PP6 Teknologistrategier: Disruptiva teknologier och management

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1 1 PP6 Teknologistrategier: Disruptiva teknologier och management CARL-JOHAN ASPLUND LUNDS TEKNISKA HÖGSKOLA

2 Clayton 2 ristensen&form=hdrsc3#view=detail&mid=091cc 9119A7C B091CC9119A7C B

3 Viktigare frågeställningar.. 3 Vilken/a teknologier behöver företag idag och i framtiden? Distinktiva, kompletterande.. Tänk: Core-support Vilka teknologiska tillgångar kommer framöver att ge konkurrensfördelar? Befintliga, nya, eller kombinationer? Hur bör företag bäst bedriva/organisera sin FoU-verksamhet för att på bästa vis tillvarata befintlig och ny teknologi? Rätt affärsorganisation R&D alt C&D- kombination

4 Drivkrafter i samhället 4 Politiska Ekonomiska Social (kultur) Teknologi Environment (miljö, natur, resurser) Legal (Dessa påverkar vår verksamhet men som vi som individuellt företag inte själva kan påverka..)

5 Drivkrafter i affärsmiljön (Tänk: 5 forces) 5 Kunder - kunders kunder Leverantörer- leverantörers lev Mellanled ( t ex agenter) Partners Konkurrenter Offentlig opinion/debatt Vårt företag (påverkar vår verksamhet och som vi själva kan påverka..)

6 value of technology 1 6 Technology by itself - has no single objective value. The key important thing of technology - is to create value(s) for a end-customer (C) and/or a business customer (B2B). Think M & M: Value creating process

7 value of technology 2 7 The value of a technology remains latent - until it is commercialized in some way via a business model. The same technology commercialized in two different ways will yield e.g. two different returns/revenues. Q1: About innovation; Where to start in the business model?

8 Business Model 8

9 Valuable business model 9 A mediocre technology pursued within a great business model - may be more valuable than a great technology - exploited via a mediocre business model Chesbrough 2009 Q2: Håller ni med?

10 ABu 10

11 Vad är teknologistrategi? 11 Alla tekniska aktiviteter som syftar till att behålla, förnya, utvidga nuvarande affärer eller för att skapa nya affärer. Är Gränsytan mellan anskaffning/ inköp, teknologisk management samt kommersialisering. Innefattar nya teknologier/aktiviteter; T ex produkter, processer och administrativa arrangemang

12 Music industry 1 Insight 12 The problems with the music recording industry s business model are well known: its traditional business model was failing and revenues and profits were falling rapidly. CD unit sales are down substantially, while alternative formats for music distribution like itunes/spotify etc have grown more important.

13 Music industry 2 Insight 13 It is in times like these - when it is clear that the old business model is no longer working.. - that business model experimentation becomes important But it is not at all clear - what the eventual new business model will turn out to be. Only experimentation can help identify it and create the data etc needed to develop the new business model/s).

14 Question 14 Why don t more companies and organizations conduct experiments - to probe for potential new business models.. and before the time comes - when external innovations render their traditional ones redundant? Q3: What do you think?

15 I. Clayton Christensen (CC) about disruptive technology 15 What disrupts firms do is not their inability to conceive of the disruptive technology.. CC identifies the root of the tension as the conflict between the business model already established - for the existing technology and the new business model - which may be required to exploit the emerging disruptive technology..

16 II. Clayton Christensen about disruptive technology 16 Typically, the gross margins for the emerging one - are initially far below those of the established technology. And the company allocates its attention/ resources/capital etc....to the most profitable uses; established technology - will be favoured and the disruptive technology - starved out of resources etc.

17 III. Citat 17 Disruptive technologies is a misnormer. What it is, is trivial technology that screws up your business model Andy Grove, former CEO of Intel,

18 DQC: Cognitive barrier companies 18 DQC: Valuable information is filtered out of corporate decision processes Prahalad and Bettis talks about dominant logic of how the firm creates value and then captures value. These companies will seek information that fits with this dominant logic and ignore that info which conflicts with it.

19 How 2 overcome barriers.. 19 If managers want to strive to overcome these barriers and experiment with alternative business models How can they construct these experiments? Use e.g. Business model canvas to get ideas.. One approach is to construct maps of business models, to clarify the processes underlying them. But start with the Technological audit! (Ford).

20 Technology & Business Case 20 Case 2.0 Decisionmakers facing a key decision /important issues Relevant and non-relevant data (Learn2select) Instructors guide 2.0 Purpose for industry and academy (IU) Value(s) 4 UI Create insights/learning/skills Which? Task: What to do with the case (questions) Tools : Concepts and models (combine) Pedagogical/learning formats. Learn to argument - debate..act in future roles

21 9 principles (Matheson x 2) 21

22 A Mindset for the Future.. 22 Porter, Michael; Juni 2013 Why business can be both good and efficient And therefor provide sustainable value and revenue

23 Kursens innehåll (design) Målsättning med ämnet teknologistrategi 23 Grundsyn: Explore manage -exploit Förstå omvärlden (Omvärldsanalys) Samhällsmiljön Affärs- och nätverksmiljön SWOT, 5 Forces, 9 principles Moblisera företagets resurser och kompetenser Technological audit (Ford 1988) Resurs och kompetensanalys (JSW kap 3) Värdekejan (Porter 1985) Management & Ledarskap Organisation