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Definition
| A set of assumptions about how an organization will perform by creating value for all the players on which it depends, not just the customers |
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| Can by assured through Patents, Copyrights, Trademarks, and Trade Secrets |
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| meet needs in the future - broken down into projects |
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| Three criteria for choosing projects |
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| Financial Model (will we make $?), Political success (can these people accomplish this?), Qualitative factors (is this too risky?) |
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| When average variable cost may increase with more production, but fixed cost per unit decreases (average cost declines with size of the production run) |
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| When average cost of making two products together is less than the average cost of making them seperately |
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| When average cost declines with cumulative production |
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| A pattern in a stream of decisions |
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| If strategies are coherent |
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Definition
-drive cost down
-differentiate products |
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| Good strategy is consistent inside: |
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Definition
| Resources and capabilities |
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| Good strategy is consistent outside: |
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Definition
| Customers, industry, and environment |
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| If anyone can do that strategy |
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Definition
| There is no money in it - develop sustainable competitive advantage |
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| Five categories of adopters |
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Definition
| Innovators, Early adopters, Early Majority, Late majority, and Laggards |
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| How to tip the technology boat into adoption |
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Definition
-well-defined value proposition
-define product and competition
-provide SOLUTION, not story
-evidence of success and legitimacy |
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Definition
| decision by one person affects the costs or benefits to another person |
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| value of service itself is dependent on number of users |
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| value of service is dependent on the supply of complementary products produced by the vendors |
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| a set of users that can pay for the service |
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| benefits accrue only to users of ALL systems |
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| new product or set of features synthesized from individual technological innovations |
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| Once dominant design is established |
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Definition
| focus shifts to process improvement, only incremental change to design |
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Definition
-learning curve
-patents
-switching costs
-barriers to entry
-better access to inputs
-location preference
-mindspace |
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| First mover disadvantages |
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Definition
-High cost (r&D)
-Free rider effects
-Less certainty in market |
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| Different levels of knowledge |
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Definition
Lead to different solutions to issues
(ranging from vertical integration to outsourcing) |
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Definition
| spelled out in writing, words, coded in drawings, other products |
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Definition
| spelled out in writing, words, coded in drawings, other products |
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Definition
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| Tacit knowledge businesses |
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Definition
-empowers individuals
-highly responsive
-Workers possess knowledge and are at risk to leave
-managers "in the dark" |
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Term
| Tacit knowledge businesses |
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Definition
-empowers individuals
-highly responsive
-Workers possess knowledge and are at risk to leave
-managers "in the dark" |
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Term
| Explicit knowledge business |
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Definition
-No surprise products/services
-Low cost
-Higher volume |
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Definition
| pattern of solutions that is rooted in a particular theory or approach (determined by market) |
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| pattern of solutions that is rooted in a particular theory or approach (determined by market) |
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| pattern of normal problem solving within a paradigm (determined by science) |
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Definition
-Support risk taking/change
-Tolerance of mistakes
-Teamwork
-Commitment from the top |
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Definition
| Strategy for organizing complex problems and processes efficiently - composed of independently designed modules that function as an integrated whole |
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Definition
-requires standardization
-permits outsourcing
-requires scope of knowledge and skill
-encourages competition/innovation |
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Definition
| what makes up the system and the nature of their functions |
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| what makes up the system and the nature of their functions |
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| how modules interact and connect with others |
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| measures for testing performance |
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Risk that:
-it can't be solved - period
-solution doesn't meet specs
-firm doesn't have capability |
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Risk that:
-new specs don't differentiate
-system isn't in place
-market doesn't accept product |
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Definition
Risk that:
-new specs don't differentiate
-system isn't in place
-market doesn't accept product |
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Definition
| System where projects are broken into phases in which they are evaluated at the end of each stage in order to continue |
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Definition
| System where projects are broken into phases in which they are evaluated at the end of each stage in order to continue |
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Definition
| linking customer needs to tech functions |
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Term
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Definition
| linking customer needs to tech functions |
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