1. Class 2: Strategic Issues in NPD August 31, 2004

2. Part II: Strategic Issues for NPD The Pioneering Advantage: Myth or Reality? The Innovator’s Dilemma Sustaining vs. Disruptive Technologies How closely should you listen to your customers? Implications for Organizational Strategy Coping with Change Within existing structures (inside and outside corp. boundaries) Acquisition

3. Part II: Strategic Issues for NPD The Pioneering Advantage: Myth or Reality?

4. The Pioneering Advantage Reasons Why It Should Exist Consumer-Based Reasons Producer-Based Reasons

5. The Pioneering Advantage Reasons Why It Should NOT Exist

6. The Pioneering Advantage Myth or Reality?

7. Part II: Strategic Issues for NPD The Pioneering Advantage - Myth or Reality The Innovator’s Dilemma Sustaining vs. Disruptive Technologies

8. The Innovator’s Dilemma Sustaining Technologies Those that foster improved product performance Disruptive Technologies Those that foster worse product performance, at least in the near- term

9. The invasion of disruptive steel minimill technology into progressively more sophisticated steel markets 19751980 19901985 Rebar Other Bars & Rods Structural Steel Sheet Steel Quality of Minimill Produced Steel Steel Quality

10. Changes in Market Leadership - Hard Drives Product Generation 14 in 1973 8 in 1978 5.25 in 1981 3.5 in1986 2.5 in1990 1.8 in1994 Leading Firm Control Data Priam, Shugart Seagate, Miniscribe Conner, Quantum Integral

11. Attribute Capacity (megabytes) Physical volume (cubic inches) Weight (pounds) Access time (milliseconds) Cost per megabyte Unit cost 8-Inch Drives (Minicomputer Market) 60 566 21 30 $50 $3000 5.25-Inch Drives (Desktop Computer Market) 10 150 6 160 $200 $2000 A Disruptive Technology Change: The 5.25-inch Winchester Disk Drive

12. The Innovator’s Dilemma What tends to happen over time?

13. Performance demanded at the low end of the market Performance demanded at the high end of the market Time Product Performance The Impact of Sustaining and Disruptive Technological Change

14. Progress due to sustaining technologies Performance demanded at the high end of the market Time Product Performance The Impact of Sustaining and Disruptive Technological Change Performance demanded at the low end of the market

15. Disruptive technological innovation Performance demanded at the low end of the market Progress due to sustaining technologies Performance demanded at the high end of the market Time Product Performance The Impact of Sustaining and Disruptive Technological Change

16. Barriers to Downward Mobility The promise of up-market margins The up-market movement of main customers Difficulty in cutting costs to move downmarket profitably

17. Case Study: Business Schools “ Harvard Business School is the next likely victim of a disruptive technology… It has become a finishing school for consultants and investment bankers ” - Clayton Christensen, HBS Tenured Professor

18. Case Study: Electronic Vehicles How much should Ford, Toyota, GM, BMW, Daimler Chrysler, and the other major manufacturers worry about electronic cars? Are electronic vehicles a disruptive technology?

19. Part II: Strategic Issues for NPD The Pioneering Advantage - Myth or Reality The Innovator’s Dilemma Sustaining vs. Disruptive Technologies How closely should you listen to your consumers?

20. Part II: Strategic Issues for NPD The Pioneering Advantage - Myth or Reality The Innovator’s Dilemma Sustaining vs. Disruptive Technologies How closely should you listen to your customers? Implications for Organizational Strategy Understand your firm’s capabilities Cope with change Within corporate boundaries Outside corporate boundaries (spin-off) Acquisition

21. Understand Your Firm’s Capabilities Resources People, technology, equipment, cash, brands, supply chain relationships, product design Processes Patterns of interaction, communication, & decision-making Values Acceptable gross margins Size of the hurdle for new business opportunities Harder to Change

22. Cope with Change Within corporate boundaries: Use “heavyweight” teams Outside corporate boundaries: Spin out an independent organization Acquisition: Decide whether assimilation is prudent