Introduction
- Business School Strategy: What’s missing?
- Innovation Perspectives on Strategy
- Management of Technology: What's it all About?
- Why Have an Innovation Strategy?
- The Innovation Pentagon™ Framework
- Lean Innovation and Lean Thinking
Cornerstone 1. Leveraging Corporate Strategy
- The Core Competence-based Strategy Process
- Strategic Direction Setting: The Process, Tools and Outputs
- Strategic Intent
- Core Competence-based Corporate Strategy
- Common Misconceptions about Core Competence
- What Core Competencies Really Are
- Key Distinguishing Criteria
- Why Core Competencies Are Important
- The Resource-Based View of the Firm
- Some Problems with the Core Competence Concept
- Identifying Your Core Competencies
- Contingency Issues
- The Core Competence Bubble Map™
- The Top-Down Approach to Identifying Core Competencies
- Attributes: Keys to Understanding and Recognizing Core Competencies
- The Bottom-Up Approach to Identifying Core Competencies
- Implementing The Intellectual Capital Inventory Process
- Linking Knowledge and Skill Bases to Core Competence Attributes
- Synthesising Top-Down and Bottom-Up
- Leveraging Your Core Competencies
- Building and Enhancing Your Core Competencies
- The Strategic Architecture
- Bringing New University Technology into Product Innovation: Research Results
- Embracing Technological Change Through a Core Competence Strategy
Cornerstone 2. Product Strategy
- The Importance of "New" Products
- Product Innovativeness
- New Platform Family Products
- Measuring Product Success
- Project Attrition and Success
- Critical Success Factors
- Superior Product
- Market Attractiveness
- Global Products
- Leveraging Core Competencies
- Product Strategy
- Core Strategic Vision
- Defining Goals and Roles: Strategy Metrics
- Strategic Arenas
- The Product Market Matrix
- Arena Opportunity Selection: Five Process Steps
- Attractiveness Measures: Market and Technology Score Chart
- Product Advantage Measures: Score Chart
- Improving the Rate of Adoption of Your Products: Score Chart
- New Product Attack Plans
- Strategic Behavior Types: Prospector, Analyzer; Defender, Reactor
- Product Strategy Scenarios
- Resource Allocation Across The Product Portfolio: Multiple Dimensions
- Core Competencies and New Platform Products: Research Results
Learning Laboratory
- Product Strategy Exercises
Cornerstone 3. New Product Development Process
- New Product Development Process and Lean Thinking
- Critical Success Factors
- The Stage Gate (or Phase-Review) Process
- Attributes and Benefits of Stage Gating
- Project Funneling: Reducing the Waste
- High and Low-Phased Stage-gate Approaches
- The Gate/Review Structure
- Gate Review Process
- Gate Inputs and Outputs
- Decision Criteria: Mandatory and Ranking Criteria
- The Stages and Activities of The Development Process
- Pre-development Activities
- Creating New Product Concepts
- Sources of New Ideas
- Idea Capturing and Handling
- Dedicated Concurrent Development Teams
- Radical Innovation: Conducting Expert Innovation Sessions
- Rapid Software: Evolutionary Product Development in the E-Business World
Cornerstone 4. Technology Strategy
- Technology as Knowledge, Skills or Artefact
- Competitive Advantage and the Technology Lifecycle
- Competitive Impact of Technology: Strategic vs. Enabling Technologies
- Key Components of Technology Strategy
- First-Mover/Pioneer vs. Fast-Follower
- Main Advantages of First-Mover
- Risks and Pitfalls of the First-Mover
- Mechanisms for First-Mover Advantage
- Technology Leader Strategy: Risks to Manage
- Fast-Follower Strategy: Risks to Manage
- Rewards of Technology Leadership
- Internal Development vs. External Sources of Technology
- External Sources of Technology: Attractiveness and Mechanisms
- Technology Life-cycle and Technology Adoption Methods
- Strategic Outsourcing: The Core Competence Connection
- Strategic Outsourcing Decision Process: Overview
- R&D Expenditure: How Much is Enough?
- Distribution of R&D
- Factors of Distribution: How to Spend it Smarter
- Connecting Science and Technology Paradigms
- The 80-20 Model for R&D Spending
- Intellectual Property Protection
- Technology Leadership and University R&D: Research Results
Cornerstone 5. Research and Development
- R&D Needs: Multiple Dimensions
- Justify R&D Financing with the Strategic Positioning Options Model
- The Call Option Model
- R&D Option Flow Chart
- R&D Option Decision Tree: Example
- Strategic Technology Planning
- Strategic Technical Areas (STA)
- Identifying Current and Future STAs: Challenges
- Core Competence Building Analogy
- Industry Motivations/Benefits for University R&D: Research Results
- Building Core Competencies & STAs through University R&D: Mechanisms
- Balancing Conflicting Needs: Academic vs. Industrial
- Strategic Framework Model for Building STAs Through Government Supported University R&D
- The R&D Technology-Option Building Model: Nine Strategic Advantages
- The Four Step R&D Technology-Option Process: Barriers and Solutions
- The Financial Model
- Exploiting University Research: Research on Key Factors
- Proximity, IP Rights, Application Readiness, Knowledge Transfer
Note: As part of our continuous improvement process, this program outline and associated contents is subject to change.
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