0. Introduction |
1 | Creating, capturing, and delivering value with technology strategy | |
I. Creating value: technology, market, and organizational perspectives |
2 | Case: eInk | |
3 | Case: Apple 2006 | Paper 1 due |
4 | Industry life cycles and evolution of markets | |
5 | Case: Novartis | |
6 | Partnership case: Intel (A): photolithography strategy in crisis | Paper 2 due |
7 | Organizational of innovation: structure, processes and incentives | |
II. Capturing value: appropriability, competition, and interdependence |
8 | Case: Abgenix and the XenoMouse | |
9 | Appropriability: uniqueness and complementary assets | |
10 | Case: Ember: developing the next ubiquitous network standard | Paper 3 due |
11 | Open standards, increasing returns, and propriety control | |
12 | Case: Red Hat and the Linux revolution | |
13 | Partnership case: Google and AOL | |
14 | Horizontal / vertical strategies and the evolution of the value chain | Paragraph outlining final paper topic due |
15 | Case: Nokia, Apple iPhone, and Google phone | |
16 | Strategic management of platforms and ecosystems | Paper 4 due |
III. Delivering value: organizational dynamics and inter-firm relationships |
17 | Case: we've got rhythm! Medtronic Corporation's cardiac pacemaker business | |
18 | Case: Toyota Motor corporation: launching Prius | |
19 | Organizational dynamics: overload, time-pacing, simple rules, and probing | |
20 | Partnership case: Alza/Ciba (1): structuring a deal? | |
21 | Partnership case: Alza/Ciba (2): managing the relationship, 1977-1979 | |
IV. Practicing technology strategy |
22 | Case: Kodak and the digital revolution (A) | Presentation slides due |
23 | Selected student presentations | |
24 | Conclusions and reflections | Final paper due |