International experience shows constantly, through studies and practical applications, that fostering innovation relies more on strategic planning, research and search for specific data. The development of business strategies would have never been more challenging or more important than in today's competitive environment through which corporate strategies must transcend past limits.
The paper analyzes three case studies. All of them are innovative companies however technology was used as part of their innovation for Easy Jet and Korres, whereas in PARC it was its core business. In the case of the two successful innovators Korres S.A. and Easy Jet, technology dealt with the development of the company’s R&D (Korres), it was used as a facilitator of processes which were the key factor for lowering production costs (Easy Jet) and finally in the case of PARC – Xerox technology was not focused on customer needs.
Table of Contents
1. Introduction
2. Corporate Strategy – Strategic Planning
3. Business & Successful Innovation
4. Strategic planning – Technology and disruptive technologies
5. Successful innovations
5.1 KORRES S.A.
5.2 EASY JET
6. Unsuccessful innovation – Xerox and PARC
7. Conclusion
Research Objectives and Themes
This paper examines how the strategic planning process influences the management of technology and innovation, with a specific focus on the role of disruptive technologies. It investigates the intersection of corporate strategy and successful innovation through a comparative analysis of three distinct organizational case studies.
- The impact of strategic planning on technological management.
- Identifying characteristics of successful versus unsuccessful innovation.
- The influence of organizational culture and leadership on innovation outcomes.
- Strategies for managing disruptive technologies and radical innovation.
- Customer-centricity as a driver for successful business strategy.
Excerpt from the Book
Unsuccessful innovation – Xerox and PARC
In 1970, Xerox has created PARC which was its research center aiming at developing technology. PARC became a Xerox subsidiary in 2002 after having developed a number of revolutionary computer products such as the prototype of the modern PC etc (Xerox, 2012). Although, PARC was known for its technological excellence, Xerox did not manage to take advantage of this excellence. Researchers think (Waldrop, 2001) that this was due to the casual culture that was dominant at PARC and that allowed employees to pursue projects that they liked without paying any attention to the potential commercial value of the projects. A further failure reason was that PARC was far away from Xerox headquarters so there was bad communication and mismatch of goals between PARC employees and headquarters employees (Waldrop, 2001).
According to Kim and Mauborgne (2000) successful innovators focus on customers and more specifically on how the product meets the customers’ needs and they are not solely oriented on developing technology as PARC did. Bad innovations do not look at how the customer buys, gets and uses the product, in other words their product development is not customer oriented.
Summary of Chapters
Introduction: This chapter outlines the research scope, highlighting how strategic planning and research are essential for fostering innovation within competitive environments.
Corporate Strategy – Strategic Planning: This section defines strategic planning as a critical process for setting long-term goals and emphasizes its role as a fundamental component of strategy implementation.
Business & Successful Innovation: The chapter identifies key characteristics of successful innovators, such as cost efficiency, customer-centricity, and the importance of organized, dedicated functional teams.
Strategic planning – Technology and disruptive technologies: This part explores why companies often fail to recognize the potential of disruptive technologies and how management must adapt to technological discontinuities.
Successful innovations: This chapter presents two practical examples, Korres S.A. and Easy Jet, demonstrating how specific strategic approaches lead to market success.
Unsuccessful innovation – Xerox and PARC: This analysis examines why technological excellence at Xerox PARC failed to translate into commercial success due to a lack of customer focus and strategic alignment.
Conclusion: The final chapter synthesizes the findings, noting that while technology is a vital component, strategic alignment and market orientation are the ultimate determinants of long-term success.
Keywords
Strategic Planning, Innovation, Disruptive Technology, Corporate Strategy, Customer-Centricity, Korres S.A., Easy Jet, Xerox PARC, Technological Management, Competitive Advantage, Product Development, Radical Innovation, Market Segments, Strategic Thinking, Business Strategy
Frequently Asked Questions
What is the primary focus of this work?
The paper explores the relationship between the strategic planning process and the management of technology and innovation, specifically examining how companies successfully (or unsuccessfully) navigate disruptive technologies.
What are the core thematic areas?
The work centers on corporate strategy, innovation management, the necessity of customer focus, and the organizational requirements for successfully implementing radical new ideas.
What is the central research question?
It addresses how strategic planning impacts technological management and what specific considerations are given to the influence of disruptive technologies in market competition.
Which methodology is employed in the study?
The study utilizes a qualitative case study methodology, analyzing the business practices and strategic outcomes of three specific organizations: Korres S.A., Easy Jet, and Xerox PARC.
What is covered in the main body of the text?
The main body covers the theoretical foundations of strategic planning, characteristics of successful innovators, the challenges posed by disruptive technologies, and detailed comparative case studies.
Which keywords best characterize the research?
Key terms include Strategic Planning, Innovation, Disruptive Technology, Corporate Strategy, Customer-Centricity, and competitive market positioning.
How does the author explain the success of Korres S.A.?
The success is attributed to a strategy deeply focused on innovation, strong alignment within the entire organization, and direct involvement from senior management in the R&D process.
Why did Xerox PARC fail to capitalize on its innovations?
Failure was largely due to a casual organizational culture that ignored commercial value, poor communication between the research center and headquarters, and a lack of customer-oriented product development.
- Arbeit zitieren
- Fotini Mastroianni (Autor:in), 2012, Technology and innovation. How does the strategic planning process impact the management of technology and innovation and what consideration is given to the impact of disruptive technologies in particular?, München, GRIN Verlag, https://www.grin.com/document/351392
