Technology

Evolution
The process of Technological Advance:
the combination of chance events and inventions
(variation),
direct social and political action of organizations in
selecting between rival technical regimes (selection),
as well as by incremental, competence-enhancing, puzzle-
solving actions of many organizations learning-by-doing
(retention).
Technology develops in response to the interplay of history,
individuals, and market demand
Function of both variety and chance as well as structure
and patterns.

So:
Technological progress constitutes an evolutionary system
 Variation

Technological Discontinuity
Competence enhancing
Competence destroying

Retention Era of Ferment

Substitution
Era of Incremental Change Design competition
Elaborate dominant design Community-driven
Architectural innovation Technical change

Selection

Dominant Design

A technology cycle.
(Source: Tushman and Andersen, 1997)
Competence-enhancing discontinuities significantly
advance the state of the art yet build on, or permit the
transfer of, existing know-how and knowledge.

Competence-destroying discontinuities significantly

advance the technological frontier, but with a knowledge,
skill, and competence base that is inconsistent with prior
know-how.
E.g.?
 Technology life cycle/ S-curves

Stage 1. Technology development

Stage 2. Technology application
Stage 3. Application launch
Stage 4. Application growth
Stage 5. Technology maturity
Stage 6. Degraded technology
Market / Technology Matrix for analysing technical and product
competence
Scenario Planning
Scenario
Planning
Technology road mapping
Relationship to the strategic planning process

Market Information

Product-Market analysis
Product-Technology
Options Evaluation Road Map Defined Project
Creation Targets Proposals
Technology Assessment

Identification of Technology
Available / Feasible
Technology road mapping
Generic format

Time

Market M1 M2

P1 P2 P3
Product
P4

Technology T1 T3

T2 T4

R&D RD 1 RD 2 RD 4 RD 6

programme RD 2 RD 6

Capital investment / finance

Resources Supply chain
Staff / skills
 Identification

Technology Organizational
Forecast reports
audit analysis

Forecasts on technology, List of resource base and

List of technologies and
Product, PEST Org capabilities
their assessment

All dept.
Documentation
Output

Selection Acquisition Exploitation Learning Protection

PESTEL for APPLE
 Strategy
Institutional Strategy:
growth (revenue, ….)
sustainability (market share,…)
Operational strategies:
cost leadership
differentiation
focus (market, region, product)
 Example of strategy

Strategic goal: To become the biggest distributor

for beauty products in Istanbul

Strategies:
To construct centers in Asian and European side of
Istanbul
To increase distributor contracts with producers
To increase imported beauty products
To increase sales personnel
 Strategy implementation

Operational plans
Short, medium, and long-term plans
Periodically reviewed - revisied if needed
Written action plans

Diffusion into the organization

 Strategy evaluation and measurement

Comparison with the goals

Finding the differences and their reasons
Updating the plan if needed
Resource-based view/ Capabilities view
& Strategy
Strategy is the art of creating value (Source: Normann and
Ramirez, 1993)

It allows a company’s managers to identify opportunities for

bringing value to customers and for delivering that value at a profit.

2 resources that matter in today’s economy:

* competence and
* relationships (customer and supplier)

Innovate:
Not just add value but reinvent it.
Core competence
Not only performance improvement but also opportunity
creation.

Performance improvement includes quality, costs, cycle

time, logistics, and productivity, while
opportunity creation consists of growth, new business and
market development, strategic direction.
 Human Resources/ Talent Development for I 4.0

1. Skill Gaps
2. Talent Development Process
 60-70% of current jobs will vanish when
a child in primary school get on to the job
R&R
DATA Driven
How Cos. Need to Respond: The 4 Ways
 Case Study
1. People & Machine: Partners in Innovation
(MIT Sloan)
2. Human Factor & Industry 4.0
 The Changing Role of Education in the I 4.0 Era

1. Knowledge Management
2. E-Learning
3. Hybrid Learning
4. New Education Requirements
5. Content Development & Applications
From Data to Information
to Knowledge
Management (KM)
Knowledge Maturity Levels
Managing & Transferring Knowledge in I 4.0 era
How and Who will help in K- Transfer:

Managers/ Teachers/ Peers/ …

Use of Technology / Publications

Industry 4.0 Education 4.0

Concept of Blended Learning
Effectiveness Measurement
Typical Profile
Industry 4.0 working- Life Skills framework
Challenges for Industry 4.0
 Changing face of Human Resources in
Industry 4.0 era

• Org. Structure
• Leadership Styles
• HR Practice
• Innovation & Capabilities development
• Investment in Knowledge (Learn-Unlearn-Relearn)
 Case Study

1. Management Approaches for Industry 4.0

2. Big Data & Knowledge Management

3. Preparing for Industry 4.0- Collaborative Virtual

Learning Environment in Engg. Education

3.