Lecture 6 Emerging Technologies 1 (4).pptx

LECTURE 6 Emerging Technologies and Applications  LEARNING OUTCOMES  Introduce the concept of business innovation through the adoption of modern IT/IS-based computer systems  Evaluate the historic changes of how contemporary organizations utilize disruptive technologies today...

LECTURE 6 Emerging Technologies and Applications  LEARNING OUTCOMES  Introduce the concept of business innovation through the adoption of modern IT/IS-based computer systems  Evaluate the historic changes of how contemporary organizations utilize disruptive technologies today  Understand and describe current disruptive technologies in and for the modern connected world  Appreciate the potential value and impact to and for businesses concerning the deployment and use of ‘socialable’ technologies. For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning EMERGING BUSINESS ISSUES  Generating disruptive business models  Harnessing the creativity of employees’ and consumers' /beneficiaries of offerings  Nurturing regional ecosystems to best serve the market place  Transformational innovation agenda For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning  SO INNOVATION! ENVIRONMENTS PARADIGMS SOCIAL NETWORKS INCREMENTAL RADICAL INNOVATION USE AND USERS PRODUCT POSITION PROCESS DISCONTINUITY For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning  INNOVATION MECHANISMS Novelty in service Novelty in product Management of complexity Novelty in process Protection of IPR Robust design Extending the range of Timing competitive Transfer across domains factors New rules reconfiguring Transfer across context For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning THE CYCLE OF INNOVATION Visualisation Identification Creation Engagement Define strategic objectives Define Collect the information system Identify Identify where (customers, sources ofon internal aresuppliers, creativity innovations and most external processes needed factors and units) Evaluate Generate openness Create Identify ideasand sponsors to change commitment stakeholders Identify Screenlevers options Selecting andright the obstacles teamsto openness I m p l e m e n with Strategic Information Systems Management For use t Kevin Grant, Ray Hackney and David Edgar by a1408007932 © 2010 Cengage Learning  WHAT IS MEANT BY INNOVATION?  Innovation is the management of all the activities involved in the process of idea generation, technology development, manufacturing and marketing of a new (or improved) product or manufacturing process or equipment  Paul Trott in Innovation Management and New Product Development  Innovation = Creativity + Commercialisation  Betina von Stamm in Managing Innovation, Design and Creativity  Innovation = Invention + Design + Diffusion  “Diffusion is the process by which an innovation is communicated through certain channels over time among the members of a social system.”  From Jones Conway and Steward in Introduction: Social Interaction and Innovation Networks For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning TYPES OF INNOVATION I  Product  New product e.g. Apple iPod  Existing or new market  Process  New manufacturing method/technology e.g. genetic engineering  Improves upon existing systems but delivers similar products  Organisation  New division, business unit, team e.g. customer support  May extend existing organisation or be a radical change of approach e.g. Outsourcing  Management  New management systems/philosophy e.g. TQM/BPR  Can incorporate IT system innovations and relate closely to innovations in Process and Organisation For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning  TYPES OF INNOVATION II  Production New production planning/control method/systems e.g. JIT and MRP2  May relate close to Management innovation  Commercialisation New approach to marketing/selling e.g. Internet selling  Can relate closely to Product innovation  Service New type of service-related business e.g. on-line insurance  May relate to Product and Commercialisation innovation For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning TYPES OF TECHNOLOGICAL CHANGE  Architectural Change  Rearrangement of the way components relate to each other within a product’s system design  Modular innovation  A fundamental change in the technological approach employed in a component, but architecture is unchanged.  Incremental Change  Improvements in component performance that build on established technology concept  Improvements if system design with no significant changes in component relationships.  Radical Innovations  Involve both new architecture and new fundamental component technologies For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning TECHNOLOGY PUSH INNOVATION  Often a big company approach – but may be supported by Government if it looks to be on the political agenda Political lobbying and/or heavy advertising to get the customer to ‘accept’ the innovation  E.g. road safety & energy conservation products  Some very large multi-national businesses who dominate their market are constantly evolving their technology and the customer has little choice but to follow: Microsoft Windows software is on a constant innovation cycle that 90% of computer users must accept or lose their product functions  DOS – Win95 – Win98 – Win2000 – XP – Vista – ‘Vienna’ /Windows 7 – Windows 10 – Windows 11 For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning MARKET PULL INNOVATION  In marketing, we are told that ‘the customer is king’ and industry will deliver what the customer wants!  Businesses make huge investments in market research to determine if their products can be improved to meet an unfulfilled customer need – the results are then fed back to R&D departments to find solutions:  Healthier diet is largely a customer driven innovation for the food and drink industries to respond to  Political action may force changes from some industries – sometimes to resist technological innovation e.g. genetically modified foods For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning  Blogs Technology… WEB 2 RSS Wikis Web 2.0 Social Forums Network- ing For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning  See/hear Activities… WEB 2 Collaborate Browse Web 2.0 Knowledge Participate Transfer Network For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning TECHNOLOGY INNOVATION IN HEALTH CARE SETTINGS For use with Strategic Information Systems Management by Kevin Grant, Ray Hackney and David Edgar 1408007932 © 2010 Cengage Learning