Professor Pierre Azoulay

E62-482 [email protected]

15.910 Innovation Strategy

Spring 2011 MWF Time & Room TBA Office Hours: TBA Teaching Assistants: TBA COURSE PURPOSE
This course provides a strategy frameworkdrawing upon the economics of technical changefor high-technology businesses. The emphasis is on the development and application of conceptual models clarifying the interactions between competition, patterns of technological and market change, and the structure and development of internal firm capabilities. The aim of this course is to provide a solid foundation for students interested in managing innovation in high-technology industries. The course teaches you (a) how to ask the right questions about high-technology markets and organizations, (b) analyze the structure and develop strategies for these markets, and (c) link analysis and strategy development to technology and innovation management. Throughout, key conceptual frameworks are linked to applications in a variety of industry and case settings. The course has one formal prerequisite (in addition to enthusiasm): Competitive Strategy (15.900). If 15.907 is your first strategy course, please contact me prior to the second class. The course is designed to be particularly appropriate for those who anticipate taking positions as: a manager in a technology-intensive firm an analyst or investor in technology markets an employee with business contact in technology-driven firms and industry segments

You should be prepared for every class, including the introductory lecture. The class is highly interactive. To prepare readings, summarize the problem addressed by the article, outline its core points and recommendations, and assess the strengths & weaknesses of the reading's central argument. For cases, identify the key problem facing the protagonists, evaluate alternative approaches to these problems, and think about the course of action you would recommend and why. Group works (and study groups) are critical; effective group cooperation is crucial to a valuable class experience. Assigned readings are available at CopyTech. As well, Stellar will be used extensively as a course website. The site is a critical complement to the lectures. Before each class, Stellar will include links to points of interest (e.g., company websites), as well as supplementary reading materials and reading guides for several of the cases included in the course. I will also post the slides within 48 hours after each lecture. Finally, Stellar will include key course information such as the syllabus, assignments, due dates, and updates. You should check the site on a regular basis.

ATTENDANCE & CLASS PREPARATION

This is not an easy course, since it provides an in-depth introduction to an extraordinarily complex subject. Cutting class will affect your grade and more importantly your own and your classmates experience in the class. If you do miss a session, it will be your responsibility to find out what materials were covered, what assignments were made, and what handouts you missed. If you miss more than one session without warning me in advance it will severely impact your class participation grade. You should be prepared for every class. I will open every class by asking someone to briefly summarize one of the reading, or, in the case of a case analysis, to briefly summarize the case. In the case of a reading, you should be able to briefly outline the problem that the article addresses, describe the core points of the readings, and offer your analysis of the strengths and weaknesses of the readings central argument. In the case of a case, you should be able to identify the key issues, problems and opportunities facing the central protagonists, to articulate and evaluate alternative approaches to the problems, and to describe the course of action that you recommend and the reasons for your recommendations.

REQUIREMENTS, GRADING, & DUE DATES

Active Class & Group Participation (35%) a. Weekly Class Environment (20%). For each class, each student is expected to prepare readings and case studies, listen closely to class discussion, and share their ideas. b. Class Participation Leadership Opportunity (10%). Each student will take responsibility for leading the discussion for one class during the quarter. This provides an opportunity for each student to stand out and get specific feedback on participation during the quarter. A sign-up sheet and further details will be distributed in Class 1. c. 360 Group Evaluation (5%+). Each group member will be evaluated by all group members at the end of the quarter. Substantial evidence that group work has been unevenly completed will count against the class participation grade. Group Homework Assignments (20%) Four group homework assignments will be given, due April 8, April 15, April 25, and April 29. Each group should be composed of 4-5 individuals. Each assignment will be designed to further understanding of the management and strategy issues which arise in high-technology markets. Grading will be on a /+/ basis. Final Homework (45%) While group discussion is encouraged for all assignments, this last assignment, due May 6, must be written up individually. This case analysis will require you to develop an overall strategy recommendation for a high-technology company. While the group assignments will focus on individual frameworks and tools in isolation, the goal of this final assignment is to develop your ability to offer an integrated analysis and implementation plan for innovation management.

TAKE-AWAY
Let me dispel some myths: this course will not turn an engineer into a renaissance man nor into a venture capitalist. In addition, it will probably not help an economist understand engineering much better. Nor should a student expect to leave this course with a cookbook prescription for marketing a high-tech product. If anything, it will be obvious by the end that there are no simple recipes for strategic success in high technology. However, the course should yield some general benefits. It should provide you with enough insight to understand some recent topical events and read Business Week stories with a more critical eye. At the very least, it may help you survive a Silicon Valley cocktail party or Route-128 job interview. That contribution could help you become a better engineer, a more enlightened manager, a more savvy investor or maybe even something else that is more or less respectable. All that, of course, is up to you.

Course Outline

Introduction: What is Innovation Strategy? I. Creating Value: Patterns of Change in Technologies & Markets The Nature and Evolution of Technology Markets Case: The Diffusion of Agriculture Biotechnology The Two Technology S-Curves The Dominant Design Framework II. Capturing Value: Profiting from Innovation The Drivers of Commercialization Strategy Value from Intellectual Property: Patents & Beyond The Gale of Creative Destruction The Attacker's Advantage Case: The Crisis at Encyclopedia Britannica Acquiring and Leveraging External Innovators Case: Abgenix and the XenoMouse III. Managing Technology Standards & Platforms Strategy in Standards-Oriented Technology Markets Case: Sonys Battle for Video-Game Supremacy Technology Platforms V. Wrap Up Open Source & Knowledge Networks Balancing Applied & Basic Research Wrap-up

March 28

March 30 April 01 April 04 April 06

April April April April April April April

08 11 13 15 20 22 25

April 27 April 29 May 02

May 04 May 06 May 09

Class 1

What is Innovation Strategy?

March 28

Nelson, Richard. The Link Between Science and Invention: The Case of the Transistor. The Rate and Direction of Inventive Activity: Economic and Social Factors, National Bureau of Economic Research, Princeton University Press, pp. 549-586, 1962. Rosenberg, Nathan. Innovations Uncertain Terrain. McKinsey Quarterly, pp. 170-185, Issue 3, 1995. Questions for Discussion What is an innovation strategy? What, in your view, should it include? Can you write down the technology strategy of your last employer? What are the key strategic challenges in using technological innovation as the basis for competitive advantage? What firms have been able to secure extraordinary returns from technological innovation? Why do you think these firms have been able to prosper? Rosenberg highlights the importance of uncertainty in the process of technological change. What managerial challenges (and opportunities) arise in the face of inherent uncertainty?

Class 2

The Nature and Evolution of Technology Markets

March 30

Brooks, Harvey. The Relationship Between Science and Technology. Research Policy, 23(5), pp. 477-486, 1994. Moore, Geoffrey A. High-Tech Marketing Illusion and High-Tech Marketing Enlightment. Chapters 1 and 2 in Crossing the Chasm, Harper Collins, pp. 9-59, 1999. Greenstein, Shane. Virulent Word of Mouse. IEEE Micro, 19(6), pp. 6-8, 1999. Questions for Discussion What is the relationship between science and technology? How does science contribute to the development and diffusion of new technologies (and when does technology itself spur new scientific discoveries)? What are some different types of innovation, and how does the nature of innovation change as a technology matures? Moore claims that the key challenge in managing innovation is the ability to understand how strategy must respond to the staging and timing of technology diffusion. Make a list of factors you believe are most important in determining the diffusion rate. What determines the relative importance of different factors? How should a firm change their tactics and their product development activities as technology diffuses?

Class 3

Case: The Diffusion of Agriculture Biotechnology

April 1

Fernando-Cornejo, Jorge, Caswell, Margriet. The First Decade of Genetically Engineered Crops in the United States. USDA ERS Electronic Information Bulletin, Issue#11, 2006. Read Summary and pages 8-14 only. Hindo, Brian. Monsanto: Winning the Ground War. Business Week, December 6, 2007. In-Class Video Excerpt: Harvest of Fear, PBS Frontline [http://www.pbs.org/wgbh/harvest/] Questions for Discussion The rate of adoption of different agricultural biotechnology products varies widely, and there are significant differences in adoption rates by crop type, genetic traits, and region. What are the key elements of an effective diffusion strategy for a new agricultural biotechnology product? Is there a Chasm? How did Monsanto adjust their diffusion strategy as they learned more about this emerging market and technology?

Class 4

The Two Technology S-Curves

April 4

Foster, Richard. The S-curve: A New Forecasting Tool. Chapter 4 in Innovation, The Attackers Advantage, Summit Books, New York, pp. 88-111, 1986. Gladwell, Malcolm. Smaller: The Disposable Diaper and the Meaning of Progress. The New Yorker, pp. 7479, 11/26/2001. Welch, David. General Motors: Live Green or Die. Business Week, May 15, 2008. Questions for Discussion Foster claims that the key challenge in managing innovation is the ability to take advantage of improvements over time in technology performance, and making the transition between different technology generations. Make a list of those factors which you believe are most important in determining improvements in technological performance. What are the key challenges in taking advantage of the process of changing technological performance over time? General Motors introduced the EV-1, the first modern production electric vehicle in 1996, yet has been unable to build on this early advantage as the market for alternative energy vehicles has evolved. Why was GM unable to immediately exploit the rise in demand for green cars over the last few years? What are the key lessons that Rick Wagoner might draw from the EV-1 experience as GM prepares to go green?

Class 5

The Dominant Design Framework

April 6

Utterback, James M. Developing Technologies: The Eastman Kodak Story. McKinsey Quarterly, pp. 130-144, Issue 1, 1995. Greenstein, Shane. The Biology of Technology. IEEE Micro, 17(4), pp. 3-5, 1997. Greenstein, Shane. Diamonds are Forever, Computers Are Not. IEEE Micro, 15(4), pp. 4-5, 1995. Questions for Discussion These readings develop a model of the co-evolution of technological innovation, competition, and organizations and relate them to the classic static frameworks from 15.900. What are the managerial implications of integrating static and dynamic strategic perspectives?

Class 6

The Drivers of Commercialization Strategy

April 8

Teece, David J. Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy. Research Policy, 15(6), pp. 285-305, 1986. Gans, Joshua and Stern, Scott. The Product Market and the Market for Ideas: Commercialization Strategies for Technology Entrepreneurs. Research Policy, 32(2), pp. 333-350, 2003. Schwartz, Evan I. Who Really Invented Television? Technology Review, 102(1), pp. 37-42, 2000. Questions for Discussion How does the relative importance of appropriability and complementary assets change over the life cycle of an industry? What is the relationship between Teeces concept of complementary assets and barriers to entry as defined by Porter?

Class 7

Value from Intellectual Property: Patents & Beyond

April 11

Rivette, Kevin G. and Kline, David. Discovering New Value in Intellectual Property. Harvard Business

Review, January/February 2000.

Shapiro, Carl. The Design and Use of Patents. IESE-BBVA Lecture, 2007. The Arms Race. The Economist, October 20, 2005. Questions for Discussion Intellectual property laws are intended to enable inventors to protect the knowledge embodied in their products. How well do they do the job? What avenues are available for protecting one's ideas? How do you choose among intellectual property instruments to protect a new invention? How does the probabilistic nature of the patent system impact effective strategic management of intellectual property?

Class 8

The Gale of Creative Destruction

April 13

Schumpeter, Joseph. The Process of Creative Destruction. Chapter VII in Capitalism, Socialism, and

Democracy, Harper & Row, New York, pp. 81-86, 1942.

Foster, Richard and Kaplan, Sarah. Survival and Performance in the Era of Discontinuity. Chapter 1 in Creative Destruction, Broadway Business, pp. 7-24, 2004. Greenstein, Shane. Creative Destruction and Deconstruction. IEEE Micro, 24(5), pp. 83-85, 2004. In-Class Video Excerpt: Flash of Genius, 2008 [http://www.imdb.com/title/tt1054588/]. Questions for Discussion What do you think are the drivers of Creative Destruction? What do you consider to be the key management challenges to maintain technological and market leadership? Why do some firms find it so difficult to adapt in the face of new technology?

Class 9

The Attacker's Advantage

April 15

Christensen, Clayton M. and Bower, Joseph L. Customer Power, Strategic Investment, and the Failure of Leading Firms. Strategic Management Journal, 17(3), pp. 197-218, 1996. Tripsas, Mary and Gavetti, Giovanni. Capabilities, Cognition, and Inertia: Evidence from Digital Imaging.

Strategic Management Journal, 21(10-11), pp. 1147-1161, 2000.

Henderson, Rebecca M. and Clark, Kim B. Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms. Administrative Science Quarterly, 35(1), pp. 9-30, 1990. Questions for Discussion Why do managers find it so difficult to anticipate and respond to disruptive innovation? How important are organizational barriers? How important are customer relationships? What are the crucial elements of an effective strategy for managing the Attackers Advantage? How important are organizational barriers for implementation?

Class 10

Case: The Crisis at Encyclopaedia Brittanica [Kellogg #5-306-504]

April 20

Questions for Discussion This class will focus on how different companies have addressed competence-destroying innovation in different industries. Why were firms in photolithography and photography susceptible to disruptive innovation? Why did a digital product pose such challenges for Encyclopaedia Britannica? Would you have managed the transition to a digital encyclopaedia differently?

Class 11

Acquiring and Leveraging External Innovators

April 22

Chaudhuri, Saikat, and Tabrizi, Benham. Capturing the Real Value in High-Tech Acquisitions. Harvard Business Review, September/October 1999. Bunnell, David. and Brate, Adam. The Benevolent Predator. Chapter 4 in Making the Cisco Connection, John Wiley & Sons, pp. 59-88, 2000. Baumol, William J. Entrepreneurship, Innovation and Growth: The David-Goliath Symbiosis. Unpublished Manuscript, New York University, 2002. Questions for Discussion Start-up innovators and established firms can benefit from commercialization through the market for ideas. However, effective acquisition of start-up technology has eluded many established firms. What are the crucial implementation issues associated with technology acquisitions? What is the difference between a people versus a product acquisition?

Class 12

Case: Abgenix and the XenoMouse [HBS #9-501-061]

April 25

Questions for Discussion How would you characterize Abgenixs commercialization strategy? How do you think Abgenix can best exploit the ABX-EGF opportunity? Should Abgenix change its strategy going forward?

Class 13

Strategy in Standards-Oriented Technology Markets

April 27

Shapiro, Carl and Varian, Hal R. The Art of Standard Wars. California Management Review, 41(2), pp. 8-32, 1999. Greenstein, Shane. Industrial Economics & Strategy: Computing Platforms. IEEE Micro, 18(3), pp. 43-53, 1998. Questions for Discussion The importance of standards and networks changes the nature of competition in many technologically dynamic sectors. What are the key managerial dilemmas posed by standards? Can you think of one company that you think has taken advantage of standard-setting? How about a company that has yielded competitive advantage by mismanaging standards?

Class 14

Case: Sonys Battle for Video-Game Supremacy

April 29

Simulation Exercise Questions for Discussion How do buyers decide which system to buy? Follow the procedures for the Industry Evolution Management Flight Simulator (Video Game Industry Edition). Come to class with a summary of your strategys performance (including profitability on whatever dimension you feel is most relevant) and be prepared to play your strategy in class. Did Sony pursue strategies consistent with what you developed in the simulator for the Playstation3? Why or why not? Should Sony have tied Blu-Ray to the PS3? Should Sony have tried to compete with Xbox 360, or should they have instead pursued a differentiation path like Nintendo?

Class 15

Economics of 2-Sided Platforms Akamai Technologies [HBS #9-804-158]

May 2

Cusumano, Michael A. and Gawer, Annabelle. The Elements of Platform Leadership. Sloan Management

Review, 43(3), pp. 51-58, 2002.

Eisenmann, Thomas, Parker, Geoffrey, and Van Alstyne, Marshall W. Strategies for Two-Sided Markets. Harvard Business Review, October 2006. Questions for Discussion What explains Akamais early success with Free flow? Why did Akamai charge content providers and subsidize ISPs? Is the CDN business a winner-take-all category? Why did Akamais proprietary CDN prevail over alliances that pooled servers, such as Content Bridge? Did Akamai have the right strategy for financing accelerated growth? What challenges did Akamai face in launching EdgeSuite? Why did Akamai develop ESI as an open industry standard? As EdgeComputing is rolled out, should Akamai continue to follow a platform-agnostic approach with respect to the many enterprise software companies offering web services? Alternatively, should Akamai ally exclusively with either IBM or Microsoft?

Class 16

Open Source and Knowledge Networks

May 5

Von Hippel, Eric. Democratizing Innovation. Cambridge, MA: The MIT Press, 2005. O'Mahony, Siobhn. "Guarding the Commons: How Community-Managed Software Projects Protect Their Work." Research Policy 32(7), pp. 1179-1198, 2003. Powell, Walter W. Learning from Collaboration: Knowledge and Networks in the Biotechnology and Pharmaceutical Industries. California Management Review 40(3), pp. 228-240, 1998. Questions for Discussion What is the promise of the open source movement in software and other sectors? When does an open approach to innovation make sense, and when might a more proprietary approach be in a firms interest? What are the benefits and challenges of participating in an innovation network, as in biotechnology?

Class 17

Balancing Basic & Applied Research

May 6

Cohen, Wesley M. and Levinthal, Daniel A. Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1), 1990. Read pp. 128-138 only. Lim, Kwanghui. The Many Faces of Absorptive Capacity: Spillovers of Copper Interconnect Technology for Semiconductor Chips. Industrial & Corporate Change, 18(6), pp. 1249-1284, 2009. Questions for Discussion How much basic research should a firm invest in? Should basic and applied research be managed differently?

Class 18

Wrap-up

May 9

Review your notes and your thoughts. What are the most important management lessons which you will bring from the course? How is information technology (and the Internet in particular) changing the management of technology itself?

10