INSTITUTE OF TECHNOLOGY STRATEGY & INNOVATION

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Detailed scheduling & action plan for knowledge transfer relating to the Technology Strategy Initiative

Introduction

This document aims to provide a detailed schedule and layout for the various knowledge transfer interventions that will assist the closed discussion groups to construct a Technology Strategy.

The Technology Strategy initiative will consist of the following elements:

-Technology Roadmap for the telecommunications sector

-Scenario planning and possible strategic actions

-Context sessions (Open discussion sessions)

-Disruptive innovation and identification of disruptive threats

-Innovation mapping & contextulisation

-Technology Strategy workshops and knowledge transfer

-Technology Strategy document

-Business reframing & System thinking workshops

This document will contextualize & provide detailed interventionsfor the Technology Strategy Initiative.

The following stages provide a comprehensive, yet not complete, picture of the actions and interventions that the project will entail. Finality on dates will be provided as soon as all the participants of the project have been consulted.

Stage 1: Staging Phase

Service Actions:

1.Provisioning of a number of presentations to participate in the Technology Strategy Initiative discussions, as well as other innovation & strategy programmes within Vodacom Group.
2.Provide inputs to the exposure of the TSI programme in VODACOM
  1. Assist in structuring of launch of the TSIproject, as well as assistance of exposure within VODACOM.
  2. Obtain clarification on the number of handbooks required
  3. Obtain clarity on personnel’s time allocation on project
  4. Meet sponsors and provide overview of objectives, actions and feedback sessions.

Expected completion time:

Stage 2: Alignment

1.Co-create the most relevant objectives and scope for the TSIprogramme with participants, which objectives will become the measure of success for the TSIteam project team.
  1. Initiate the process to ensure that the TSIParticipants provide input to the TSIprogram, taking into their individual business unit environments and the objectives given by Vodacom.
  2. Ensure appropriate alignment and buy-in from Vodacom key internal stakeholders to the scope and objectives of the TSIProgram, the Contractor to assist with this where required.
  3. Identifying the company’s strategic frontiersIdentify sources of new perspective on strategic frontiers
  4. Create team structures & Co-create time schedules for discussions, training and interventions
  5. Finalize venues for allocated time spots
  6. Consult with sponsors to obtain key dates to act as feedback sessions
  7. Create online resources to store results of research intervention.
  8. Identify sources within VODACOM to assist with key insights and set up dates for the intervention.
  9. Align sources of research tools and assistance.
  10. Provisioning of final intervention schedule to Pieter Uys, Andries Delport, Carel van Rensburg and Johan Engelbrecht
  11. Provisioning of BooksTDI participants.
  12. The first orientation session will be held (with the participants outputs incorporated) to discuss the way forward.

Expected completion time:

Stage 3: Exploration

Facilitated Intervention starts

This phase will focus on the following:

-The adoption of a creative and exploratory mindset

-The planning of the discovery process and the selection of exploration activities

-Obtaining as much relevant information relating to technologies and innovation in the digital space that could have an impact on telecommunications in the next 5 years.

-Obtaining critical insights regarding the challenges of the future from a variety of internal and external experts.

-Obtaining new insights into the value that these new ideas can provide

-Enabling the participants to make sense of a variety of futures, technologies and innovations by providing a frame of reference to the management and structuring of these possibilities.

3 Types of sessions will be provided in this phase:

They are:

-Foresight Sessions - An overview of market trends, new technologies and new business models expected to shape the future

-Context sessions – Sessions designed to provide context to the challenges laying ahead and provide context to the management interventions required to manage successful innovation

-Insight sessions – These sessions will be group driven sessions that will be used to share knowledge, drive research outputs and to align insight generation activities. The focus will be on new insight into market dynamics, customer value and new business models and the impact of this on the Technology Strategy.

INTRODUCTION: FORESIGHT SESSIONS

A brief overview of the core drivers of technology will be presented to the participants. This will be the start of the Diversification phase where a variety of technologies and their possible usage will be discussed with the participants. The core projects currently underway will be discussed first, after which technologies on the fringes will also be brought into the spotlight. Although the various technologies might either have a direct or indirect impact on the telecommunications environment, a whole spectrum of technologies and trends will be initially discussed.

The most current topics, such as:

-Alternative connectivity provisioning

-Next Generation Networks

-Digital Rights Management

-New business models

-RFID tags

-Home controllers

-Ubiquitous connectivity

-Mobility

As well as a host of other aspects will be discussed in detail.

Foresight Session 3a / Pieter / VENUE TBC

TITLE: BEYOND CYBERSPACE (Introduction)

This session will focus on the following aspects:

The true nature of the Internet

The 3 forces changing the information landscape

 The changes expected in the telecommunications industry

 The new challenges for business

 The evolution of a new strategic paradigm

 The challenge for leaders in the next decade

This session is seen as an introduction to the Foresight series of lectures. These lectures are open debating platforms and are aimed at ensuring the initial transfer of knowledge of trends and forces changing the telecommunications landscape.

Foresight Session 3b / Pieter / VENUE TBC

TITLE: BEYOND CYBERSPACE (Telecommunications, Broadband & Internet access)

This session will focus on telecommunication environment and focus specifically on the treats and challenges for VODACOM in this space:

  • Ubiquitous Internet, Broadband & Cellular development expectations
  • New business models for Telecommunication Companies
  • The impact of the new Cisco CSR1 & WiMax on the telecommunications environment, and its implications for VODACOM

Foresight Session 3c / Pieter / VENUE TBC

TITLE: The Gorillas and Kings of the forthcoming wireless Internet Empire

The strategic positioning of various technology providers will come under the spotlight as we discuss their strategic positioning for the battle to come.

Agenda items include

-Living on the Fault Line

-Determining if a technology provider wants to be a Gorilla, Chimp, King or Prince

-Analyzing current wireless internet technologies

-Projecting strategic positions for the incumbent technology providers

-Analyzing competitive behavior in the Wireless Internet space in South Africa

Discussion Agenda

-Analysing the classification scheme

-Possible strategic positions that Vodacom should consider

Technologies/Protocols under discussion:

-Edge

-WCDMA

-CDMA 2000

-HSDPA

-TDD SCDMA

-OFDM

-WiFi

-WiMAX

Foresight Session 3d / Pieter / 14:00 – 15:00 / VENUE TBC

TITLE: BEYOND CYBERSPACE (Your Home in the CyberSphere)

This session will focus on the technological changes in the home environment and the changes expected in the retail and manufacturing environments, and the resulting impact on VODACOM:

  • The home controller
  • RFID tags
  • Information Abstraction

Foresight Session 3e / Pieter / 14:00 – 15:00 / VENUE TBC

TITLE: BEYOND CYBERSPACE (Alternative banking Solutions)

This session will focus on the technological changes in the banking environment and threats emerging for banks in other parts of the world, as well as the possible impact on VODACOM:

  • PayPal
  • Sony FeliCa chip
  • Electronic Money
  • Para –currencies
  • Your bank account in your pocket

Foresight Session 3g / Pieter / 14:00 – 15:00 / VENUE TBC

TITLE: CINEMARK’S BEST ADS (1)

These sessions will aid the individual in understanding the value proposition of new business models and new ways of communicating value propositions to the population at large. These sessions will be working session where the insight created via these ads can be used to package new ideas in the telecommunications environment.

Foresight Session 3h / Pieter / 5 Oct 2004 / 15:00 – 16:00 / VENUE TBC

TITLE: CINEMARK’S BEST ADS (2)

These sessions will aid the individual in understanding the value proposition of new business models and new ways of communicating value propositions to the population at large. These sessions will be working session where the insight created via these ads can be used to package new ideas in the telecommunications environment.

INTRODUCTION: CONTEXT SESSIONS

The context sessions are the provisioning of theoretical models in order to create insight into various dimensions of Technology Strategy. The insights will vary from the strategic context to the impact of various types of technologies on current business models. The insight will be solidified by making use of case studies that will portray the complex decisions that has to be made in order to make the correct decision in a changing environment. Aspects such as Disruptive Innovation and New Product Adoption Maps will be studied in detail, as well as various techniques to identify the core need of the client in order to construct more acceptable products or services into the marketplace.

Context Session 3a / Pieter / 15:00 – 17:00 / VENUE TBC

MODULE 3: Session 1

TITLE: REFRAMING BUSINESS

The first context creation exercise will focus on the evolution of strategic paradigms, and the reconfiguration of the value space. A number of examples and cases will be used in order to explain the impact of this line of thinking. Key insights into the Density principle and the effects of dematerialisation will be discussed.

Reading requirements:

Book: NORMAN, R. Reframing Business.

Chapters 1,2 & 3.

Topics:

  • The evolution of strategic paradigms
  • The economy of reconfiguration
  • Reconfiguring the value space
  • The density principle
  • Dematerialisation
  • Dematerialisation and the prevalence of services
  • From vertical to horizontal logic
  • New archetypal actors

Outcome: The participants are expected to get a varied perspective on the creation of new value in the economy.

Context Session 3b / Pieter / 15:00 – 17:00 / VENUE TBC

MODULE 1: Session 1

TITLE: IMPORTANCE OF A TECHNOLOGY STRATEGY AND WHY IT IS IMPORTANT FOR INNOVATIVE PRODUCT LAUNCHING

This session will focus on the value of a clear and well articulated strategy. The discussion will focus on the essence of a good strategy, and the structure that it should and should not take. This discussion will be supplemented with insight from a technological perspective as the participant will be shown how technology can be incorporated in strategic planning. The profit motive in technological innovation and the sometime counterintuitive argument behind it will also be discussed. To develop a deeper insight into the field of technology strategy, the following case will be required for preparation.

Preparation: CASE II-12: Intel (A): The DRAM decision (Burgelman: p454)

Readings:

Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation.

  • Reading I-1: Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy.
  • Reading I-2: How to put technology into Corporate Planning
  • Reading I-3: The core competence of the corporation
  • Reading I-4: What is strategy?

Outcome: The participant will be shown the value of a well articulated strategy and value proposition.

Context Session 3c / Pieter / 15:00 – 17:00 / VENUE TBC

MODULE 1: Session 2

TOPIC: CRITERIA FOR EFFECTIVE INNOVATION, THE CHANGING CHARACTER OF INNOVATION AND ITS ROLE IN CORPORATE ADVANCE

The differences between product and process innovation will be highlighted. This will enable the participants to get a feeling for the type of complexity that will be associated with each type op innovation. The determinants of success will also be discussed, which will enable the participant to understand the more important issues he/she will have to pay attention to when testing their innovative ideas against the marketplace. Finally, the focus will land on customer power and why leading firms fails in a changing technological environment.

Pre-reading:

Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation.

  • Reading II-1: Management Criteria for Effective Innovation.
  • Reading II-2: Patterns of Industrial Innovation.
  • Reading II-4: Customer Power, Strategic Investments and the Failure of leading firms
  • Reading II-5: Disruption, Disintegration & Dissipation of Differentiability

Outcomes: The participants will have to obtain enough insight in order to clearly differentiate their innovative offerings in the marketplace.

Context Session 3d / Pieter / 15:00 – 17:00 / VENUE TBC

MODULE 1: Session 3

TOPIC: MARKET ACCEPTANCE LIFE CYCLES, COMPETING TECHNOLOGIES AND DISRUPTIVE INNOVATION

The participants will be introduced to the various innovation classification frameworks. The discussion will also focus on Disruption, Disintegration & Dissipation of Differentiability. The Market Adoption Life Cycle will also come under scrutiny, as this will enable the participant to obtain an idea of the challenges that might be expected in the launch of a new technology in the marketplace. The marketplace dynamics of New Technology Introduction & the strategic decisions required by an organisation depending on the position of technology in the Industry Life Cycle will be highlighted. The specific actions required by the organisation and the knowledge required to implement these technologies will come under the spotlight.

The Music Industry in 2001 will also come under scrutiny, after which this case will be discussed in detail from the perspective of disruptive innovation.

Readings:

Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation.

  • Reading II-6: Crossing the chasm – and beyond
  • Reading II-7: Competing Technologies: An overview
  • Reading II-11: Architectural Innovation: The Reconfiguration of Existing Technologies and the Failure of Established Firms

CASE STUDY: CASE II-10: Digital Distribution and the Music Industry in 2001

Outcome: The participant will be able to comprehend the difficulty in launching a new technology in the marketplace, and will be better prepared to follow the correct strategy to increase the chance of market acceptance.The participants will be expected to use their knowledge of disruptive innovation to draw parallels to the current telecommunication environment.

Context Session 3e / Pieter / 15:00 – 17:00 / VENUE TBC

MODULE 1: Session 4

TOPIC: DISRUPTIVE INNOVATION Cont.

The topic of disruptive innovation will be expanded upon, and the participants will be provided with insight into one of the most difficult management challenges, the Innovators Dilemma. This insight will be further developed by looking at the challenges that financial service organisations face, especially in relation to the challenge brought to their business models by the increased utilisation of the Internet.

This innovation session will focus on the value that can be derived from the reconfiguration of existing Product Technology in order to create new value offerings in the marketplace. This session will be enhanced by the arguments relating to Strategic Dissonance & the required mindset of organisations to meet challenge of disruptive change.

The Charles Schwab case study will be used to illustrate the complexity of the change and the tenacity required to stay ahead of the curve.

Readings:

Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation.

  • Reading II-14: Meeting the challenge of Disruptive Change

CASE STUDY: CASE II-17: Charles Schwab & Co. in 1999.

Outcome: The participants will be expected to use their knowledge of disruptive innovation to draw parallels to the current telecommunications environment.

Context Session 3f / Pieter / 15:00 – 17:00 / VENUE TBC

MODULE 1: Session 5

TOPIC: STRATEGIC INTENT & STRATEGY AS A VECTOR

This section will focus on the re-aligned purpose of the organisation as technology changes the competitive landscape. The strategic intent of the organisation will be discussed, as will the co-evolutionary lock in of organisations in a new technological paradigm. This insight is critical in understanding the challenges that the innovator will face in the structuring of his/her innovative idea or solution, and will enable the participant to pro-actively prepare for the internal challenges that might arise in the process. The focus will also fall on the changes in business models that might pre-empt the competitors in the marketplace. This session will focus on Strategic Intent; the creation of the future you want to be in. The focus will also be on the thinking and methodology in getting this right.

Readings:

Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation

  • Reading II-13: Intraorganisational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research.
  • Reading II-15: Strategic Intent
  • Reading II-16: Strategy as a vector and the Inertia of Co-evolutionary lock in.

CASE STUDY: CASE II-18: Amazon: Evolution of an E-tailer

Outcome: The participants will be expected to pro-actively create action plans that will assist him/her in overcoming the challenges that might be encountered within the organisation in so far new technology adoption and new business model adoption is concerned.The participant will be able to explain the impact that various technologies & innovation will have on the business model of the organisation.

Context Session 3g / Pieter / 15:00 – 17:00 / VENUE TBC

MODULE 2: Session 1

TOPIC: INNOVATION, INTRAPRENEURSHIPCORPORATE VENTURE CAPITAL

This session will focus on the dual importance of Discovery Driven Planning and how research can be conducted on Lead Users in order to contextualize the innovative process. This insight will be required when new product developments are identified, and are tested for acceptance within a defined lead user group. The importance of Technology Spin-out models will also be defined.

Readings:

Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation

  • Reading III-2: Transforming Invention into Innovation: The Conceptual Stage
  • Reading III-6: Making sense of Corporate Venture Capital.

CASE STUDY: CASE III-4: PlaceWare: Issues in Structuring a Xerox Technology Spinout

Outcome: The participants will be expected to know about various Corporate VC funding tools and the impact it will have on your business plan.