Abhilash Kumar | Abhishek Ghosh | Anil Dasa | Kuldeep Das | Manoj Singh

Weekly Submission 6 Group 3

Technology Strategy
Technology can be applicable to both product and processes. It helps in creating efficient processes in manufacturing and all other related processes of a business. The types of technological innovations are as below: below:Reinforced Overturned

Unchanged

Incremental

Modular

Linkages
Changed
Architectural Radical

Core Concepts

Component Innovation : relating to constituent of a product without affecting its architecture Architectural Innovation : relating to reconfiguration of the system of components of the product Incremental Innovation : refinement of system design without technical changes in system Radical Innovation : includes new technological approach and new architecture

Abernathy - Utterback Model This model considers dynamic factors affecting technical innovations where product innovation, process innovation, competitive environment and organizational structure were all interacting and closely linked together.

Fluid Phase : First phase where technological and market uncertainties prevail Transitional Phase : standardizations emerge as managers learn about customers needs and technology applications Specific Phase : the competition shifts from differentiation ompetition to product performance and costs

Technology S Curve This curve says that technological prowess needs more effort with increasing time because the performance reaches a maturity level with time. So according to the diagram that time it should be replaced with a new emerging diagram technology.

Weekly Submission 6 Group 3

Sustaining and Disruptive Innovations Disruptive Forces: Competitors overserving the customers Speed of technology upgaradation can be more than the market

Sustaining Innovation: Led by leader of the market segment

Cornings Inc : Case on Technology Strategy

Established in 1951, the company was built on leveraging its highly sophisticated expertise in glass into multip he multiple markets. In 2003, after the telecom sector nose dived, Joe Miller, Cornings newly appointed CTO had to decide on n nose-dived, whether to invest in RnD. 70% of the business was telecom focused. Even the major acquisitions made by the company were focused on optics and photonics. nd

Followed Strategy
The strategy adopted by the company was: High RnD investments: Committed to innovation was a critical driver to the success of the company. This was achieved by investing heavily in RnD Patient Money: It is referred to investing in new technologies even when the payoffs from them may take years of decades. This is the characteristic of the technology S curve. Strategic sell off: The company used to sell off divisions once they reached the mature stage. This has been instantiated by selling off Medical Services and Consumer Products division.

Product Range
Earlier products were based on the companys Core Competency which is its expertise in glass. The products are: Light Bulbs Pyrex Ribbon Machine Telescope TV

Weekly Submission 6 Group 3

Cookware Optical Waveguides

Factors for decision making

Core Competence of the company Glass Size of the market Difficult to determine Competing technologies Size of the PC industry
Telecom

Information Display

Advanced Materials

Options Available To Company

The following options were available:

Telecom Maturity Stage Level Off Time Cautious Approach

Way Forward

Information Delay High growth rate Moderate Increasing growth rate

Advanced Material Moderate growth rate Stable R&D investment Begining of S curve

New trend shows that the sales of Advanced materials is decreasing Information Displays is increasing Telecom is reducing Thus it indicates that the Information Displays can be focused upon.

Key Issues of technology related to case

Integrated Flexible and Scalable GRI/ International Report Integrate Seamlessly End user friendly Tried and Tested