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Lovely Professional University, Punjab

Course Code

Course Title

Course Planner

Lectures

MGN644

TECHNOLOGY STRATEGY

12358::Mandeep Singh Hayer

Course Category

Research based courses

Tutorials Practicals Credits

5.0

1.0

0.0

3.0

TextBooks
Sr No

Title

Author

T-1

Strategic Management of Technology Robert A. Burgelman,
and Innovation
Clayton M. Christensen ,
Steven C. Wheelwright

Edition

Year

Publisher Name

4th

2009

TATA MCGRAW - HILL EDUCATION

Reference Books
Sr No

Title

Author

Edition

Year

Publisher Name

R-1

Strategic Management and Business
Policy by Azhar Kazmi

Azhar Kazmi

4th

2009

TATA MCGRAW - HILL EDUCATION

Other Reading
Sr No

Journals articles as Compulsary reading (specific articles, complete reference)

OR-1

Profiting from Technological Innovation Implications for integration, collaboration, licensing and public policy. David J Teece ,

OR-2

Core Competence of the Corporation. CK Prahalad and Gary Hamel ,

OR-3

Innovation at 3M Corporation HBR Case , Stefan Thomke; Ashok Nimgade Product #:699012-PDF-ENG ,

OR-4

Product Development at Dell Computer Corporation, Stefan Thomke; Vish V. Krishnan; Ashok Nimgade, HBR Case Product #:699010-PDF-ENG ,

LTP week distribution: (LTP Weeks)
Weeks before MTE

7

Weeks After MTE

0

Spill Over

9

Detailed Plan For Lectures
Week
Lecture
Number Number

Broad Topic(Sub Topic)

Chapters/Sections of Other Readings,
Text/reference
Relevant Websites,
books
Audio Visual Aids,
software and Virtual
Labs

Lecture Description

Learning Outcomes Pedagogical Tool Live Examples
Demonstration/
Case Study /
Images /
animation / ppt
etc. Planned

com/ . Outcomes of Innovation Process Implications for Profitability Student will come to Article Discussion know about the L T P and academic tasks of the course. Six Themes of Success Students will develop Discussion on the ability to identify Research Article the key areas in which Technology Firms need to score high Lecture 5 Integrating Technology and Strategy(Technological Innovation and Strategy) T-1: Reading I-5 The Art of High Technology Management . Six Themes of Success Students will develop Discussion on the ability to identify Research Article the key areas in which Technology Firms need to score high Lecture 10 Design and Implementation of Technology Strategy I (Architectural Technologies) OR-1 T-1:Reading II-3B Lecture 6 Integrating Technology and Strategy(Core Competence of the Corporation) T-1:Reading I-3 Lecture 7 Design and Implementation of Technology Strategy I (Management Criteria for Effective Innovation) T-1:Reading II-1 Five Architectural Using the S Curve as Article Discussion Technologies in the disk a framework for drive Industry Managers engaged in Planning Technology Development OR-2 Rethinking the Corporation Identifying Core Competencies and loosing them Identifying Core Competencies of an Organisation and Leveraging them Article Discussion The Determinants of Learning about how Succcess What will sell to forecast future and what wont sell Innovation Article Discussion http://www. The ability to predict Implications of R& D for Strategy and Industry Lecture 2 Introduction to Management Strategy(Profiting from technological Innovation) T-1:Case I-3 Knowledge about Electronics Arts The Ability to Predict Case Discussion Industry Trends in the Video Game Industry Lecture 3 Integrating Technology and Strategy(Technology and Corporate Planning) T-1:Case I-4 "Knowledge about Electronics Arts" The ability to predict Case Discussion technology trends Lecture 4 Integrating Technology and Strategy(Technological Innovation and Strategy) T-1: Reading I-5 The Art of High Technology Management .sega .Week 1 Week 2 Lecture 1 Introduction to Management Strategy(Introduction to Strategic Management and Business Policy) T-1:Reading I-1 R-1:Ch 1 Introduction to the topic.

Early Adopters .Case study1 Lecture 16 Design and Implementation of Technology Strategy II (Meeting the Challenge of Disruptive Change) T-1:T-1Readings II-14 Lecture 17 Design and Implementation of Technology Strategy II (Strategic Intent) T-1:T-1Reading II-15 "Capabilities . Laggards learning about Article Discussion Technology Adoption lifecycle Model Lecture 14 Design and Implementation of Technology Strategy II (Strategic Dissonance) T-1:Reading II-12 In Dynamic Industries the Alignment between Firms Strategic Intent and Strategic Action does not last . Resources. Migration of Capabilities" The Student learns techniques of creating capabilities for the organisation How Canon Took Over "Building Xerox Competitive Advantage" Article Discussion Article Discussion Quote example of "How HP Used Tactics of the Japanese to beat them at their game " Source WSJ . Late Majorities. To determine Article Discussion whether the manifestations of dissonance are strategic or ask questions that help surface latent signs of strategic dissonance Lecture 15 Week 4 Test. Early Majority . Processes .Week 2 Week 3 Lecture 8 Design and Implementation of Technology Strategy I (Component Technologies) T-1:Reading II-3A The S Curve of Using S Curves to Technology Companies Prescribe development of new component technologies Article Discussion Lecture 9 Design and Implementation of Technology Strategy I (Component Technologies) T-1:Reading II-3A The S Curve of Using S Curves to Technology Companies Prescribe development of new component technologies Article Discussion Lecture 11 Design and Implementation of Technology Strategy I (Customer Power Strategic Investment and Failure of Leading Firms) T-1:Reading II-4 Typologies of Technological Change Sustaining Technological Change Disruptive Change "How to handle Article Discussion Disruptive Changes" Lecture 12 Design and Implementation of Technology Strategy I (Customer Power Strategic Investment and Failure of Leading Firms) T-1:Reading II-4 Typologies of Technological Change Sustaining Technological Change Disruptive Change "How to handle Article Discussion Disruptive Changes" Lecture 13 Design and Implementation of Technology Strategy I (Crossing the Chasm and Beyond) T-1:Reading II-6 Innovators . Values .

Success Syndrome etc Lecture 24 Creating and Implementing a Development Strategy I (New Product Development) T-1:T-1Case IV-1 OR-4 Product Development at Understanding the Article Discussion Dell Computer Success story of the Corporation Dell Business Model Lecture 25 Creating and Implementing a Development Strategy I (New Product Development) T-1:T-1Case IV-1 OR-4 Product Development at Understanding the Article Discussion Dell Computer Success story of the Corporation Dell Business Model Lecture 26 Creating and Implementing T-1:T-1Reading IV-2 a Development Strategy I (The New Product Learning Cycle) "Stanford Innovation Project" Identifying the Article Discussion Principal factors that a determinants for a products Success in the Electronics Industry . Success Syndrome etc Lecture 22 Developing a Firms Innovative Capabilities II (Ambidextrous Organisations.Managing Evolutionary or Revolutionary Change) T-1:T-1Reading III-11 Understanding Patterns of Organisational Evolution Learning Concepts of Article Discussion Organisational Growth . Success Syndrome etc Lecture 23 Developing a Firms Innovative Capabilities II (Ambidextrous Organisations.Managing Evolutionary or Revolutionary Change) T-1:T-1Reading III-11 Understanding Patterns of Organisational Evolution Learning Concepts of Article Discussion Organisational Growth .Week 4 Lecture 18 Developing a Firms Innovative Capabilities I (Internal and External Sources of Technology) T-1:T-1Reading III-1 What Xerox reaped from its PALO Alto Research Centre What role can reserch Article Discussion centres play for Technology Companies Lecture 19 Developing a Firms Innovative Capabilities I (Transforming Invention into Innovation) T-1:T-1Reading III-2 Conceptualising of new business oppurtunities Technology Push vs Need pull Application of Article Discussion Framework of technical Linking and need linking Innovation at 3M Corporation Learning about applications of Lead User Research methodology Lecture 20 Developing a Firms T-1:T-1Reading III-5 Innovative Capabilities II (Linking New technology and Novel Customer Needs) Week 5 Week 6 OR-3 Article Discussion Lecture 21 Developing a Firms Innovative Capabilities II (Ambidextrous Organisations.Managing Evolutionary or Revolutionary Change) T-1:T-1Reading III-11 Understanding Patterns of Organisational Evolution Learning Concepts of Article Discussion Organisational Growth .

Week 6 Week 7 Lecture 27 Creating and Implementing T-1:T-1Reading IV-2 a Development Strategy I (The New Product Learning Cycle) "Stanford Innovation Project" Lecture 28 Creating and Implementing a Development Strategy I (Organizing and Leading Heavyweight Development Teams) T-1:T-1Reading IV-3 "Types of Development Understanding what Article Discussion Project Teams" kind of team structure to be used in what kind of organisations Lecture 29 Creating and Implementing a Development Strategy I (Organizing and Leading Heavyweight Development Teams) T-1:T-1Reading IV-3 "Types of Development Understanding what Article Discussion Project Teams" kind of team structure to be used in what kind of organisations Lecture 30 Creating and Implementing a Development Strategy II (Building Competencies through New Product Development) T-1:T-1Case IV-4 "Case Braun AG The KF 40 Coffee Machine" Learning the principles of Good Design Article Discussion Lecture 31 Creating and Implementing a Development Strategy II (Building Competencies through New Product Development) T-1:T-1Case IV-4 "Case Braun AG The KF 40 Coffee Machine" Learning the principles of Good Design Article Discussion Lecture 32 Creating and Implementing a Development Strategy II (Creating Project Plans to Focus Product Development) T-1:T-1Reading IV-5 "How to Map projects Prequips Project Map" Student Learns how Article Discussion to Map Project plans for New product Development Lecture 33 Creating and Implementing a Development Strategy II (The New Product Development Map) T-1:Reading IV-6 "Product Development Mapping" How to Map Various Article Discussion Generations of Products SPILL OVER Week 7 Lecture 34 Spill Over Lecture 35 Spill Over MID-TERM SPILL OVER Week 7 Week 8 Lecture 34 Spill Over Lecture 35 Spill Over Lecture 36 Spill Over Lecture 37 Spill Over Identifying the Article Discussion Principal factors that a determinants for a products Success in the Electronics Industry .

business game etc) Tutorial1 Formation of Groups and Overview of Articles and Cases to be presented Group Formation and Overview Tutorial2 HBR Case E Ink Case Analysis Tutorial3 MIT referred HBR Case Apple :2006 Case Analysis Tutorial4 MIT referred HBR Case Novartis Case Analysis Tutorial5 MIT Referred HBR Case: Ember: developing the next ubiquitous network standard Case Analysis Tutorial6 MIT Referred HBR Case: Red Hat and the Linux revolution Case Analysis . A group of not more than three students is required to deliver at least one article/case as per schedule and topics allocated in the second week Test1 To test the A written Test consisting of 1 Question of 5 Marks and 4 theoretical Concepts questions of 10 marks.Week 8 Lecture 38 Spill Over Lecture 39 Spill Over Lecture 40 Spill Over Scheme for CA: Component Frequency Test.Case study Out Of 2 Each Marks Total Marks 2 Total :- 15 30 15 30 Details of Academic Task(s) AT No. Test Learnt in The Cases to be based on the contents of Cases and Articles in the IP and Articles Taught Nature of Academic Task (group/individuals/field work Evaluation Mode Allottment / submission Week Group As per Rubrics criteria for evaluation of Case Presentations 1/6 Individual Same as that while checking ETE answer scrips 2/3 Plan for Tutorial: (Please do not use these time slots for syllabus coverage) Tutorial No. Course concepts are delivered through these .problem solving test. Sloan Management Review etc . Lecture Topic Type of pedagogical tool(s) planned (case analysis.role play. Objective Topic of the Academic Task Case study1 To Enhance the Presentation Skills of the Students of the Theoretical Concepts Learned This Course mainly consists of 20 Plus articles from leading Business Magazines and Journals like HBR.

Tutorial7 MIT Referred HBR case on Co-Opetition Case: Nokia. Apple iPhone. and Google phone Case Analysis .