Summary of SDSU's MBA class, MGT 747: Seminar in Technology Commercialization Overview of major frameworks covered in class including disruptive innovation, customer development, business model generation and strategic choice canvas

1. FALL 2013
Class Summary
December,
2013

2. • Course Overview
• Ten Frameworks we learned
• Assignments
2

3. Technology
Innovation
Strategy
The Outcome of R&D
The Diffusion of Technology
Maximizing Value
Proprietary means to a useful
human purpose
The use of resources and processes to
diffuse inventions
The use of strategy and tactics to
maximize the value of innovation
TEACHING METHODS
Case Studies
Startups, Large Companies,
& Research Institutions
Field Study
Group Proj
Supplements
Profiling a local startup, its
innovation and its processes
Developing a commercialization
strategy for an early stage tech.
Class discussions, Prof. Blog,
LinkedIn group
3

4. Technology Innovation Curve, e.g. Qualcomm
Commercialize:
Standardize
• New Products (Features)
• New Services
• New Businesses
Patent
Invent
b
Research
LAB
MARKET

5. Known
Unknown
+
Most VC Backed
Startups
Where Eagles Dare
Most Lifestyle
Businesses
Most Angel
Backed Startups
(For Visionaries Only)
Unknown
Newness/
Risk of
Technology
Newness / Risk of Market
Known
+

6. Profit & Growth
Organic Development
New Businesses
Mergers & Acquisitions
Existing Businesses

7. Think
about
op7ons
theory
(Black
Scholes)
•
Intrinsic
value
•
Time
value
(Longevity,
Vola7lity)
Known
Large
Opp’t
Fairy
Tale
Me
Too
Unknown
Large
Opp’t
Contrarian
What
the?
LiHle
Compe77on
Lots
of
Compe77on
7

8. sustaining technology
most demanding
customers
performance
different measure of performance
bringing a better product into
an established market
least demanding
customers
low end disruption
adressing overserved customers
with a low cost business model
time
new market disruption
compete against nonconsumption
time
© provenmodels
based on: the Innovator's dilemma by Clayton M. Christensen and the innovators solution by Clayton M. Christensen and Michael E. Raynor

9. Commit
to
agile
strategy,
organiza7onal
redesign
&
lean
processes
Why?
What?
Leadership
Alignment
Innovation
Strategy
Determine
your
compe77ve
domain
&
generate
a
porSolio
of
growth
op7ons
Manage
idea
flow
and
interfaces;
apply
lean
methods
&
tools
Agile
Enterprise
Innovation
Process
How?
Organizational
Design
Who?
Redesign
for
innova7on
incl.
structures,
incen7ves,
and
resource
alloca7on
9

10. • Product architecture (Modular Design)
• New Business launch pads (Growth Platforms
or ‘Franchises’)
• Industry Platforms (Essential, Ecosystem
Dependent Networks)

11. A
dialogue
approach
to
finding
a
product/market
fit
Tradi6onal
New
Venture
Launch
Market
Research
PERCEIVED
PROBLEM
Sales
&
Biz
Dev
Analysis,
Forecas7ng
&
Debate
SOLUTION
Product
Development
We
thought
this
was
right,
but
we
were
guessing
The
Customer
Development
Way
Customer
Development
Customer
Discovery
Customer
Valida7on
Customer
Crea7on
Company
Building
Product
Development
We’re
now
giving
the
market
what
it
wants

13. Strategy
Theme
(Vision)
<Plan
A>
<Plan
B>
<Plan
C>
Strategic
Choice
Canvas:
(make
specific
to
your
industry)
1.
Company
Building
Intent
Early
Exit
Niche
Player
Large
Company
2.
Business
Model
Type
3.
Value
Integra7on
OEM
Components
Consumables
Sodware
Services
IP
MS-­‐PlaSorm
Degree
of
Value
Chain
Integra7on
&
Control
4.
Ver7cal
5.
Compe77ve
Specializa7on
Posi7oning
Degree
of
Ver7cal
Market
Specializa7on
Disrup7ve
Innovator
Leapfrog
Innovator
Fast
Follower
6.
Product
Scope
Single
vs.
Mul7ple
Offerings
Breath
&
Depth
of
Features
Source
of
Novelty
13

14. Students’ reflections on
what makes a startup
innovative varied widely
Intro to Primary Research
Finding and reviewing founders of an
innovative startup
Nature of Innovation
Original Product
Creative Business Model
Founder’s Attitude & Approach
Impact on Society
Company Culture
14

15. Founder
Interviews
Expert
Interviews
Primary Research
Understand problem, company’s
solution and competitive
environment first hand
Innova=on
Feasibility
Customer
Interviews
Desirability
Viability
Strategic Analysis
Provide recommendations based
on insight and analysis of research
conducted in the market
Major Takeaways
Proprietary technology helps but it is not sufficient for
establishing a winning business
15