| LEC # | TOPICS | READINGS |
|---|---|---|
| Introduction and Overview | ||
| 1 | What is technology strategy and why does it matter |
Amabile, Teresa M., and Susan Archambault. "E Ink." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-800-143, August 16, 1999. Christensen, Clayton M., and Michael E. Raynor. "Why Hard-Nosed Executives Should Care About Management Theory." Harvard Business Review 81, no. 9 (2003): 66-74. |
| Technological Innovation | ||
| 2 | Technological innovation |
Bowen, H. Kent, Kenneth P. Morse, and Douglas Cannon. "A123 Systems." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 606114, May 8, 2006. Christensen, Clayton M. "Exploring the Limits of the Technology S-Curve Part I: Component Technologies." Product and Operations Management 1, no. 40 (1992): 334-357. |
| 3 | Technological innovation and design options |
MacCormack, Alan, and Kerry Herman. "Rise and Fall of Iridium." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 601040, November 8, 2001. Gourville, John. "Eager Sellers and Stony Buyers: Understanding the Psychology of New Product Adoption." Harvard Business Review 84, no. 6 (2006): 98-106. |
| 4 | Projects (an opportunity to present proposals for project ideas) | No assigned readings. |
| Demand Opportunity, Life-cycles and Transition | ||
| 5 | Demand opportunity |
Tripsas, Mary P., and Emily Thompson. "Lexar Media: The Digital Photography Company?" Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-805-062, October 15, 2004. Rogers, Everett. "Innovativeness and Adopter Categories." Chapter 7 in Diffusion of Innovations. New York, NY: Free Press, 2003. ISBN: 9780743222099. |
| 6 | Marketing high-tech products |
Lal, Rajiv, and Sean Lanagan. "Documentum, Inc." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 502026, April 10, 2002. Moore, Geoffrey. "High-Tech Marketing Illusion," and "High-Tech Marketing Enlightenment." Chapters 1 and 2 in Crossing the Chasm. New York, NY: Harper Collins, 2002. ISBN: 9780060517120. |
| 7 | Debrief and discussion on demand opportunity |
Ulwick, Anthony. "Turn Customer Input into Innovation." Harvard Business Review 80, no. 1 (2002): 91-97. Christensen, Clayton M., Scott Anthony, Gerald Berstell, and Denise Nitterhouse. "Finding the Right Job for Your Product." Sloan Management Review 48, no. 3 (2007): 38-47. Leonard, Dorothy, and Jeffrey Rayport. "Spark Innovation Through Empathic Design." Harvard Business Review 75, no. 6 (1997): 102-113. Thomke, Stefan, and Eric von Hippel. "Customers as Innovators: A New Way to Create Value." Harvard Business Review 80, no. 4 (2002): 74-81. |
| 8 | Life-cycles and transitions |
Gavetti, Giovanni, Rebecca Henderson, and Simona Giorgi. "Kodak and the Digital Revolution (A)." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-705-448, November 16, 2004. Henderson, Rebecca, and Kim Clark. "Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms." Administrative Science Quarterly 35, no. 1 (1990): 9-30. Christensen, Clayton M. "Exploring the Limits of the Technology S-Curve Part II: Architectural Technologies." Product and Operations Management 1, no. 4 (1992): 358-366. |
| 9 | Responses to transitions |
Gavetti, Giovanni, Elizabeth Johnson, John Lafkas, and Mary Tripsas. "Polaroid: Entering Digital Imaging." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 706459, May 7, 2007. Suarez, Fernando F., and Gianvito Lanzolla. "The Half-Truth of First-Mover Advantage." Harvard Business Review 83, no. 4 (2005): 121-127. Tripsas, Mary, and Giovanni Gavetti. "Capabilities, Cognition and Inertia: Evidence from Digital Imaging." Strategic Management Journal 21, nos. 10-11 (2000): 1147-1161. |
| 10 | Debrief and discussion on transitions and disruption |
Suarez, Fernando F. "Battles for Technological Dominance: an Integrative Framework." Research Policy 33, no. 2 (2004): 271-286. Christensen, Clayton M., and Joseph Bower. "Disruptive Technologies: Catching the Wave." Harvard Business Review 73, no. 1 (1995): 43-53. |
| Business Ecosystems, Creating and Capturing Value | ||
| 11 | Business Ecosystems |
Moore, James F. "Predators and Prey: A New Ecology of Competition." Harvard Business Review 71, no. 3 (1993): 75-86. Iansiti, Marco. "Strategy as Ecology." Harvard Business Review 82, no. 3 (2004): 68-78. Yoffie, David, and Mary Kwak. "With Friends Like These: The Art of Managing Complementors." Harvard Business Review 84, no. 9 (2006): 88-98. |
| 12 | Standards battles |
Tripsas, Mary. "Adobe® Systems, Inc." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-801-199, December 5, 2000. Shapiro, Carl, and Hal Varian. "The Art of Standards Wars." California Management Review 41, no. 2 (1999): 8-32. Cusumano, Michael, and Y. Mylonadis. "Strategic Maneuvering and Mass Market Dynamics: The Triumph of VHS over Beta." Business History Review 66 (1992): 51-94. Arthur, Brian. "Increasing Returns and the New World of Business." Harvard Business Review 74, no. 4 (1996): 100-111. |
| 13 | Ecosystems, standards and value capture |
Henderson, Rebecca, and Nancy Confrey. "Ember Corp.: Developing the Next Ubiquitous Network Standard." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-703-448, February 3, 2003. Collis, David, and Cynthia Montgomery. "Competing on Resources." Harvard Business Review 73, no. 4 (1995): 118-128. Teece, David. "Capturing Value from Knowledge Assets: The New Economy, Markets for Know-How and Intangible Assets." California Management Review 40, no. 3 (1998): 55-79. Chakravorti, Bhaskar. "The New Rules for Bringing Innovations to Market." Harvard Business Review 82, no. 3 (2004): 59-67. |
| 14 | Debrief and discussion on ecosystems and value capture |
Christensen, Clayton M., Michael E. Raynor, and Matt Verlinden. "Skate to Where the Money Will Be." Harvard Business Review 79, no. 10 (2001): 72-81. Baldwin, Carliss Y., and Kim B. Clark. "Architectural Innovation and Dynamic Competition: The Smaller 'Footprint' Strategy." Harvard Business School Working Paper 07-014 (August 2006). |
| 15 | Open innovation and open source |
MacCormack, Alan, and Kerry Herman. "Red Hat and the Linux® Revolution." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-600-009, November 5, 1999. Pisano, Gary P., and David J. Teece. "How to Capture Value from Innovation: Shaping Intellectual Property and Industry Architecture." California Management Review 50, no. 1 (2007): 278-296. Baldwin, Carliss, and Kim Clark. "Managing in an Age of Modularity." Harvard Business Review 75, no. 5 (1997): 84-93. |
| 16 | Debrief and discussion on open innovation and open source | Chesbrough, Henry W., and David J. Teece. "Organizing for Innovation: When is Virtual Virtuous?" Harvard Business Review 80, no. 8 (2002): 127-135. |
| Strategy, Adaptation, Agility and Decision-making | ||
| 17 | Strategy and adaptation |
Yoffie, David B., and Michael Slind. "Apple Inc., 2008." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 708480, September 8, 2008. Teece, David J., Gary Pisano, and Amy Shuen. "Dynamic Capabilities and Strategic Management." Strategic Management Journal 18, no. 7 (1997): 509-533. Eisenhardt, Kathleen, and Jeffrey A. Martin. "Dynamic Capabilities: What are They." Strategic Management Journal 21 (2000): 1105-1121. |
| 18 | Re-invention and convergence |
Slind, Michael, David B. Yoffie, and Travis D. Merrill. "iPod vs. Cell Phone: A Mobile Music Revolution?" Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 707419, August 2, 2006. Yoffie, David B., and Michael Slind. "iPhone vs. Cell Phone." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 708451, October 5, 2007. Eisenmann, Thomas, Smita Bakshi, Sebastien Briens, and Shailendra Singh. "Google, Inc." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 804141, May 9, 2005. Sull, Donald. "Strategy as Active Waiting." Harvard Business Review 83, no. 9 (2005): 120-129. |
| 19 | Debrief and discussion on strategic agility | Mankins, Michael, and Richard Steele. "Stop Making Plans: Start Making Decisions." Harvard Business Review 84, no. 1 (2006): 76-84. |
| 20 | Simulation |
Christensen, Clayton M., and Willy Shih. "Strategic Innovation Simulation: Back Bay Battery." Harvard Business Review, August 28, 2009. Eisenhardt, Kathleen. "Making Fast Strategic Decisions in High-Velocity Environments." Academy of Management Journal 32, no. 3 (1989): 543-576. Eisenhardt, Kathleen, Jean L. Kahwajy, and L. J. Bourgeois III. "How Management Teams Can Have a Good Fight." Harvard Business Review 76, no. 2 (1997): 77-85. |
| 21 | Tough decisions |
Reinhardt, Forest L., Dennis A. Yao, and Masako Egawa. "Toyota Motor Corp.: Launching Prius." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-706-458, January 13, 2006. Courtney, Hugh, Jane Kirkland, and Patrick Viguerie. "Strategy Under Uncertainty." Harvard Business Review 75, no. 6 (1997): 67-79. |
| 22 | Debrief and discussion on decision-making | Garvin, David, and Michael Roberto. "What You Don't Know About Making Decisions." Harvard Business Review 79, no. 8 (2001): 108-116. |
| Wrap-up, Summary and Project Presentations | ||
| 23 | Wrap-up and summary | |
| 24 | Project presentations (1) | |
| 25 | Project presentations (2) | |
