Tidd Lectures 07

Managing Innovation -
lectures related primarily to a

book by
Tidd, Bessant & Pavitt
Staffan Laestadius, prof.
Nov 2007
OBS last years lectures!!!!!
Version alpha
nov 07
Laestadius: MONTIC/Tidd
Structure of the lectures (preliminary)

Follows the structure of the book:
lecture one: part I (chpt 1-2)
lecture two: part II (chpt 3-6)
lecture three: part III-IV (chpt 7-10)
lecture four: part V-VI (chpt 11-13)
(lecture five: to disposition)
Highly selective on the topics in various chapters
Includes comments/reflections, i.e. enlarges the scope of
the text
The ambition is to contribute to an integrated view and
understanding on the challenges/problems of innovation
management rather than focusing on details in the book.
nov 07
The key issues (chpt 1)
Innovation and competitive advantage 1.1

Innovation and competitive advantage
Whilst competitive advantage can come from size, or
posession of assets etc. the pattern is increasingly
coming to favour those organizations which can
mobilize knowledge and technological skills and
experience to create novelty in their offerings
(products/services) and the ways in which they create
and deliver those offerings
High costs (e.g. wages) are of little importance if

you can charge more (due to product
innovations) or produce more efficiently (due to
process innovations)
nov 07

Innovation and competitive advantage 1.1
Walking on two legs - not only (physical)
product innovations, cf:
Toyota
Benetton
Ikea
H&M
The role of the internet

nov 07

Types of innovation 1.2
The important thing is change and novelty
As regards products it is the perceived degree of novelty
which matters - they are in the eye of the beholder
As regards process innovations - the important thing is
costs, but also the impact on products and how they are
perceived (e.g. environmentally friendly processes)
The distinction between product and process innovations is
not important - sometimes it is just a question of
perspective
nov 07

Types of innovation 1.2:
Type of innovations
Product innovations
Process innovations
Position innovations
Paradigm innovation
Degree of novelty
Incremental
Radical
The significance of the innovation

System level
Component level
nov 07
System
level
New versions of
motor car,
aeroplanes etc.
New generations
of MP3s etc
Improvements
to components
New components
for
existing systems
Component
level
Incremental
nov 07
ICT revolution
Biotech revolution
Advanced
Materials
To improve
Component
performance
Radical

the role of incremental innovations 1.3
Cf. Rosenberg
Shipbuilding (Gilfillan)
Petroleum refineries (Enos)
Airliners (Rosenberg)
Microchips/consumer electronics
Cars
nov 07

Innovation as a knowledge based process 1.4
The two dimensional analysis by

Henderson & Clark
nov 07
nov 07
Reinforced
Overturned
Unchanged
Core concepts
Incremental
innovation
Modular
innovation
Changed
Linkages between core concepts and components
The structure of innovations
Architectural
innovation
Radical
innovation
10
The HC-typology: some illustrations

Incremental
Marginal improvement of software
Modular
Digitalizing the AXE system
Internet based e-commerce/shopping
Architectural
The typewriter?
Radical
penicillin
nov 07
11
What kind of innovation is

this?
nov 07
12
And this??.
Cf box 1.3 in Tidd et al
nov 07
13

The Challenge of Discontinuous Innovations
1.5
Rate of Major Innovation
Back to the Abernathy-Utterback model
Product innovation
Process innovation
Fluid phase
nov 07
Transitional
phase
Specific phase
14

The Christensen Dilemma of Disruptive
Innovations 1.6
Sustaining vs Disruptive Technologies
Incremental or radical/discontinuous
Disruptive technologies result in worse product performance
Disruptive technologies are typically cheaper, simpler, smaller, more
convenient
Market need vs Technology Improvement

Technologies can progress faster than market demand, they overshoot
Disruptive Technologies vs Rational Investment

Not rational for established companies to invest because
Lower margins
Insignificant markets
Leading customers/firms cannot use the products
nov 07
15
Cf. the three Utterback dimensions - the

Utterback Cube!
Assembled - non assembled
Substitution - market broadening
Competence enhancing - destroying
nov 07
16
The Christensen cases
The hard disc drives

The excavator: hydraulics
Minimills and continuous thin slab casting
Computers: from main frame (IBM) via minis (Digital) to PC:s
(Apple)
Printers: HP on lasers and inkjets
PDA:s - was Newton a failure?
Kittyhawk and HP (1.3HD)
Honda and the small scale motorbike
Intel and the microprocessor
nov 07
17
Changes in Market Leadership -- Hard Disk Drive Industry
nov 07
Product Generation:
Leading Firm:
14-inch (1973)
Control Data
8-inch (1978)
Priam, Shugart
5.25-inch (1981)
Seagate, Miniscribe
3.5-inch (1986)
Conner, Quantum
2.5-inch (1990)
Conner, Quantum
1.8-inch (1994)
Integral
18
Intersecting Trajectories of Capacity Demanded vs. Capacity Supplied in Rigid Disk Drives
Hard Disk Capacity (MB)
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74
nov 07
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
19
90
Number of Firms in the U.S. Rigid Disk Drive Industry
60
total
Number of Firms
50
40
30
20
exit
10
entry
0
76
77
78
79
80
81
82
83
84
85
86
87
88
89
Years (from 1976 to 1989)
nov 07
20
nov 07
21
nov 07
22
HP printers
The Apple and Newton
HP Kittyhawk
Honda motorbikes
nov 07
23
Christensen: the message in one picture
New (disruptive) technology
Capacity
High end demand
Low end demand
Year
nov 07
24
Performance oversupply and the evolution of

product competition
Performance oversupply changes the basis for
competition, eg.
Capacity
Size
Reliability
Price
Creates a vacuum/niche waiting to be filled

nov 07
25
The choice of strategy: incumbants

Market segmentation - high-end & low end?
pricing
Ambidextrous organization (Tushman-Anderson)?

HP inkjet
IBM pc:s
Revitalize the old technology?

ADSL/XDSL
Railroads - high speed trains
Integrate with/buy/join the entrant firms
nov 07
26
Waves of technologies - attacks and counter attacks

performance
a3
a2
a1
Pommern
land
A
time
nov 07
27
nov 07
28
Conclusions I
Small markets do not meet the growth needs of large
companies.
Yet the greatest opportunities for the future are in small
markets today.
The pattern seen in the disk drive industry is remarkably
similar to e.g. that of the typewriter industry.
Each change in market requirements, even though some
changes seemed trivial, resulted in a change in leadership
in the industry.
nov 07
29
Conclusions II
Complexity, over-complication of products, often leads to
failure in the market.
Simplicity and functionality lead to enduring classic
designs.
nov 07
30
Innovation as a management process

(chpt 2:1)
The real challenge not invention - but innovation
a core business process involving:
searching
selecting
Implementing (acquiring/executing/launching/sustaining)
Learning (all the time!!!)
Similarity in most processes/situations

Innovation management is a learned capabilitity
Cook book recipes not enough
nov 07
31

(chpt 2:1, cont.)
Size matters (but not only big!!)

The context (=> position)
Networks and systems
Project organizations
Do better/do different
nov 07
32

(chpt 2:2-3)
Rothwell: from simple linear model to systems
integration
Examples on partial (mis)understanding of the
innovation process (bounded vision):
seeing innovation as a linear technology push process
seeing innovation in terms of major breakthroughs only
seeing innovation as a single isolated change
seeing innovations as product or process only
nov 07
33

(chpt 2:4)
Can we manage innovation?
not every innovation fails, and some actors have
learned ways of responding and managing them so that
the probability to succeed increases
Success in innovation appears to depend upon two

key ingredients- technical resources (people,
equipment, knowledge) and the capabilities to
manage/mobilize them
The creation of routines based on shared beliefs
on how to do things
The trade off between routines and creativity
nov 07
34

(chpt 2:4)
Reflections on innovative routines (cf Nelson &
Winter)
not necessarily repetitive but backbone driven
how to organize projects (project management theory is
normally noy related to innovativeness)
routines become built in into organizational structures/
artefacts/policies
some routines are better that others
possible to learn - although not easy to acquire
the negative side of routines - NIH/core rigidities
nov 07
35

(chpt 2:5-6)
Innovation is a process, not a single event
The process can be manipulated to become
more innovative - innovation is (to some
extent) manageable
The need for an integrated view
cf. Rank Xerox
nov 07
36

(chpt 2:7)
Roadmaps for success
Searching (and creation)
selection
Implementing
Acquiring knowledge resources
Executing the project
Launching the innovation
learning and reinnovation

nov 07
37
II: Developing the framework for an

innovation strategy
(integrated view on chpt 3)
Rationalist or incrementalist strategies for
innovations (3:1)
Technology and competitive analysis (3:2)
Assessment of Porter (3:3)
The dynamic capabilities of firms (3.4)
Innovation strategies in small firms (3:5)
nov 07
38
The rationalistic strategy tradition.

Systems analysis, linear programming
the military inheritage, Clausewitz
the linear, rationalistic model of action
appraice
determine
act
The classic : Igor Ansoff
nov 07
39
..is far from unproblematic

Influences our focus: is the target to defeat an
enemy or to create satisfied customers?
Civic society has totally different sticks and
carrots (structrures of incentives)
The shortcomings of military intelligence
The linear, rationalistic model lacks - in its simple
form - a cognitive dimension, i.e. learning
the rationalist approach tends to underestimate the
cultural heritage, i.e. to overestimate the degrees
of freedom.
nov 07
40
Famous illustrations
When the analysis can go wrong:
The war in Vietnam i going well and will succeed (Robert
MacNamara, 1963)
Cf. the Iraqui war
When overestimating the strength of own resources:

I cannot conceive of any vital disaster happening to this vessel
(Captain of Titanic, 1912)
When underestimating new technology

I think there is a world market for about five computers (T. Watson,
IBM, 1948)
nov 07
41
The rationalistic view tends to have

an industry (branch) focus
Structural properties of industries
Barriers for entry
Product differentiation
Demand elasticity
In short the competitive situation, i.e.
primarily exogenous mechanisms
nov 07
42
The alternatives
the incrementalist view
Mintzberg: position, plan,
Focus on pattern of behaviour, revealed strategy
the resource based approach
Teece & Pisano, the dynamic capabilities approach
orig. Penrose, The Theory of the Growth of the Firm
processes, positions, paths
Normally starts in the unique resource combinations of the
firm, i.e. endogenous mechanisms
nov 07
43
Porter - rooted in the rationalist

school
Porters field of forces - five structural forces
Porters strategy matrix - three (four) strategies
From competitive analysis to SWOT
nov 07
44
The field of forces

New entrants
Strength of suppliers
Rivalry among existing

firms
Strength of buyers
Substitute products
nov 07
45
Porters strategy matrix

Strategic advantage
Strategic target group
Unique advantages
for the customer
nov 07
Total
industry
Selected
segment
Diffe-
rentiation
Differentia-
tion focus
Low cost
position
Cost
leadership
Cost focus
46
SWOT-analysis
(related to the Porter tradition)
Strengths

Weaknesses
Opportunitites
external
Threats

nov 07
internal
internal

external
47
Consequences of the matrix thinking in between positions are

underestimated
profitability
X
nov 07
Market share
48
Critical reflections
Underestimates the the power/strength of technology
(technological trajectories)
Overestimates the ability of management to enforce/
implement strategies i.e. To break with the product base,
the base of customers, the technology base, the
competence base etc.
getting stuck in the middle not necessarily a problem
To focused on competition and rivalry - where are
cooperative relations and (win-win) networks?
where is learning, innovativeness, dynamics?
nov 07
49
The Dynamic Capabilities of the

Firm (cf. Section 3.4)
A firm can accumulate large resources/assets and
still lack useful competences/capabilities
The ability to utilize the resources of the own firm
and acquire (assimilate) external ones may be
labelled dynamic capabilities
The foundation in this approach is that capabilitites/competencies not easily can be bought/sold
on the market but to a significant extent have to be
built outside the market.
nov 07
50
The core of the resource based/

capabilities approach
A successful firm is characterized by its capability to
create heterogenity through transforming existent or
acquired resources.
This heterogenity is not possible to imitate in the short
perspective or possible to instantly buy/sell on the market.
We may thus talk about a temporary excess interest
(monopoly or entreprenurial interest or profit)
The dynamic capabilitites may be analyzed through the
concepts: position, path, process
nov 07
51
II: Positions (chpt 4)
National systems of innovation (4.1)

Relation to competitors (4.2)
Appropriability conditions (4.3)
Positioning of small firms (4.4)
nov 07
52
Positions: national systems of innovation

(4.1)
National competence profiles

R&D landscape
National institutions
Cultural institutions (often neglected)
Cf. Porters diamond
Catching up: from the first to the second tier
tigers
nov 07
53
The role of design culture
nov 07
54
The Porter diamond
nov 07
55
Positions: relation to competitors (4.2)

Comparing with competitors benchmarking
Learning, imitating, match racing
nov 07
56
Positions: appropriability conditions

(4.3)
From technological leadership to economic benefits:
Translate technological advantage into commercially
viable products/processes
Capacity to defend the advantage against imitators
Cf. Xerox which did not reap the harvest it created (the
WYSIWYG, the mouse.)
nov 07
57
4.3 cont: The factors of appropriability
Secrecy
Accumulated tacit knowledge
Lead times and after sales-service
The learning curve
Complementary assets
Product complexity
Standards
Pioneering radical new products
Strength of patent protection
nov 07
58
II: Paths: exploiting technological

trajectories (chpt 5)
Major technological trajectories (5.1)
Revolutionary technologies (5.2)
On firm-specific competencies (5.3)
The core competence problem
Technological paths in small firms (5.4)
nov 07
59
Major technological trajectories (5.1)

A taxonomy on major technological
trajectories (Pavitt)
Supplier dominated firms, eg. agriculture
Scale intensive firms, eg. pulp&paper
Science based firms, eg. pharma
Information intensive firms, eg finance,
Specialized supplier firms. Eg. mach. equipm.
nov 07
60
nov 07
61
Major technological trajectories (5.1,

contd.)
Questions to ask:
Where do the companys technologies come
from?
How do they contribute to competitive
advantage?
What are the major tasks of innovation
strategy?
Where are the likely opportunities and threats,
and how can they be dealt with?
nov 07
62
Revolutionary technologies (5.2)

Revolutionary technologies (science based???):
ICT
Biotechnology
Materials
More?? (nano??)
Impacts:
Pervasiveness, genericness
Revolutionary impact: products, processes, industries
nov 07
63
Firm-specific competencies (5.3)

Prahalad & Hamel: the core competence problem
The strength of the cc appoach
Technology diversification
Multitechnology firms
Core rigidities (limited visions)
The strategic function of technology/competence
Core/critical
Background/enabling
Emerging/key
Developing and sustaining competencies
And identifying them!!
nov 07
64
II: Processes: integration for strategic

learning (chpt 6)
Locating R&D activities
Corporate vs divisional (6.1)
Global vs local (6.2)
Allocating resources for innovation (6.3)

Technology and corporate strategy (6.4)
nov 07
65
Corporate vs Divisional location of R&D

(6.1)
What is the role of the R&D/innovation/design unit?
Corporate intelligence - contribute to absorptive capacity?

Create capabilities/competencies?
Produce radical innovations?
Contribute to incremental innovations?
Focus on products, on processes?
Other?
A multi dimension problem:

Physical location to different corporate levels/divisions
Funding responsibility
Decentralization - centralization
nov 07
66
Global vs local R&D (6.2)

Hitherto most multinational firms have localized their
R&D units to their home countries - why??
There is now a tendency to globalize also R&D - why?
Analyzing R&D strategies:
Market oriented R&D
Process/technology/competence oriented R&D
Global networks in R&D?

Huawei & ZTE have R&D units in Kista - what are they
doing there?
nov 07
67
Global network?
Global hub system
The problem of global knowledge formation
nov 07
68
How to finance R&D? (6.3)

Quantitative methods for evaluating resource allocation in
R&D are not so used as you could imagine, although they
are there:
NPV
Probability/uncertainty
Project management methods (earned value)
What is the product from the R&D unit? (learning,

competence, positioning)
Two leg strategy in R&D?:
The R-leg (scanning, competence building)
The D-leg (product/process development)
nov 07
69
Technology and corporate strategy (6.4)

A two way link between technology strategy and corporate
strategy in general
The dependence on the technological path (you cannot
reasonably decide to be best on everything!!)
Strategy styles:
Financial control
Strategic planning (centralized)
Strategic control (decentralized)
nov 07
70
III: Learning from markets (chpt 7)

How do technology and markets affect
commercialization (7.1)
Differentiating products (7.2)
Creating architectural products (7.3)
Marketing technologival products (7.4)
Commercializing complex products (7.5)
Forecasting diffusion of innovations (7.6)
nov 07
71
The market learning problem (7.1)
Novelty of technology
high
low
nov 07
Technological
(new solutions
to exist. probl.
Differentiated
(compete on qual.
And features)
Complex
(everything new
and open)
Architectural
Novel comb. Of
Exist. Techn.)
Novelty of markets
high
72
Nokia: between design and innovation
nov 07
73
Quality
Function
Deployment
7.2
Customer
requirements
Options
Design options
Matrix of relationships
Competitor
assessment
Technical assessment
Differentiating/
optimizing
nov 07
Financial assessment
74
Architectural products (7.3)

The segmentation problem
Consumer markets (B2C)
Business markets (B2B)
Identifying potential niches to develop in the existing
markets or to create new markets
Cf. Christensen
nov 07
75
Design - the neglected dimension?
nov 07
76
but not neglected in the automotive

industry!
A complex relation between form

and function
nov 07
77
Technological products (7.4)

Identifying reverse salients in segments of
the existing markets - real shortcomings
where our product may have a role to play
Identify customer value for potential
customers to upgrade their technology
IPR problems
nov 07
78
7.5 Complex products

The CAT scanner
Cf von Hippel - user led innovations
nov 07
79
7.6 Forecasting the diffusion - and non

diffusion - of technologies
Penetration of:
mobile phones
TV-sets
Automobiles
DVD players
.
The conventional wisdom
nov 07
80
The classical diffusion problem:

Why did - or did not - the
Mid-West farmers in the USA
Transform to high yield hybrid
Corn in the 1930s and 1940s?
Cf:
Griliches (1960)
nov 07
81
Diffusion of clay storage of maize in Benin

(Maboudu et al)
nov 07
82
nov 07
83
The diffusion matrix

Laestadius (2005)
The improvement dimension
The communication dimension
Does not fit
nov 07
Fits
Not
informed
(fitness is a social
construction)
Informed
84
Is this diffusion?
nov 07
85
III: Learning through alliances (chpt 8)
Why collaborate? (8.1)

Forms of collaboration (8.2)
Patterns of collaboration (8.3)
Effect of technology and organization (8.4)
Managing alliances for learning (8.5)
nov 07
86
Why collaborate? (8.1)
To reduce cost of technological development

To reduce risk
To achieve economies of scale
To reduce time to market (TTM)
Consider
Transaction costs
Strategic implications
nov 07
87
Forms of collaboration (8.2)

Supplier relations and subcontracting
Depends on the supplier market and on objectives
Technology licensing
Speed of access rather than costs
Research consortia
Reduces risk, pooling scarce expertise, setting standards
Strategic alliances
Create critical mass, gain new/complementary competencies, reach
new markets
Joint venture
Innovation networks
nov 07
Open innovation
88
Effect of Technology on Organization/

cooperation (8.4)
Competitive significance of technology

Complexity of the technology
Codifiability of the technology
Credibility potential
Corporate strategy
Firm competencies
Company culture
Management comfort
nov 07
89
8.5 Alliances for learning
nov 07
90
IV: Managing the internal processes

(chpt 9)
Building dynamic capabilities through building routines enabling management:
Scanning routines (identification)
Strategy making routines (selection)
Resource provision , technology acquisition
Mobilizing the absorptive capacity
Implementation
The PD funnel
Concurrent working/integrated design/learning before doing
Mass customization/modularized products
Process innovation routines

Learning routines
nov 07
91
The creation of options (variety) and

reduction (selection) of alternatives
Search
Create
options
nov 07
Select
Reduce
alternatives
implement
92
Examples of search processes (9.1)
What business are we in?

Understanding market dynamics
Trend spotting
Monitoring technological trends
Market forecasting
Technological forecasting
Involving stakeholders (users, customers)
Involving insiders
nov 07
93
Selection/strategy (9.2)
The need for routines
nov 07
94
Knowledge acquisition (9.3)
Learning from internal organizations/activities

Learning from external organizations/acitivties
Absorptive capacity
Boundary spanning organizations
Bridges over different cultures
NIH
nov 07
95
Enabling implementation (9.4)
Concurrent working
Integrated design
Modularization
Mass customization
nov 07
96
Scania - modularized
nov 07
97
IV: Learning through corporate

ventures (chpt 10)
Moving beyond the core competence (extending the
processes, leaving the path):
Change within the existing organization (change management)
Acquire an organization which has what we want (fusions/
integration of foreign cultures are difficult)
Develop a separate organization (going ambidextrous, corporate
venturing)
nov 07
98
Technology
Base
Market
Base
Related
Unrelated
nov 07
Related
Internal
development
Id
Corporate
venture
Id
Joint venture
Cv
Unrelated
Joint venture
Cv
Acquisition
99
Reasons for corporate ventures (10.2)
Exploit underutilized resources

Introduce pressure on internal suppliers
Divest non-core activities
Satisfy managers ambitions
Spread risk and costs of PD
Grow the business
Learning
Diversify
Develop new competencies
nov 07
100
Structures of CV:s (10.4)
From direct integration

and integrated business teams
to new departments,
divisions and
special business units
to independent business units
or even complete spin-offs
nov 07
101
V: Building the innovative

organization (chpt 11)
Shared vision, leadership and will to innovate
The NIH phenomenon
The core rigidities phenomenon
Management committment
appropriate organization structure
Organic or mechanistic structure (Burns & Stalker, 1961)

Woodward: batch, mass or process organization
Centralized - decentralized (= involving all)
Parallel working, concurrent engineering
Networks
key individuals
Enabling figures (enthusiasts, eldsjlar)
Critical experts (and gate keepers)
nov 07
102

organization (chpt 11), contd.
stretching training and development
high involvment in innovation
Kaizen - continuous improvement
TQM
Hawthorne effects
effective teamworking
Cross-functional/competence/cultural/departmental
creative climate
Flat structure, egalitarian
Open minded, pluralist
Incentive systems
nov 07
103

organization (chpt 11), contd. 2
external focus
extensive communication
Job- rotation
learning organization
Learning to learn
Innovation as a learning cycle
Beyond the boundaries

Beyond the steady state
nov 07
104
The knowledge based firm

- a circus or a camping area?
nov 07
105
V: Creating innovative new firms (chpt 12)

Sources of New Technology-based Firms (NTBF:s)
The US tradition from Silicon Valley

ICT firms
Biotech firms
Entry barriers high - survival rate relatively high
University Incubators
The role of the university
The teachers exception (lrarundantaget), cf USA - Sweden
The academic entrepreneur
Profile of an Technical Entrepreneur

The Business Plan
To attract external funding
A platform for understanding/communication
Growth and Performance of Innovative Small Firms

nov 07
106
VI:An integrative approach to

innovation management (chpt 13)
Key themes
Four clusters of behaviour
Strategy
Internal/external linkages
Effective enabling mechanisms
Supporting organizational context
Three P:s of dynamic capabilities

Position
Path
process
nov 07
107

(chpt 13:1)
part II

Strategy
Effective
implementation
mechanisms
part IV
Phases in the innovation process
part V
Supportive
organizational
context
Effective
external
linkages
part III
nov 07
108

Tidd Lectures 07

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Tidd Lectures 07

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Managing Innovation -

lectures related primarily to a

Structure of the lectures (preliminary)

The key issues (chpt 1)

Innovation and competitive advantage 1.1

High costs (e.g. wages) are of little importance if

The key issues (chpt 1)

The role of the internet

The key issues (chpt 1)

The key issues (chpt 1)

The significance of the innovation

The key issues (chpt 1)

The key issues (chpt 1) 

The two dimensional analysis by

Linkages between core concepts and components

The structure of innovations

The HC-typology: some illustrations

What kind of innovation is

Cf box 1.3 in Tidd et al

The key issues (chpt 1)

Rate of Major Innovation

Back to the Abernathy-Utterback model

The key issues (chpt 1)

Market need vs Technology Improvement

Disruptive Technologies vs Rational Investment

Cf. the three Utterback dimensions - the

The Christensen cases

The hard disc drives

Changes in Market Leadership -- Hard Disk Drive Industry

Number of Firms in the U.S. Rigid Disk Drive Industry

Years (from 1976 to 1989)

The Apple and Newton

Christensen: the message in one picture

New (disruptive) technology

High end demand

Low end demand

Performance oversupply and the evolution of

Creates a vacuum/niche waiting to be filled

The choice of strategy: incumbants

Ambidextrous organization (Tushman-Anderson)?

Revitalize the old technology?

Integrate with/buy/join the entrant firms

Waves of technologies - attacks and counter attacks

Innovation as a management process

Similarity in most processes/situations

Innovation as a management process

Size matters (but not only big!!)

Innovation as a management process

Innovation as a management process

Success in innovation appears to depend upon two

Innovation as a management process

Innovation as a management process

Innovation as a management process

learning and reinnovation

II: Developing the framework for an

The rationalistic strategy tradition.

..is far from unproblematic

When overestimating the strength of own resources:

When underestimating new technology

The rationalistic view tends to have

Porter - rooted in the rationalist

The field of forces

Rivalry among existing

Porters strategy matrix

Managing Innovation -

The key issues (chpt 1)

The key issues (chpt 1)

The key issues (chpt 1)

The key issues (chpt 1)

The key issues (chpt 1)

The key issues (chpt 1)

The key issues (chpt 1)

The key issues (chpt 1)

IV: Managing the internal processes