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![Page 1: Who am I? Assistant Professor at the Faculdade Economia, Universidade Nova de Lisboa Assistant Professor at the Faculdade Economia, Universidade Nova de.](https://reader036.fdocuments.us/reader036/viewer/2022062619/5518221e55034684678b48f7/html5/thumbnails/1.jpg)
Who am I?Who am I?
Assistant Professor at the Faculdade Economia, Assistant Professor at the Faculdade Economia, Universidade Nova de LisboaUniversidade Nova de Lisboa
BSc in Management/Finance, University of PortoBSc in Management/Finance, University of Porto PhD in Management, Operations Mgt, Boston PhD in Management, Operations Mgt, Boston
UniversityUniversity Research focus: Design organizational processes and Research focus: Design organizational processes and
manage technology to generate growthmanage technology to generate growth Work in: Equipment manufacturers, Medical Devices, Work in: Equipment manufacturers, Medical Devices,
Software, IT Software, IT
Paulo [email protected]
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Management of InnovationManagement of Innovation
RoadshowRoadshowJanuary, 2005January, 2005
Professor Paulo JP Gomes
Universidade Nova de Lisboa Phone: 213-801-600, Email: [email protected],
http://docentes.fe.unl.pt/~pgomes
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Top Innovations of last 25 yearsTop Innovations of last 25 years
Internet
Cell phone PC
Fiber optics
GPS Laptops CDs/DVDs Camera ID tags
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the Innovation Myth….the Innovation Myth….
““There is no more delicate matter to take in hand,There is no more delicate matter to take in hand,
nor more dangerous to conduct, nor more doubtful in nor more dangerous to conduct, nor more doubtful in its success,than to be a leader in the introduction of its success,than to be a leader in the introduction of change.change.
For he who innovates will have for enemies all those For he who innovates will have for enemies all those who are well off under the old order of things,who are well off under the old order of things,
and only lukewarm supporters in those who might be and only lukewarm supporters in those who might be better off under the new.”better off under the new.”
In Niccolò MachiavelliIn Niccolò Machiavelli, “Il Principe”, “Il Principe”
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Why is it so difficult?Why is it so difficult?The nature of technical work changesThe nature of technical work changes
Performance
Time
Will it work? Exploration, fun, creativity key
Can we make100,000?And service them?
We need to be responsive & flexiblebut controlled
Will it work? Exploration, fun, creativity key
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Managing the innovation process:Managing the innovation process:
How will we Create value?
How will weCapture value?
How will weDeliver value?
Discontinuities are hard! Discontinuities are hard!
Requires answers to the key strategic questions:Requires answers to the key strategic questions:
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Course Contents:Course Contents:
1. The Evolution of Technologies and Markets1. The Evolution of Technologies and Markets– Strategic Context: The Impetus to InnovateStrategic Context: The Impetus to Innovate
– Technology ForecastingTechnology Forecasting
– Sources of InnovationSources of Innovation
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Diffusion PatternsDiffusion Patterns
Federal Reserve Bank of Dallas, 1997
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– Innovation StrategyInnovation Strategy
– Profiting from Innovation: Alliances, Profiting from Innovation: Alliances, Patents, Intellectual PropertyPatents, Intellectual Property
– Leveraging Organizational Structure and Leveraging Organizational Structure and CultureCulture
– Innovation in Small FirmsInnovation in Small Firms
2. Building Organizational Capabilities 2. Building Organizational Capabilities to Innovateto Innovate
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Step 5:Step 5: Develop the technology strategy – use the Develop the technology strategy – use the technology strategic map as a guidelinetechnology strategic map as a guideline
NurtureNurtureNurtureNurture
BuildBuildBuildBuild
RepairRepairRepairRepair
????
Developing Technology StrategyDeveloping Technology Strategy
Competitive PositionTechnology
Significance Dominant Strong Favourable Tenable Weak
Base
Key
Pacing
Emerging
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Profiting from Innovation Profiting from Innovation great ideas = pots of money?great ideas = pots of money?
Valuecaptured
Value created(through “raw” invention)
ProzacProzac
AppleApple
Coca ColaCoca Cola
DellDell
RC ColaRC Cola
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Control & Coordination
Organizational Structure:Organizational Structure:
EntrepreneurialDrive,Freedom from the “old ways”
Successful innovation unites entrepreneurial insight with
effective coordination
StartupsStartups
Business as Usual
Business as Usual
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3. Managing Product Development3. Managing Product Development
– The Technology-Product RelationshipThe Technology-Product Relationship
– The Product Development ProcessThe Product Development Process
– Development StrategyDevelopment Strategy
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Product Development ProcessProduct Development Process
Perform Economic Analysis
Benchmark Competitive Products
Build and Test Models and Prototypes
IdentifyCustomer
Needs
EstablishTarget
Specifications
GenerateProduct
Concepts
SelectProduct
Concept(s)
Set Final
Specifications
PlanDownstreamDevelopment
MissionStatement Test
ProductConcept(s)
DevelopmentPlan
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Course RequirementsCourse Requirements
Classroom participation:Classroom participation: 2 reports on cases and readings 2 reports on cases and readings Group Project Group Project
- Technology audit of a company, - Technology audit of a company, OROR
analysis of product development analysis of product development processprocess OR assessment of OR assessment of technology potentialtechnology potential
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Project ManagementProject Management
RoadshowRoadshowJanuary, 2005January, 2005
Professor Paulo JP Gomes
Universidade Nova de Lisboa Phone: 213-801-600, Email: [email protected],
http://docentes.fe.unl.pt/~pgomes
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What is a Project?What is a Project?
A project is a temporary endeavour undertaken to create a A project is a temporary endeavour undertaken to create a unique product or service, consisting of a set of co-unique product or service, consisting of a set of co-ordinated activities pursuing a specific goal with ordinated activities pursuing a specific goal with constraints on time, cost and resources constraints on time, cost and resources
CharacteristicsCharacteristics– unique: not routine operationsunique: not routine operations
– specific start and finish, temporary endeavour: temporary specific start and finish, temporary endeavour: temporary organisationorganisation
– co-ordinated activities: complex, large, multi-disciplinaryco-ordinated activities: complex, large, multi-disciplinary
– specific goal: product, service, eventspecific goal: product, service, event
– constraints: time, cost, resourcesconstraints: time, cost, resources
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Construction & InfrastructureConstruction & Infrastructure
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Product DevelopmentProduct Development
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Event OrganisationEvent Organisation
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Typology of ProjectsTypology of Projects
Complexity
Uncertainty
Low High
Low
High
Individual Group Organization Multi-organization National International
Book
Wedding Audit
ViagraR&D
Expedition
EuroTunnel
Space Program
Oil, gas exploration
Car
Airport
Motorway
Car plant
A3XX
Conference
Olympics
Construction
Merger
Market Study
e-technology
X.com
Elections
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Meet project objectives, comprising:Meet project objectives, comprising:– scope (performance, quality, customer satisfaction)scope (performance, quality, customer satisfaction)
– time (deadline)time (deadline)
– cost (budget)cost (budget)
Cost
Scope
Time
Project ManagementProject Management
Manage trade-offs by planning, coordinating, Manage trade-offs by planning, coordinating, scheduling and controlling of activitiesscheduling and controlling of activities
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Course ObjectivesCourse Objectives
Overall objectiveOverall objective– How to manage and plan projects, taking advantage How to manage and plan projects, taking advantage
of modern information technologyof modern information technology Specific objectivesSpecific objectives
– UnderstandingUnderstanding• why projects succeed or failwhy projects succeed or fail• the importance of project managementthe importance of project management• the concepts, methods, techniques & tools of modern the concepts, methods, techniques & tools of modern
project managementproject management• the critical success factors in different project environmentsthe critical success factors in different project environments• three dimensions of projects: time / resources / customer three dimensions of projects: time / resources / customer
satisfactionsatisfaction
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Projects and Project Projects and Project PlanningPlanning
Project Organization and Project Organization and StaffingStaffing
Session 1Session 1
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Project Budgeting and Project Budgeting and CostingCosting
Project Scheduling and Project Scheduling and Resource AllocationResource Allocation
Session 2Session 2
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From: Three Perceptions of Project From: Three Perceptions of Project Cost (Figure 3)Cost (Figure 3)
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Sequencing: Gantt ChartSequencing: Gantt Chart
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Project Monitoring and Project Monitoring and ControlControl
Project Portfolio SelectionProject Portfolio Selection
Session 3Session 3
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MonitoringMonitoring
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Project Management GameProject Management Game
Project Termination and Project Termination and ReviewReview
Session 4Session 4
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Course RequirementsCourse Requirements
Case memoCase memo Project Management Exercise,Project Management Exercise, Topic write-up or Final ExamTopic write-up or Final Exam