Preface p. xi
Part I Introduction: Integrating Technology and Strategy
Technology and Strategy: A General Management Perspective p. 3
A. Technology and the General Manager p. 15
Case I-1 Claire McCloud p. 15
Reading I-1 The Art of High-Technology Management p. 22
Part II Design and Evolution of Technology Strategy
Design and Implementation of Technology Strategy: An Evolutionary Perspective p. 35
A. Distinctive Technological Competencies and Capabilities p. 49
Case II-1 Advent Corporation (C) p. 49
Reading II-1 How to Put Technology into Corporate Planning p. 62
Case II-2 Electronic Arts in 1995 (A) p. 67
Case II-3 Electronic Arts in 1999 p. 83
Reading II-2 The Core Competence of the Corporation p. 90
B. Technological Evolution p. 101
Case II-4 Asymmetric Digital Subscriber Line: Prospects in 1997 p. 101
Reading II-3 Management Criteria for Effective Innovation p. 116
Reading II-4A Exploring the Limits of the Technology S-Curve. Part I: Component Technologies p. 124
Reading II-4B Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies p. 142
Reading II-5 Patterns of Industrial Innovation p. 149
Case II-5 Charles Schwab and Co, Inc., in 1999 p. 155
Case II-6 Display Technologies, Inc. (Abridged) p. 172
Reading II-6 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy p. 186
C. Industry Context p. 204
Case II-7 The U.S. Telecommunications Industry (A): 1984-1996 p. 204
Case II-8 The U.S. Telecommunications Industry (B): 1996-1999 p. 219
Case II-9 The PC-Based Desktop Videoconferencing Systems Industry in 1998 p. 234
Case II-10 SAP America p. 252
Reading II-7 Crossing the Chasm--and Beyond p. 265
Reading II-8 Predators and Prey: A New Ecology of Competition p. 272
Case II-11 Evolve Software, Inc p. 282
Reading II-9 Competing Technologies: An Overview p. 298
Reading II-10 Note on New Drug Development in the United States p. 308
Case II-12 Eli Lilly and Company: Drug Development Strategy (A) p. 313
D. Organizational Context p. 329
Reading II-11 Gunfire at Sea: A Case Study of Innovation p. 329
Case II-13 Intel Corporation (A): The DRAM Decision p. 339
Reading II-12 Strategic Dissonance p. 362
Case II-14 Intel Corporation (C): Strategy for the 1990s p. 375
Reading II-13 Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research p. 386
Case II-15 Hewlett-Packard: The Flight of the Kittyhawk p. 405
Case II-16 Hewlett Packard's Merced Division p. 416
Reading II-14 Customer Power, Strategic Investment, and the Failure of Leading Firms p. 428
Reading II-15 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms p. 448
E. Strategic Action p. 461
Case II-17 USA Networks p. 461
Case II-18 BMW AG: The Digital Auto Project (A) p. 479
Case II-19 Innovation at 3M Corporation (A) p. 496
Reading II-16 Note on Lead User Research p. 509
Case II-20 Cisco Systems, Inc.: Implementing ERP p. 516
Case II-21 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse Course p. 528
Reading II-17 Strategic Intent p. 533
Part III Enactment of Technology Strategy: Developing the Firm's Innovative Capabilities
Designing and Managing Systems for Corporate Innovation p. 549
A. Technology Sourcing p. 563
Case III-1 PlaceWare: Issues in Structuring a Xerox Technology Spinout p. 563
Reading III-1 The Lab that Ran Away from Xerox p. 574
Case III-2 Vermeer Technologies (C): Negotiating the Future p. 578
Case III-3 Vermeer Technologies (D): Making Transitions p. 581
Case III-4 Cisco Systems, Inc.: Acquisition Integration for Manufacturing (A) p. 587
Reading III-2 The Transfer of Technology from Research to Development p. 605
Reading III-3 Absorptive Capacity: A New Perspective on Learning and Innovation p. 613
Case III-5 NEC: A New RandD Site in Princeton p. 629
Reading III-4 Building Effective RandD Capabilities Abroad p. 642
Reading III-5 Collaborate with Your Competitors--and Win p. 650
B. Corporate Innovation p. 657
Case III-6 3M Optical Systems: Managing Corporate Entrepreneurship p. 657
Case III-7 Intel Corporation: The Hood River Project (A) p. 670
Reading III-6 Managing the Internal Corporate Venturing Process p. 692
Case III-8 R. R. Donnelley and Sons: The Digital Division p. 703
Case III-9 Cultivating Capabilities to Innovate: Booz Allen and Hamilton p. 716
Reading III-7 Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change p. 724
Part IV Enactment of Technology Strategy: Creating and Implementing A Development Strategy
Creating and Implementing a Development Strategy p. 741
A. New Product Development p. 756
Case IV-1 Product Development at Dell Computer Corporation p. 756
Reading IV-1 Communication between Engineering and Production: A Critical Factor p. 769
Reading IV-2 The New Product Development Learning Cycle p. 776
Case IV-2 Eli Lilly: The Evista Project p. 789
Case IV-3 Team New Zealand (A) p. 804
Reading IV-3 Organizing and Leading "Heavyweight" Development Teams p. 810
Reading IV-4 The Power of Product Integrity p. 822
B. Building Competencies/Capabilities through New Product Development p. 833
Case IV-4 Braun AG: The KF 40 Coffee Machine (Abridged) p. 833
Case IV-5 Becton Dickinson: Worldwide Blood Collection Team (Abridged) p. 849
Case IV-6 Guidant: Cardiac Rhythm Management Business (A) p. 860
Case IV-7 Guidant: Cardiac Rhythm Management Business (B) p. 878
Reading IV-5 Creating Project Plans to Focus Product Development p. 881
Reading IV-6 The New Product Development Map p. 891
Reading IV-7 Accelerating the Design-Build-Test Cycle for Effective New Product Development p. 900
Part V Conclusion: Innovation Challenges in Established Firms
Conclusion: Innovation Challenges in Established Firms p. 913
Case V-1 Apple Computer, 1999 p. 913
Case V-2 Intel Corporation in 1999 p. 931
Reading V-1 Building a Learning Organization p. 954
Index p. 969