Technology and Innovation Management SS19

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Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs Technology and Innovation Management SS19 an der TU München.

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What Role does Gate 2 play in the Stage-Gate Process?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What are the Pros and Cons of the Stage-Gate process?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What are measureable dimensions of performance of the PSI?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What are problems of the R&D/production interface (symptoms)?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What are likely failures in the PSI process?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What does VUCA mean in terms of agile project management?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What is the First Mover Advantage according to Lieberman and Montgomery and what are Pros and Cons?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

Why does disharmony between R&D and marketing occur according to Souder?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What does the study by Souder say about the R&D/marketing interface?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What are the reasons for problems in the R&D/production interface?

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

Generic assets 

Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

What kind of decisions have to be made in the Stage-Gate process?

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Beispielhafte Karteikarten für Technology and Innovation Management SS19 an der TU München auf StudySmarter:

Technology and Innovation Management SS19

What Role does Gate 2 play in the Stage-Gate Process?

„second screen“ – projects are force-ranked against each other (Portfolio Review). Prioritization is established and resources are allocated.

In Detail:

  • All projects are „up for auction“
  • Must Do’s are identified
  • The rest is force-ranked on criteria & prioritized
  • Resources are allocated

Technology and Innovation Management SS19

What are the Pros and Cons of the Stage-Gate process?

Good

  • popular, widely-used tool, clearly sharpens decision-making on many levels (project, portfolio etc..)

Bad

  • R&D is often political, the process can be „hijacked“
  • Choice of criteria determines throughput → hard work required
  • More haste, less speed: goal should always be successful product introduction
  • Tyranny of the process: should not become an end to itself (use process as guideline, not „rule book“!)
  • Incemental improvements or routine developments likely need a different stage-gate process than radical innovation
  • The right incentives are critical: the reward systems need to support the behavior needed to make the process work (e.g. to systematic processes often create overhead and lead to inflexibility)

Technology and Innovation Management SS19

What are measureable dimensions of performance of the PSI?
  • Productivity (Resources committed against new products over time)
  • Speed to market (time between start of project and commercialization)
  • Flexibility (elapsed time between concept freeze and market introduction)
  • Quality (degree of fit between the PSI quality function and the actual quality achieved)
  • Overall fit (relationship between PSI outcome with the strategy goals and feedback from the market)

Technology and Innovation Management SS19

What are problems of the R&D/production interface (symptoms)?
  • Development cycles are too long and too expensive
  • Late, unplanned changes in product design

Technology and Innovation Management SS19

What are likely failures in the PSI process?
  • Do not meet user needs
  • Not sufficiently differentiated from products of competitors
  • Do not meet technical specification
  • Too highly priced for perceived value
  • Too late to market
  • Do not comply with regulatory requirements
  • Compete with the company’s other products and services
  • Lack strategic alignment with the business portfolio

Technology and Innovation Management SS19

What does VUCA mean in terms of agile project management?

Volatility
Uncertainty
Complexity
Ambiguity

=> external reasons for agile project management

Technology and Innovation Management SS19

What is the First Mover Advantage according to Lieberman and Montgomery and what are Pros and Cons?

„Ability of pioneering firms to earn positive economic profits“

Pros

  • Technology leadership
  • Preemption of scarce assets
  • Switching costs (?)
  • Buyer’s choice under uncertainty

Cons

  • Free-rider effects
  • Resolution of technological and market or market uncertainty
  • Shifts in technology or customer needs
  • Incumbent inertia (?)

Technology and Innovation Management SS19

Why does disharmony between R&D and marketing occur according to Souder?
  • Different languages and culture (e.g. technical vs. business people)
  • Different objectives
  • lack of trust in information from other functions (NIH syndrome)
  • lack of credibility of information source

Technology and Innovation Management SS19

What does the study by Souder say about the R&D/marketing interface?

(he took 289 product dev project at 59 manufacturers randomly and did a survey on technical and commercial result and quality of interaction between R&D and marketing)

⇒ most of the cases (59%) show disharmony between R&D and marketing.

Technology and Innovation Management SS19

What are the reasons for problems in the R&D/production interface?
  • Rigid sequential development process with little overlapping
  • High uncertainty when defining cost and time targets
  • Too little flow of information between functions
  • Strategic objectives of top management not clear

Technology and Innovation Management SS19

Generic assets 

– For example: Energy

Technology and Innovation Management SS19

What kind of decisions have to be made in the Stage-Gate process?

„Pass-versus-kill“ and „go-versus-hold“ decisions are integrated. The gates serve as checks.

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