TM.

721 Business Strategy for Entrepreneur

Master of Science in Technology Management Programme
Dr. Pun-Arj Chairatana
Session 1 & 2
10 OCTOBER 2010
 Course Description
• การนำความรูด้ า้ นการจัดการมาใช้ใน
– การบริหารธุรกิจ
– การวิเคราะห์สถานการณ์ และการวิเคราะห์โอกาสทางธุรกิจ รวมถึง
– การแก้ไขปั ญหาและการตัดสินใจทางธุรกิจอย่างมีประสิทธิภาพ
• โดยเน้นวิเคราะห์ในประเด็นทีท่ นั สมัย เพื่อให้มีประสบการณ์ในการนำเอาทฤษฎีไป
ประยุกต์ใช้ในทางปฏิบตั ิ
• โดยอาศัยเทคนิค
– กรณีศึกษา
– สัมมนาเชิงปฏิบตั กิ าร และ
– เกมจำลองทางธุรกิจ เป็ นต้น
 Objectives
สร้างความเข้าใจต่อ
ทฤษฎีและองค์ความรู ้
ทีเ่ กี่ยวข้องกับกลยุทธ์ สร้างความสามารถใน
เทคโนโลยีและ การแก้ไขปั ญหาและ
นวัตกรรมสำหรับผู ้ ศักยภาพการตัดสินใจ
ประกอบการ ทางธุรกิจนวัตกรรม สร้างความสามารถใน
เทคโนโลยี และเทคโนโลยี การทำงานเป็ นกลุ่ม

สร้างความสามารถใน พัฒนาทักษะการ
การวิเคราะห์ วิเคราะห์และพัฒนา
สถานการณ์ และ กรณีศกึ ษากลยุทธ์
โอกาสทางธุรกิจ ธุรกิจเทคโนโลยีและ
นวัตกรรม
 การวัดผลสัมฤทธิ์ในการเรียน
• การปฎิสมั พันธ์จากเครือข่ายสังคม 15%
– ให้สร้าง SOCIAL NETWORK สำหรับแลกเปลียนองค์ความรูแ้ ละการทำรายงานผ่าน ning.com /
facebook / และ twitter
• การทำรายงานเดีย่ ว 15%
– พัฒนากรณีศึกษาด้านกลยุทธ์นวัตกรรม
• การทำงานกลุม่ 20%
– พัฒนาบทวิเคราะห์ดา้ นกลยุทน์ วัตกรรมรายสาขาหรืออุตสาหกรรม
• การนำเสนองานกลุม่ 20%
– นำเสนอบทวิเคราะห์ดา้ นกลยุทน์ วัตกรรมรายสาขาหรืออุตสาหกรรม
• การสอบปลายภาค 30%
 STRUCTURE OF COURSE

Foundation
Foundation
Strategic innovation
Session 01: Strategic innovation
Session 01:
Technology, Strategic entrepreneurship
Technology,
Innovation, and Session 03: Strategic entrepreneurship
Innovation, and Session 03:
Understanding Strategic leadership
Strategy Understanding Session 06: Strategic leadership
Strategy Evolution of Session 06:
Session 02: When Evolution of
Innovations Dimensions of Strategic organisation
SessionMeets
Strategy 02: When Innovations Dimensions
Strategic of Session 09: Strategic organisation
Strategy Meets Session 04: Managing Entrepreneurship
Strategic Session 09:
Engagement of
Creativity Session 04: Managing Engagement of Session 12: Principles
Creativity Strategic Innovation Entrepreneurship Leader
Strategic Innovation Session 07: Paths of Leader of Session
Strategic12: Principles
Session 05: Case Strategic 07: Paths of Session 10:
SessionEntrepreneur of Strategic
Organisation
Session 05: Case
Discussion Session
Strategic EntrepreneurLeadership, 10: Organisation
Discussion Session 08: Case Leadership,
Envisioning, and Session 13:
Session
Discussions 08: Case Envisioning, and Innovative 13:
Interacting
Session VS
Discussions Interacting Innovative
Creative VS
Organisation
Session 11: Case Creative Organisation
Session
Discussions 11: Case Session 14: Case
Discussions Discussions14: Case
Session
Discussions
What are the differences?
Session 01: Technology, Innovation, and Strategy

What is Technology
Strategy?
Technology
Technology Technological What is Innovation
strategy innovation Strategy?
Entrepreneur

Strategy Innovation
Innovation How these strategies relate
strategy
to technological innovation?
 Technology
• How technology differs from knowledge and science?
• Major groups of technologies:
– Emerging technologies
– General purposed technologies (GPT)
– Technology VS Invention
– Convergence VS Divergence
– Technology commercialisation
– Technology and Ethics
– And etc.
 Innovation & Technological Innovation
• …concerned with the new or the novel.
• Distinction between innovation and invention?
• Is innovation technology based?
– Fact1: Many of the more significant innovations of the 20th century are
organizational rather than technology based!
• On Tangibility and Intangibility...
– FACT2: An innovation may therefore be a thing! Whether artefact, product
or process or indeed service, system or infrastructure
 Evolution of Definition on Innovation I
• Building on Schumpeter’s useful definition between invention and innovation
– “Invention implies bringing something new into being;
– innovation implies bringing something new into use”.
• Innovation has been defined as...
– the successful introduction into an applied situation of means or ends that are new to
that situation.(Mohr, 1969, quoted in Cummings and O’Connell, 1978, p.34)
• Innovation means change.
– Such changes can be incremental or radical, evolutionary or revolutionary, enabling
or disruptive. They can have different effects upon producers and users.
 Evolution of Definition on Innovation II
The The
The Departme Europea FORA
nt of n
OECD Trade and
Commiss
,
Industry,
, UK, ion, Denm
December March
2001: 2003: 2003:
ark:
●
Innovation can be defined as the
●
development, deployment and economic ●
Innovation is the Innovation is the successful ●
Innovation is the development of
utilisation of new products, processes or production, assimilation and products, production processes,
services, and is an increasingly important
contributor to sustained and sustainable
successful exploitation exploitation of novelty in the services and concepts which are
economic growth, both at microeconomic and of new ideas. economic and social spheres. new to the activity in question.
macroeconomic levels.
 Strategy
• Military origin,
• A plan of action designed to achieve a particular goal.
• Originally usage of strategy is distinct from tactics.
– Strategy: How different engagements are linked? The terms and conditions that it is fought on and
whether it should be fought at all is a matter of strategy
– Tactics: The conduct of an engagement. How battle or competition are fought is a matter of tactics.
• The four levels of economic strategy are
– Economic goals or growth strategy,
– Corporate strategy,
– Operations, and
– Tactics.
 Technology Strategy
• Objective(s), principles and tactics relate to the technologies that the organisation uses.
• It focuses on the technologies, people who directly manage such technologies.
• It can be implied to
– Organisational behavior towards technology decision
– Technology and resource allocation
– Technological human resource management
– Technological interface
– Value creation through technologies
– R&D management
– And etc.
 Innovation Strategy:
Application for Thai Value Creation
Figure 5.3: Innovation Value Chains of Selected Agricultural Biotechnology Products in Thailand

HIGH YIELDED SEEDS DISEASE RESISTANCE RICE GENOME

(Hybrid Rice Breeding) GENETIC SEEDS SEQUENCING

RICE

AROMATIC RICE NEUTRACEUTICALS

TRANSGENIC RICE
(High quality rice) RICE

MOLECULAR
DOMESTICATED
DETECTION TOOL &
BROODSTOCK TECH
TECH FOR VIRUSES

SHRIMP

SPECIFIC
DISEASES FREE SHRIMP
PATHOGEN-FREE
(Yellow-head & White-spot)
(SPF-BROODSTOCK)

CONVENTIONAL WASTE & ENERGY STARCH BIOSYNTHESIS

HYBRIDISATION UTILISING TECH TECHNOLOGY

CASSAVA

WASTE & ENERGY

DEVELOPED CASSAVA NEW CASSAVA
MANAGEMENT
VARIETY VARIETY
PROCESS

Source: Tantichaoen, M. and developed from BIOTEC DATABASE

Copyright © 2006 Pun-Arj Chairatana

14
 Innovation, Entrepreneur, and Strategy
• Much of existing innovation theories have developed and derived
from studies of large manufacturing firms in advanced markets and
mainly concerned with the successful of product innovation.
• Theories of entrepreneurship focus on small business creation, our
scopes here are
– Application of key existing theories on innovation and entrepreneurship.
– Learning by doing
 Bright idea, Burst model
• Mr. M. was a bright young PhD scientist with a patent on a new algorithm for
monitoring social network activity and predicting the early onset of a tipping p
oint and trend.
• He was convinced of the value of his idea and took it to market having sold
his car, borrowed money form family and friends and taken out a large loan.
• He went bankrupt despite having a demonstration version which the investors
he showed it to were impressed by.
• Why might his failure be linked to having a partial model of how innovation
works, and how could he avoid making the same mistake in the future?
 Knowledge, Strategy, and Innovation
• How does innovation operate as a knowledge creation and transfer
process?
• If innovation is increasingly a matter of knowledge management, what
sorts of challenges does this approach pose for managing the process?
• How can knowledge be used to provide competitive advantage in a
competitive market-place – and how might this advantage be protected a
nd preserved?
• How does innovation contribute to competitive advantage? Support your
answer with illustrations from both manufacturing and services.
 New Paradigm, New Rules
• Does innovation matter for public services? Using examples indicate how and
where it can be an important strategic issue.
• You are a newly-appointed director for a small charity which supports homeless
people. How could innovation improve the ways in which your charity operates?
• Innovation can take many forms. Give examples of product/service, process,
position and paradigm (mental model) innovations.
• The low-cost airline approach has massively changed the way people choose and
use air travel, and has been both a source of growth for new players and a life-thr
eatening challenge for some existing players. What types of innovation have been
involved in this?
 Session 02: When Strategy Meets Creativity

Strateg
Creativity
y

Outcom
Content Process
e
 A Definition Framework of Creativity
• Uncreative strategy
Process – Creative can’t be planned directly
• Tolerating
contradictions + – Bisocication
Bisociative
thinking
– Plurality
– Mistakes and accidents
– Slack
Creativity – Expectation
Outcome – Imagine
• Rethinking Content
problems + • Innovation + – Competitive tension
transforming lasting value
contexts – Heroic leadership by individual
– Creativity is not innovation
 Five Creative Connections for the Future
Creative strategy Creative strategy utilises an Creative strategy draws Creative strategy involves
Creative strategy requires incorporates an approach approach to upon an approach to an approach to
the integration of to innovation that entrepreneurship that leadership based upon organisation that focuses
harnesses both promotes both being able that

To envision the
Activities of
Innovation Creation and Diligence and big picture for
others and
the future and

Encourages them
To interact in the
Entrepreneurship Discovery Dilettantism to roam into
present
pastures new.

Leadership and

Organisation.
Association versus Bisociation (Koestler 1976:113)
Habit (association) Originality (bisociation)
• Association with the confines of a given • Bisociation of independent matrices
matrix • Guidance by sub-conscious processes
• Guidance by pre-conscious or extra- normally under restraint
conscious processes • Activation of regenerative potentials
• Dynamic equilibrium • Super-flexibility
• Rigid to flexible variations on the theme • Novelty
• Repetitiveness • Destructive-constructive
• Conservative
 Assignments 1
• Sector innovation patterns
• Innovation success and failure
• Strategic advantage through innovation
This short case exercises requires the student to investigate
1) Patterns of innovation in the industry,
2) Highlighting patterns of continuous evolution punctuated by discontinuous shifts.
3) discussion of industry dynamics and the role which innovation plays in shaping these over time.

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