Case Analysis: Comprehensive Questions

Assignment Part 1: Introduction to Part 3; Enactment of Technology Strategy-Developing A Firm's Innovative Capabilities (pages 703-717)

1. What is induced strategic action? Give an example.

2. What is autonomous strategic action? Give an example.

3. Describe in your own words the five dimensions of the fundamental uncertainty that constrain the ability to predict the value of radically new technologies. Give an example of each.

4. Why are autonomous strategic initiatives a challenge for management?

5. What are the nine design alternatives for internal entrepreneurial initiatives? For each design alternative, summarize in two to three statements when it should be utilized.

Part 2: R-III-13: Managing the Internal Corporate Venturing Process: Some Recommendations for Practice (pages 955-965)

6. Regarding ICV, what are problematic aspects of the core processes at each management level? Refer to Exhibits 1 and 2 on page 956. Describe each of the six individually.

7. For the six core processes listed in Exhibit 3 (page960) which do you believe will be both easy to implement and effective? Explain your reasoning.

8. For the six core processes listed in Exhibit 3 (page960) which do you believe will be the most effective but difficult to implement? Explain your reasoning.

Module 6 Assignment: Comprehensive Questions on Part III Introduction and Reading-III-13

Part 3; Enactment of Technology Strategy-Developing A Firm's Innovative Capabilities (pages 703-717) describes innovation challenges within established firms in terms of innovative opportunities arising in the induced process versus innovative opportunities which arise autonomously. In small firms corporate strategy and strategic action are tightly linked, while in large firms the link between strategy and action must be secured. Management challenges are especially posed by autonomous innovative opportunities. The article describes nine different management alternatives for managing autonomous innovative opportunities in a large firm.

Reading-III-13: Managing the Internal Corporate Venturing Process: Some Recommendations for Practice (pages 955-965) describes internal corporate venturing (ICV) as an important avenue for corporate growth and diversification that is difficult to manage. The article describes major problems in the ICV process at three levels of management: group or venture leader, division management, and corporate management. Major problems of core processes fall into two arenas, definition and impetus. Recommendations are given for responsibilities of personnel in the effort to manage core process problems.

1. How can innovation opportunities be exploited in the induced process?

2. How can innovation opportunities be exploited in the autonomous process?

3. Why is the technical dimensions of innovative opportunities much easier to predict than the nature of the market for the innovations?

4. Regarding the ICV process, what is the vicious circle between the three levels of management in the definition process?

5. How can a New Venture Division be used more effectively?

Outcomes

1. Describe the evolutionary framework of the strategy making process in established firms

2. Recognize and evaluate the uncertainty that constrains the ability to predict the value of radically new technologies

3. Select a design alternative for an internal entrepreneurial initiative

4. Identify classic problems in ICV core processes at all levels of management

5. Invoke measures to circumvent classic ICV core process problems

Instructions

1. Read: Enactment of Technology Strategy-Developing A Firm's Innovative Capabilities (pages 703-717)

2. Read: R-III-13: Managing the Internal Corporate Venturing Process: Some Recommendations for Practice (pages 955-965)

3. Answer R-III-13 Assignment questions below and return answers in the assignment drop box.

Review the SBT Case Analysis