Linking Technology & Market
How to identify an optimal technology-to-market solution is a key element in unraveling the process of technology commercialisation.
”an essential tool for simplifying and humanizing. It can’t be extra; it needs to be a core competence” [Jon Kolko; founder Austin Centre for Design and author of ’Well Designed: How to Use Empathy to Create Products People Love]
Innovation & industry cycles
you can’t make intelligent investments within your organization unless you understand how your whole industry is changing. If the industry is in the midst of radical change, you’ll eventually have to dismantle old businesses. If the industry is experiencing incremental change, you’ll probably need to reinvest in your core. The need to understand change in your industry may seem obvious, but such knowledge is not always easy to come by
This framework is used to analyse how entrepreneurial strategies look like, how they are complemented and how they are contingent upon value chain activities and protection. It allows you to analyse whether or not you will be able to capture the profit of an innovation.
Blue Ocean Strategy
Most businesses compete in the ‘red ocean‘ space of existing industry and market boundaries, attacking competitors heads-on. However businesses that compete in the ‘blue ocean‘ space of value innovation break out and redefine these boundaries; their business models create new market segments and unique new offerings or industries, with no direct competitors
build either on existing technological competences in the companies while developing new customer competences, or alternatively use existing customer competences, which need new technological competences. The contextual factors at business unit level which facilitate the double loop of de-linking and re-linking technical and customer competences imply “acceleration”, a “bend-the-rules”-mentality, a “learning”-context and a “growth”-vision.
A value configuration model required to understand and analyze firm-level value creation logic across a broad range of industries and firms. In contrast to value chain (linear transactions), the flow of benefits may be indirect – you may offer one form of value to a particular member and receive value back from a different member e.g. Google offers search capability to users but receives income from advertisers
Use of Big Data
See Chebli, Goodridge & Haskel, 2015