing the innovative capabilities of the organization managers actively managed the companies' knowledge and resources  kept abreast of changes in the scientific community allocated resources across a wide range of projects Nad

Week 6 - The Role of Market Experimentation and End-user Innovation - Complete

Readings Democratizing Innovation by Eric Von Hippel  Chapters 1- 4 Chapter 1 With a traditional model, a user’s only role is to have needs, which manufacturers then identify and fill by designing and producing new products. The manufacturer-centric model does fit some fields and conditions. We are heading towards a user-centered innovation process. - can develop exactly what they want - can benefit from innovations by others - increases social welfare User firms with unique needs will always be better off developing new products for themselves. Chapter 2 Important processes or improvements are developed by users - machines that facilitate and abridge labor, and enable one man to do the work of many - working on a machine naturally leads to thoughts of improvement - mainly developed by lead users  - experience needs today that the bulk of the market will want tomorrow  -  users who are on the leading edge of important market trends  - anticipate benefits

Week 5 - Operationalizing the Strategy - Complete

Readings "Innovators Solution" Chapter 5 and 6 -  Notes Lecture Notes   Audio Executing the market strategy for disruptive innovation - each company has to fit the best strategy for them  - the more you can fit the easier it is going to be to implement - much easier to predict what will happen rather than when it will happen Don't assume you're making a decision forever - markets will change so be ready to change The internet is a disruptive system because in the knowledge economy it will change design systems in profound ways need to transform the way humans interact with technology by making it more appealing to them Amazing opportunity because  the world is full of systems that could be designed better Playing by different rules in the marketplace - Which activities should a new growth venture do internally in order to be as successful as possible as fast as possible, and which should it outsource to a supplier or partner?  - Will succ

Week 4 - Strategy Formulation - Key Internal Factors - Complete

Readings "Innovators Solution" Chapter 3 and 4 - Notes Clay Christensen. "Meeting the Challenge of Disruptive Change" A great manager - identifies the right person for the right job - trains employees to succeed at the jobs they're given. Can't just assess people Must assess abilities and disabilities of the organization Organizations facing major change may destroy what sustains them by making drastic adjustments - must understand what types of change they are capable of handling How to recognize core capabilities - resources  - tangible - people, equipment, technologies, and cash  - intangible - product designs, information, brands, and relationships with suppliers, distributors, and customers - processes   - patterns of interaction, coordination, communication, and decision making   - formal - explicitly defined and documented   - informal - routines, evolve over time - values  - standard by which employees set priorities