Presentation on theme: "LINKING TECHNOLOGY AND USINESS STRATEGIES Mr Sivuyise Ndzendze Partner, Innovation Gateway Cell: 073 876 7707"— Presentation transcript:
LINKING TECHNOLOGY AND USINESS STRATEGIES Mr Sivuyise Ndzendze Partner, Innovation Gateway Cell: WSU eLearning Conference November 2010
Background Organizations have been looking for ways to link their business and technology strategies. Assumption has been that if these strategies are linked together then the business and technology will perform well. Although methodologies to improve this task can be found, a clear vision directed by strong leadership remains key to any business. Therefore leaders must be able to distinguish between the technology and processes. This leadership must be very clear of what market values and needs, and Technology Roadmap (TRM).
Introduction Technology is critical for any businesses survival; Creating technology and business strategies link is a challenge; The involvement of business must be maintained all times; Users needs and values are competitive advantage; Incorporation of technology into business strategy; Methodologies measure linkage success; Industrial restructuring technological forces define competition; New technologies speed innovation;
Then What? Managing those radical and/or dramatic changes need a thorough process by: Developing Technology Balance Sheet(TBS); Distinguishing processes from technologies; Developing Organizational Product/Market mix; Comparing technology to product lifecycles; Developing TRM for a product and Developing technology push / market pull strategies. Business see difference against input efforts or time. S-curve as management tool helps management see and measure functional performance of technology.
Technology Balance Sheet During technology acquisitioning decision making strategic objectives, sponsors and management must give attention to Technology Balance Sheet through: Strategic objective to acquire a comprehensive solution; Applying life-cycle management to critical systems; Availing funding without interruptions possibilities; Using drivers for technology life-cycle and strategic plan;
Technology Performance and Process
Product / Market Mix Existing ProductNew Product Existing Market Market Penetration Strategy Product Development Strategy New Market Market Development Strategy Diversification Strategy
Technology Adoption Lifecycle
Technology Push/Market Pull Time Customer Needs Values Market Functionality System
Conclusions Put technology into corporate planning; Functional performance, acquisition cost, ease-to-use, operating cost, reliability, maintainability and compatibility.; Business concentration during technology acquisition; Address orderly technology development process; S-Curve measurement helps identify key areas; Concentrate on good road mapping and measurement; Apt time business milestone informed and feedback.