Tehnoloogiastrateegia

“Laenatud” ettekanne

• Developing and Managing a Successful Technology & Product Strategy

Prof. Rebecca Henderson, MIThttp://web.mit.edu/15.932/www/home.html

Effective strategies rest on three foundations:

Technologies

Markets

Value Creation

ValueCapture

Value Delivery

Or Answer 3 Key Questions:

How will we Create value?

How will weCapture value?

How will weDeliver value?

A Key Framework: The industry life cycle

Era of Ferment/Disruption

“Dominant design” emerges

Maturity

IncrementalInnovation

Can the life cycle be predicted?Technological exhaustion (1)

Performance

Time

Physical limit?

Performance is ultimately constrainedby physical limits

Eg:Sailing ships & the power of the windCopper wire & transmission capabilitySemiconductors & the speed of the electron

Can the life cycle be predicted?Technological exhaustion (2)

Performance

Effort

Performance is a non linear functionof effort expended: in mature industries more and more effort may lead to less and less progress, while progress in emerging industries may be “surprisingly” fast

Established technologyEmerging

technology

The S-curve Maps Major Transitions

Performance

Time

Ferment

Takeoff

Maturity

Disruption

Real Life Cycles (3): Music

Performance

Time

LPs

CDs

Internet based

Understanding market dynamics: (Rogers)

UnitsBought

Time

Innovators

EarlyAdopters

EarlyMajority

LateMajority

Laggards

Adopters differ by, for example, social, economic status -- particularly resources, affinity for risk,knowledge, complementary assets, interest in the product

Some new technologies sell to niche markets with less demanding requirements

Performance

Time

Established technology

Mainstream customer needs

Niche customer needs

Invasive Technology

Clay Christensen: The Innovator’s Dilemma

Uniqueness & Complementary Assets over the Life Cycle:

Ferment

Takeoff

Maturity

UniquenessComplementary

Assets