Response 1:

In a recent project that i was part of would be a great example for this DQ. In this project the following risk mitigation techniques were used. Risk Identification: Following risks were identified at the inception of the project:

a) Tight time lines.

b) Learning curve in adopting a new system.

c) By in from stakeholders.

d) Change Orders

e) Go live date of the system

The project managers identified a number of risks so that team members are aware and mitigate them. The project managers did well in identifying the top risks.

Risk Assessment In assessing the risks the managers focused and mitigated all risks that would increase the cost by holding the team members to task.

This was done well and the project was completed within cost. For every task targets were set and necessary tools, data and personnel provided so that time line, change order or cost creep and go live date risk could be mitigated.

These risks were well managed. The risk the managers could have done better at is working with stakeholder, training the users so that when system goes live users would know how to use it effectively and the transition from old to new system would be smooth. The managers did not see the warning signs when users requested training or a meeting to learn about the system. During testing phases the system tests were rushed, bugs and errors identified were not properly addressed. Risk in this area were not monitored or measured.

Response 2:

Sustaining technologies are the innovations that make a product or service work better in an already valued market while disruptive innovation creates a new market through introducing a new product or service that is valued as worse by the mainstream customers. An example of a disruptive innovation would be the early personal computer since they did not address next generation needs or were not even compatible to run applications that existed in the time they were introduced. Established industry leaders are generally the ones who are responsible for the sustaining innovations.

These leaders constantly are developing processes for the potential to sustain innovation and assess customers' needs for alternatives. Leading companies have promising results from investments in sustaining technologies promising high margins and better products. Disruptive innovations occur intermittently and are not attractive to leading companies. They drive down profit margins and they aren't attractive to customers. These innovations are inconsistent with established companies because they don't tie into the company's values.

Christensen and Overdorf break down the team to operate specific types of innovations. In selecting the right structure for the proposed innovation, the organization leader needs to consider the innovation and whether it fits well or does not fit with values and processes that already pre-exist in the company. If and innovation fits well with values and processes the best team would be functional team to work sequentially on issues or a lightweight team who work s simultaneously on multiple issues. In this instance there is no new capabilities or organizational structures called for. If the innovation fits with values and not the processes a heavyweight team would be beneficial and dedicated to the innovation project exclusively.

To address the poor fit with processes new types of coordination among people would be necessary. If the innovation fits with the processes and not the values the same heavyweight team would be dedicated exclusively to the innovation project and inhouse development and new values being facilitated would be beneficial. If the innovation does not fit with either the values or processes a heavyweight team would be dedicated exclusively to the innovation project with a spin off organization that will govern different values and new processes.

I agree with the notion that to implement an innovation that fits well there is no additional action to take place or changes to be made. For all other instances the questions remain of whether the organization has the right resources, values, and processes to innovate. In the event they do not then a heavyweight team is designated to exclusively deal with the innovation project and takes on the responsibility of success. This means the project becomes the teams baby and everything pertaining to it and ensuring its success is the teams' responsibility. The other question is whether to create a spin off organization and when to implement this.

This is generally done with the values don't fit or neither the values or processes fit. External insight and input will help restructure and align the proper values and processes for the organization to successfully operate the innovation. In the printing industry technological innovation is always on the horizon. New machinery and capabilities are being developed all the time. The machines are developed as sustainable innovation and help grow the industry and expound on the already developed market. Some programs and equipment can be considered disruptive innovation in that it may minimize the requirement for actual manpower and gravitate towards computer generated work.