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This course provides a series of strategic frameworks for managing high-technology businesses.
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Description
The emphasis throughout the course is on the development and application of conceptual models which clarify the interactions between competition, patterns of technological and market change, and the structure and development of organizational capabilities.
This is not a course in how to manage product or process development. The main focus is on the acquisition of a set of powerful analytical tools which are critical for the development of a technology strategy as an integral part of business strategy. These tools can provide the framework for deciding which technologies to invest in, how to structure those investments and how to anticipate and respond to the behavior of competitors, suppliers, and customers. The course should be of particular interest to those interested in managing a business for which technology is likely to play a major role, and to those interested in consulting or venture capital.
Course content
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- Creating, capturing, and delivering value with technology strategy Unlimited
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- Case: eInk Unlimited
- Case: Apple 2006 Unlimited
- Industry life cycles and evolution of markets Unlimited
- Case: Novartis Unlimited
- Partnership case: Intel (A): photolithography strategy in crisis Unlimited
- Organizational of innovation: structure, processes and incentives Unlimited
- Case: Abgenix and the XenoMouse Unlimited
- Appropriability: uniqueness and complementary assets Unlimited
- Case: Ember: developing the next ubiquitous network standard Unlimited
- Open standards, increasing returns, and propriety control Unlimited
- Case: Red Hat and the Linux revolution Unlimited
- Partnership case: Google and AOL Unlimited
- Mid-course summary Unlimited
- Horizontal / vertical strategies and the evolution of the value chain Unlimited
- Case: Nokia, Apple iPhone, and Google phone Unlimited
- Case: Kodak and the digital revolution (A) Unlimited
- Conclusions and reflections Unlimited
Instructor
