Lectures (Video)
- 1. Creating, capturing, and delivering value with technology strategy
- 2. S-Curves
- 3. Introduction to Industry Life Cycles and Market Evolution
- 4. Market Evolution
- 5. An Introduction to Organization Structure
- 6. Effective Organization of R&D
- 7. Creating Value with Effective Organization
- 8. Value Capture
- 9. Uniqueness and Complementary Assets
- 10. Value Capture II
- 11. Network Effects and Standards-Based Competition
- 12. Red Hat and The Linux Revolution
- 13. Google
- 14. Vertical and Horizontal Strategies in Converging Ecosystems
- 15. Strategic Management of Platforms and Ecosystems
- 17. Strategy and Product Development
- 18. Toyota
- 19. Organizational Dynamics
- 20. Partnership case
- 21. Partnership case II
- 22. Managing through discontinuities
- 24. Technology Strategy Review
Technology Strategy
Course Summary
This course is based on 15.912 Technology Strategy, Fall 2008 made available by Massachusetts Institute of Technology: MIT OpenCourseWare under the Creative Commons BY-NC-SA license.
This course provides a series of strategic frameworks for managing high-technology businesses. 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.
Reading Material
1. The S-curve: A New Forecasting ToolFoster, R. "The S-curve: A New Forecasting Tool." Chapter 4 in Innovation, The Attacker's Advantage. New York, NY: Summit Books, Simon and Schuster, 1986, pp. 88-111. ISBN: 9780671622503.
2. Invasion of a Stable Business by Radical Innovation
Utterback, James. "Invasion of a Stable Business by Radical Innovation." Chapter 7 in Mastering the Dynamics of Innovation. Cambridge, MA: Harvard Business School Press, 1994. ISBN: 9780875843421.
3. Book: Crossing the Chasm
Moore, G. Crossing the Chasm. Revised ed. New York, NY: Harper Collins, 1999. (Read chapter 1 "High-Tech Marketing Illusion," and chapter 2 "High-Tech Marketing Enlightenment," pp. 9-62.) ISBN: 9780066620022.
4. How Can Great Firms Fail? Insights From the Hard Disk Industry
Christensen, Clayton "How Can Great Firms Fail? Insights From the Hard Disk Industry." Chapter 1 in The Innovator's Dilemma. Cambridge, MA: Harvard Business School Press, 1997, pp 3-28.
5. Book: Co-Opetition
Brandenburger, Adam, and Barry Nalebuff. Co-Opetition. New York, NY: Broadway Business, 1997. (Read chapter 1 "War and Peace," chapter 2 "Co-Opetition," and chapter 5 "Added Value," pp. 3-39 and 110-158.) ISBN: 9780385479509.
6. Technological Change, Ambidextrous Organizations and Organizational Evolution
Tushman, Michael, and Wendy Smith. "Technological Change, Ambidextrous Organizations and Organizational Evolution." The Blackwell Companion to Organizations. Edited by J. Baum. Malden, MA: Wiley-Blackwell, 2002. ISBN: 9780631216940.
