1. 1-1 Management of Technology DESIGNING AND MANAGING SYSTEMS FOR CORPORATE INNOVATION

2. 1-2 Management of Technology As firms grow large, their capacity to maintain a certain growth rate, based on opportunities in their mainstream areas of business, eventually diminishes.

3. 1-3 Management of Technology Relative Market Share StarProblem Child Cash CowDog Rate of Industry Sales Growth High Low $

4. 1-4 Management of Technology SOONER OR LATER, THESE FIRMS HAVE TO FIND AND EXPLOIT OPPORTUNITIES IN MARGINALLY RELATED, OR EVEN UNRELATED, AREAS THROUGH INTERNAL CORPORATE VENTURING AND/OR ACQUISITION.

5. 1-5 Management of Technology This issue is both difficult and risky. There is no iron-clad evidence to support that you should, or shouldn’t follow the previous “suggestion”.

6. 1-6 Management of Technology Some Alternatives are as follows: Direct Integration New product business department Special business units Micro new venture department

7. 1-7 Management of Technology Some Alternatives are as follows: New venture division Independent business units Nurturing plus contracting Contracting Complete spin-off

8. 1-8 Management of Technology Special Business Units Independent Business Units Complete Spin-off New Product Business Department New Venture Division Contracting Direct Integration Micro New Ventures Department Nurturing and Contracting Very Important Uncertain Not Important Un- realate d Partly Relate d Strongl y Related

9. 1-9 Management of Technology DELEGATION Some managers have their performance based on a genetic link to someone else in the organization Some will have their performance based on how well (or poorly) they play golf, etc. with the boss. Cannot be avoided... Called politics... Avoid it if you can.

10. 1-10 Management of Technology DELEGATION Your performance will be based mostly on items like: Performance to budget (+2% is good, don’t be too good or you'll be penalized by a reduced budget.) Safety record etc. But mostly, on the performance of your people.

11. 1-11 Management of Technology DELEGATION The performance of your people will be based largely on how well you delegate your assignments to them.

12. 1-12 Management of Technology DELEGATION Comes from the Latin word meaning “to send from” and consists of transferring authority, responsibility and accountability from one person or group to another.

13. 1-13 Management of Technology DELEGATION Typically, it involves moving authority from a higher organizational level to a lower one. How well you delegate those responsibilities will make your job reasonable or miserable.

14. 1-14 Management of Technology DELEGATION Examples Assumptions: You really want to do a good job You are not on a “fast track to stardom” by walking over people and coming in way under budget which sacrifices long term success for short term glory.

15. 1-15 Management of Technology DELEGATION Typically, your job will consist of:

16. 1-16 Management of Technology DELEGATION Given those issues, Am I delegating as much as I can?

17. 1-17 Management of Technology Am I delegating as much as I can? Do I work too much overtime when my staff doesn’t? Do I take work home? Is my unfinished work increasing? Am I distracted by constant unexpected emergencies? Do I keep control over all details of the job?

18. 1-18 Management of Technology Am I delegating as much as I can? Do my subordinates defer all decisions to me? Do I constantly instruct subordinates to perform certain activities rather than to accomplish their goal? Do operations slow down when I’m away?

19. 1-19 Management of Technology Am I delegating as much as I can? Have subordinates stopped presenting their ideas to me? Do I frequently postpone long-term projects? Do I feel that I’m abdicating my role as manager if I ask for assistance/delegate? Are daily operations so time-consuming that I have very little time left for future planning?

20. 1-20 Management of Technology Am I delegating as much as I can? Do I lack confidence in my subordinates shouldering more responsibility? If you’ve answered yes to the majority of these questions, chances are you are not delegating enough “stuff”.

21. 1-21 Management of Technology Common Reasons for not Delegating Lack of Patience Insecurity Inadequacy Occupational Hobby

22. 1-22 Management of Technology What Should You Delegate? ANYTHING YOU CAN!!!! (Not really) Avoid sensitive issues Avoid the D-A-R method of delegation

23. 1-23 Management of Technology What Should You Delegate? Provide meaningful and challenging assignments that include the opportunity for individual growth. The extra time spent will pay off!!

24. 1-24 Management of Technology Resist Reverse Delegation Some folks will resist anything that is tedious, etc. and will try to dump it back in your lap!! Unless a really unusual circumstance occurs, don’t do it!!

25. 1-25 Management of Technology Be Sure They Fully Understand the Assignment Purpose, importance, expectations, financial constraints, performance standards, and deadlines. Keep written records of assignments.

26. 1-26 Management of Technology Train Your Subordinates Does not mean off-site training seminars Done via effective delegation. Your primary intent should be to have someone ready to fill your shoes when you are promoted!!! Or fired!!!!

27. 1-27 Management of Technology Some Final Thoughts Monitor progress and provide meaningful feedback and praise Select your assignee carefully Rotate your junk work Empower those to whom you delegate