Tm 721 session 1 2 10-10-10[1]

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TM 721 Business Strategy for Entrepreneur TM.721 Business Strategy for Entrepreneur Master of Science in Technology Management Programme Dr. Pun-Arj Chairatana Session 1 & 2 10 OCTOBER 2010
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Lecture note for TM.721 second semester 2010

Transcript of Tm 721 session 1 2 10-10-10[1]

Page 1: Tm 721 session 1 2 10-10-10[1]

TM 721 Business Strategy for EntrepreneurTM.721 Business Strategy for Entrepreneur

Master of Science in Technology Management Programme

Dr. Pun-Arj Chairatanaj

Session 1 & 2

10 OCTOBER 2010

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Course DescriptionCourse Description

ํ ั ใ ใ• การนําความรูดานการจัดการมาใชใน– การบรหิารธุรกิจ

ิ ส ิ โ ส ิ ึ– การวเคราะหสถานการณ และการวเคราะหโอกาสทางธุรกจ รวมถง

– การแกไขปญหาและการตัดสินใจทางธรุกิจอยางมีประสิทธภิาพ

• โดยเนนวิเคราะหในประเด็นที่ทันสมัย เพื่อใหมปีระสบการณในการนําเอาทฤษฎีไป• โดยเนนวเคราะหในประเดนททนสมย เพอใหมประสบการณในการนาเอาทฤษฎไปประยุกตใชในทางปฏิบัติ

• โดยอาศัยเทคนิคโดยอาศยเทคนค– กรณีศึกษา

– สัมมนาเชงิปฏิบัติการ และสมมนาเชงปฏบตการ และ

– เกมจาํลองทางธุรกิจ เปนตน

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ObjectivesObjectives

สรางความเขาใจตอทฤษฎีและองคความรูที่เกี่ยวของกับกลยุทธ

โ โ ีสรางความสามารถใน

ไ ปเทคโนโลยและนวัตกรรมสําหรับผูประกอบการเทคโนโลยี

การแกไขปญหาและศักยภาพการตัดสินใจทางธุรกิจนวัตกรรมและเทคโนโลยี

สรางความสามารถในการทํางานเปนกลุม

สรางความสามารถในการวิเคราะห

สถานการณ และโอกาสทางธรกิจ

พัฒนาทักษะการวิเคราะหและพัฒนากรณีศึกษากลยุทธธรกิจเทคโนโลยีและุ ุ

นวัตกรรม

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การวัดผลสัมฤทธิ์ในการเรียนการวดผลสมฤทธในการเรยน

ป ิ ั ั ื ั• การปฎิสัมพันธจากเครือขายสังคม 15%– ใหสราง SOCIAL NETWORK สําหรบัแลกเปลียนองคความรูและการทาํรายงานผาน

ning com / facebook / และ twitterning.com / facebook / และ twitter

• การทํารายงานเดี่ยว 15%– พัฒนากรณีศึกษาดานกลยทธนวัตกรรมพฒนากรณศกษาดานกลยุทธนวตกรรม

• การทํางานกลุม 20%– พัฒนาบทวิเคราะหดานกลยทนวัตกรรมรายสาขาหรอือตสาหกรรมพฒนาบทวเคราะหดานกลยุทนวตกรรมรายสาขาหรออตุสาหกรรม

• การนําเสนองานกลุม 20%– นําเสนอบทวิเคราะหดานกลยทนวัตกรรมรายสาขาหรืออตสาหกรรมนาเสนอบทวเคราะหดานกลยุทนวตกรรมรายสาขาหรออุตสาหกรรม

• การสอบปลายภาค 30%

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STRUCTURE OF COURSESTRUCTURE OF COURSE

Foundation

Strategic innovationSession 01: Technology, Innovation, and Strategy

S i

g

Session 03: Understanding Evolution of

Strategic entrepreneurship

Session 06: Strategic leadership

Session 02: When Strategy Meets Creativity

Evolution of Innovations

Session 04: Managing Strategic Innovation

S i 05: C

Session 06: Dimensions of Strategic Entrepreneurship

Session 07: Paths of

Session 09: Engagement of Leader

Strategic organisation

Session 12: Principles Session 05: Case Discussion

Session 07: Paths of Strategic Entrepreneur

Session 08: Case Discussions

Session 10: Leadership, Envisioning, and Interacting

of StrategicOrganisation

Session 13: Innovative VS

i i iSession 11: Case Discussions

Creative Organisation

Session 14: Case Discussions

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What are the differences?What are the differences?

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Session 01: Technology Innovation and StrategySession 01: Technology, Innovation, and Strategy

What is Technology

TechnologyStrategy?

Technological innovation

Technology strategy

What is Innovation Strategy?

Entrepreneur

InnovationStrategy Innovation strategy

How these strategies relate to technological innovation?g

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TechnologyTechnology

• How technology differs from knowledge and science?

• Major groups of technologies:

– Emerging technologies

– General purposed technologies (GPT)General purposed technologies (GPT)

– Technology VS Invention

– Convergence VS Divergence– Convergence VS Divergence

– Technology commercialisation

– Technology and Ethics

– And etc.

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Innovation & Technological InnovationInnovation & Technological Innovation

• …concerned with the new or the novel.

• Distinction between innovation and invention?Distinction between innovation and invention?

• Is innovation technology based?

– Fact1: Many of the more significant innovations of the 20th century are

organizational rather than technology based!

• On Tangibility and Intangibility...

– FACT2: An innovation may therefore be a thing! Whether artefact product FACT2: An innovation may therefore be a thing! Whether artefact, product

or process or indeed service, system or infrastructure

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Evolution of Definition on Innovation IEvolution of Definition on Innovation I

• Building on Schumpeter’s useful definition between invention and innovation

– “Invention implies bringing something new into being;

– innovation implies bringing something new into use”.

• Innovation has been defined as...

– the successful introduction into an applied situation of means or ends that are new to

that situation.(Mohr, 1969, quoted in Cummings and O’Connell, 1978, p.34)

• Innovation means change.

– Such changes can be incremental or radical, evolutionary or revolutionary, enabling g , y y, gor disruptive. They can have different effects upon producers and users.

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Evolution of Definition on Innovation IIEvolution of Definition on Innovation II

The OECD, 2001:

The Department of Trade and

I d st UK

The European Commission, FORA, Denmark: ,

• Innovation can be defined as the

Industry, UK, December 2003:

• Innovation is the successful exploitation of

,March 2003:

• Innovation is the successful production,

,

• Innovation is the development of products,

development, deployment and economic utilisationof new products, processes or services,

d i i i l

pnew ideas.

p ,assimilation and exploitation of novelty in the economic and social spheres.

p p ,production processes, services and concepts which are new to the activity in question.

and is an increasingly important contributor to sustained and sustainable economic growth both at growth, both at microeconomic and macroeconomic levels.

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StrategyStrategy

•• Military origin,

• A plan of action designed to achieve a particular goal.

• O i i ll f t t i di ti t f t ti• Originally usage of strategy is distinct from tactics.

– Strategy: How different engagements are linked? The terms and conditions that it is fought on and whether it should be fought at all is a matter of strategy

– Tactics: The conduct of an engagement. How battle or competition are fought is a matter of tactics.

• Th f l l f i • The four levels of economic strategy are

– Economic goals or growth strategy,

– Corporate strategy Corporate strategy,

– Operations, and

– Tactics.

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Technology StrategyTechnology Strategy

•• Objective(s), principles and tactics relate to the technologies that the organisation uses.

• It focuses on the technologies people who directly manage such technologiesIt focuses on the technologies, people who directly manage such technologies.

• It can be implied to

– Organisational behavior towards technology decision g gy

– Technology and resource allocation

– Technological human resource management

– Technological interface

– Value creation through technologies

R&D management – R&D management

– And etc.

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Innovation Strategy:

Application for Thai Value Creation

Source: Tantichaoen, M. and developed from BIOTEC DATABASE

14Copyright © 2006 Pun-Arj Chairatana

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Innovation Entrepreneur and StrategyInnovation, Entrepreneur, and Strategy

• Much of existing innovation theories have developed and derived

from studies of large manufacturing firms in advanced markets and

mainly concerned with the successful of product innovation.

• Th i f t hi f ll b i ti • Theories of entrepreneurship focus on small business creation, our

scopes here are

– Application of key existing theories on innovation and entrepreneurship.

– Learning by doing

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Bright idea Burst modelBright idea, Burst model

• Mr. M. was a bright young PhD scientist with a patent on a new algorithm for monitoring social network activity and predicting the early onset of a tipping point and trend onset of a tipping point and trend.

• He was convinced of the value of his idea and took it to market having sold his car borrowed money form family and friends and taken out a sold his car, borrowed money form family and friends and taken out a large loan.

• He went bankrupt despite having a demonstration version which the p p ginvestors he showed it to were impressed by.

• Why might his failure be linked to having a partial model of how y g g pinnovation works, and how could he avoid making the same mistake in the future?

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Knowledge Strategy and InnovationKnowledge, Strategy, and Innovation

• How does innovation operate as a knowledge creation and transfer

process?

• If innovation is increasingly a matter of knowledge management, what

sorts of challenges does this approach pose for managing the process?sorts of challenges does this approach pose for managing the process?

• How can knowledge be used to provide competitive advantage in a

i i k l d h i h hi d b d competitive market-place – and how might this advantage be protected

and preserved?

• How does innovation contribute to competitive advantage? Support your

answer with illustrations from both manufacturing and services.

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New Paradigm New RulesNew Paradigm, New Rules

• Does innovation matter for public services? Using examples indicate how and where it can be an important strategic issue.

• Y l i d di f ll h i hi h • You are a newly-appointed director for a small charity which supports homeless people. How could innovation improve the ways in which your charity operates? charity operates?

• Innovation can take many forms. Give examples of product/service, process, position and paradigm (mental model) innovations.p , p p g ( )

• The low-cost airline approach has massively changed the way people choose and use air travel, and has been both a source of growth for new gplayers and a life-threatening challenge for some existing players. What types of innovation have been involved in this?

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Session 02: When Strategy Meets CreativitySession 02: When Strategy Meets Creativity

St t C ti itStrategy Creativity

Content Outcome ProcessContent Outcome Process

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A Definition Framework of CreativityA Definition Framework of Creativity

Process• Tolerating

• Uncreative strategy

– Creative can’t be planned directly• Tolerating

contradictions + Bisociativethinking

– Bisocication

– Plurality

Mi t k d id t

Creativity

– Mistakes and accidents

– Slack

– ExpectationCreativityContent• Innovation +

Outcome• Rethinking

problems +

Expectation

– Imagine

– Competitive tension• Innovation + lasting value

problems + transforming contexts

Competitive tension

– Heroic leadership by individual

– Creativity is not innovation

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Five Creative Connections for the FutureFive Creative Connections for the Future

Creative strategy requiresthe integration of

Creative strategy incorporates an approach to innovation that harnesses

both

Creative strategy utilises an approach to

entrepreneurship that promotes both

Creative strategy draws upon an approach to

leadership based upon being able

Creative strategy involves an approach to organisation

that focuses that

Innovation Creation and Diligence and To envision the big picture for the future and

Activities of others and

Entrepreneurship Discovery DilettantismTo interact in the

present

Encourages them to roam into pastures new.

Leadership and

Organisation.

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Assignments 1Assignments 1

• Sector innovation patterns

• Innovation success and failureInnovation success and failure

• Strategic advantage through innovation

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This short case exercises requires the student to investigateq g

1) Patterns of innovation in the industry,

2) Highlighting patterns of continuous evolution punctuated by discontinuous shifts.

3) discussion of industry dynamics and the role which innovation plays in shaping these over time3) discussion of industry dynamics and the role which innovation plays in shaping these over time.

กรณีศึกษาคกเอกชน กรณีศึกษารถจักรยานกรณศกษาคุกเอกชน กรณศกษารถจกรยาน