Notes

TRUE - Today, the focus is on establishing strategic planning processes that are constant and flexible.
PLANNING - It is a complex process in which a wide range of issues must be examined.
CREATION OF VALUE - Accumulation of effort to produce new ideas that add value in the marketplace or for stakeholders is the goal.
TRUE - The evaluation and control system is not an isolated, but instead is an activity that should occur throughout the organization on an ongoing basis.
STRATEGIC PLANNING - It is the process that lays the groundwork and direction of the firm over the next several years.
INTEGRATION - Blending or creating fit within and organization, whether it is an alliance, joint venture, or merger/ acquisition, requires developing shared norms, capturing competencies from both organizations, creating compatible systems and structures, and integrating teams and functions.
TRUE - Evaluation and Control processes are commonly combined in a business because they are intertwined process which the firm asks itself about its current status in the industry.
EXTERNAL NETWORK RESOURCES - The partners of the company that can help in extending the capabilities in different fields. The existing linkages and potential linkages to outside resources for potential collaborative efforts.
VALUE PROTECTION - This process seeks to build barriers to others entering a market or developing power.
TRUE - Strategic planning is the formal written document produced while strategy is much more than the document.
TRUE - The knowledge shared may be a process that is technologically new to one partner, or it may be a new product.
SYSTEMATIC LEARNING - A process in which new facts and skills are based upon a solid foundation, it is also an approach that happens when the firms acquires technology externally though acquisitions or alliances.
INNOVATION - It is how firms create new technology, products, or processes.
EXPLICIT - It is a knowledge that can be codified or written down as rules or guidelines.
OPERATIONAL FITNESS - Measuring the efficiencies that emerge from the combined activities in areas such as sales and manufacturing costs.
DIVISIONAL MANAGERS AND TEAM LEADERS - Responsible for the direct implementation of the control mission set by the top management of the firm.
TRUE - Determining if the goals do not much the capabilities of the firm and develop new goals.
STRATEGIC FITNESS - Ability of the organizations to align their strategic goals.
EXTERNAL BENCHMARKING - An analysis of how your business compares to others in your industry, to gain a clearer idea of where you fall short (if anywhere) and what you can do better.
RETRENCHMENT - The situation wherein if the firm find that it’s in need to have a dramatic change in order to survive, the firm builds another value adding business that has a sustainable advantage based on capabilities.
TRAINING AND DEVELOPMENT - Has a benefit of helping employees grow as professionals and as individuals.
SPEED - The last element is the need to act in a timely manner.
QUALITY CONTROL DEPARTMENT - Provides the tools, processes, and mechanisms for day-to-day evaluation and control by department managers and team members and establish quantitative measures to determine the acceptability of different aspects of a product.
TRUE - Diligence checklist cannot be rigid and inflexible but rather must be customized the potential deal.
ENGAGEMENT - It is how to get the various entities in an organization moving in the same direction.
EVALUATION AND CONTROL - A comparison of actual outcomes with expected outcomes is done.
BENCHMARKING FOR BEST PRACTICES - New technologies and competitive opportunities can develop.
COMPETITIVE UNDERSTANDING - How the partnering prospect (alliances) or acquisition fits into the competitive environment.
MONITORING EMPLOYEES - Overcoming the problems in engagement.
STRATEGIC PLANNING - It is a process by which an organization develops a long-term vision and a plan to implement it.
TRUE - Strategy is choosing where to put the box, its size and even whether it is a box.
TRUE - Internal innovation is a process that involves many individuals, capabilities, and resources.
TRUE - The alignment within the organization after a merger/acquisition is through common policies and procedures.
TACTICS AND ACTIONS - Delineates the specific operational activities the firm will undertake to achieve its goals and objectives.
TRUE - A sustainable advantage is a competitive advantage that can last at least two or three years.
COMPETITIVE ADVANTAGE - An advantage that a firm has over its competitors, allowing it to generate greater sales or margins and/or retain more customers than its competitions.
STRATEGY - It is a coordinated set of actions that fulfill a firm’s objectives, purposes and goals.
INTERPRETIVE LEARNING - It is the approach that recognizes that ambiguity and trial-and-error enactment process that are used in innovation process.
FINANCIAL FITNESS - Difference between the desired financial outcomes and those actually produced.
INTERNAL BENCHMARKING - Process of making meaningful comparisons between the performance of a company and the performance of identified best practices that often become the standard for continued improvement user by employees for more effective ways of getting the job done.
MONITORING - The direct one-on-one activity between employees in the organization or a system designed to allow two people learn from each other.
TOP MANAGEMENT - Sets into motion the control actions and processes of the firm.
TRUE - The evaluation and control process is complex and requires the coordination and integration of multiple functions within the organization.
FALSE - Culture is not built overtime, by individuals that develop framework to interpret events and activities that occur within the firm.
TRUE - System integration has low risks and rewards associated with it.
TRUE - The planning process is an effort that builds on itself.
TRUE - Basic research is fundamentally risky, but it has the potential to provide great rewards such as leading to new products or ways of doing business.
LEADERSHIP - Ensures that there is cooperative behavior among employees, a culture of collaboration, and cross-functional initiatives.
TACIT - They are information that comes from experience and it is internal to an individual.
BLEND INDIVIDUALS AND TEAMS - There is a need not only to integrate personnel from both organizations but also to create lines of communication that are relevant to the new organization.
TRUE - Set up the infrastructure for the most likely scenario, but have contingencies for other strong possibilities.
LACK OF SKILLS - Problems in engagement except one.
INTEGRATE POLICIES AND PROCEDURES - When an acquisition occurs is fraught with opportunities to excel or to fail.
S-Curve - It is a tool often used to examine where technological change is going.
CLARITY OF OBJECTIVES - Discover important, often hidden, potential expenses, costs, and liabilities that might affect the alliance/acquisition if it is completed.
HUMAN RESOURCE - The manpower in developing capabilities. The workforce for the firm, including technical knowledge, level of training and development, and type of reward system.
TRUE - Ongoing activities that are typically constant in technology-focused firms.
TRUE - Set up a monitoring system that is an integral part of the implementation and addresses potential technical market risks.
TEAM LEADERS - Establish further operational details of the control system.
RELATIONSHIP FITNESS - Difference between the desired and actual relationship within the firm.
TRUE - Technology and innovation are not isolated activities in a firm but instead impact and are impacted by multiple functions within the organization.
TRUE - To develop synergies, the leaders of the integration effort must find ways to gain efficiencies or to transform the firm.
TRUE - Innovation happens because employees know that the company expects it and rewards it.
DOWNSIZING - It is a type of restructuring that occurs when a firm either sells some of its units or lays off employees.
TRUE - As the Technology Complexity increases, the pressure on the company to have the sufficient human and knowledge capabilities also increases.
TRUE - Systems integration is most concerned with the fit among parts of the organization and how to improve the fit with existing knowledge bases.
TRUE - The leading firm should benchmark, or compare, its systems and the systems of the partnering firm with the best in the industry.
STRATEGIC ALLIANCES - Gap analysis identifies the fitness of the alliances.
DIVISIONAL MANAGERS - Determine how to enact the mission and what control actions are needed and how to successfully complete the control process.
ORGANIZATIONAL STRUCTURE - A key to allow the exploration of new ideas and processes.
GOALS AND OBJECTIVES - Establishes how the firm will carry out its mission.
TRUE - Capabilities are those internal resources like leadership, culture, and training that allow a firm to implement a given strategy.
TRUE - Two areas are of particular concern in seeking to ensure there is such collaboration. These are the Skill Mix of the leadership team and the actions typically taken by the leaders.
ORGANIZATIONAL FOCUS - Must remember for a large organization, it is the total organization performance that matters.
TRUE - When planning started in the 1960s, it typically was a very structured process, and the firm discussed its strategic plan once a year.
DISRUPTIVE TECHNOLOGY - It is a concept closely related to radical technology.
TRUE - The most common actions that address process innovation are new product development, restructuring, reengineering, and value destruction.
TRUE - There is a need of team of key leaders who guide the firm and play a pivotal role in its success.
EDWARDS DEMING - Developed the foundation for his approach to quality while working for AT&T.
ECONOMOC RESOURCES - Will determine the potential outcome or result of the technology being developed. Profitability and marketability of the technology being developed.
TRUE - The portfolio of innovative projects can be described as an organizational “ecosystem”.
ALIGNMENT - It also means, that the system is set up that most employees do not have to deal with the complex software directly.
ALIGNMENT - Represents a fit among the systems within the firm as they support the firm’s strategy and a fit with the firm’s external environment.
DUE DILIGENCE - Full examination of the firm or technology prior to the consummation of the deal.
TRUE - Hypercompetition occurs in a rapidly changing environment where the competitive advantage is hard to maintain.
TRUE - For innovative strategy to succeed rewards there must be willingness to reward stretching toward a new product, business model, market, or process.
MISSION - Summarized the firm’s vision of itself, its values, and what it values.
RESTRUCTURING - Involves substantive changes in communication and coordination patterns within the organization.
REENGINEERING - Requires fundamental rethinking and radical redesign of work processes.
TRUE - Applied research utilizes the new knowledge developed by the basic research to create new products.
EXECUTION - Training development, Blend individuals and teams, Develop synergies.
VALUE APPROPRIATION - It is a process by which a firm seeks to imitate others or leverage its technology to into a new domain.
EXTENSION - Concerned with firms having sufficient knowledge of product and market competencies so new ideas lead to action through a filter of experience.
RETRENCHMENT - Used when a firm is in decline and is in need of dramatic change to survive.
DEPARTMENT MANAGERS AND TEAM MEMBERS - Responsible for the actual tactical actions of the operational details established by manager and team leaders.
BOARD OF DIRECTORS - Accountable for control processes in the organization.
TRUE - A technology that disrupts a market is not always a radical technology.
DEFENSIVE TECHNOLOGY - It is when a firm uses technology not to gain an advantage but to match its competitors.
TRUE - If due diligence is done correctly and the questions asked are pertinent and thoughtfully answered, the integration process will be greatly enhanced.
DEVELOP STRATEGY FOR CRITICAL ACTIVITIES - The firm needs to address some activities more forcefully than others when conducting an externally focused effort to obtain innovation capability or technology.
TRUE - Before undertaking effort to build an alliance or to begin acquisition, a firm needs to evaluate is capabilities for success in such activities.
EVALUATION OF THE FUTURE - Monitoring how well the blending process is after the initial integration effort.
OFFENSIVE TECHNOLOGY - It is when a firm uses technology to gain a competitive advantage.
STRATEGIC VISION - Summarizes what the business is about.
BUILD FIT - Not only must be system align, but also the different internal groups must support each other.
TRUE - Firms can leverage existing technology platforms as a means to save resources.
TRUE - The blending of structures and cultures centers on two factors:
TRUE - Culture is one of the most difficult items to identify and proactively impact the organization.
LEADERSHIP - It is the second major element in the implementation of an externally focused means of obtaining innovation capability or technology.
TO ANALYZE HOW OTHER ORGANIZATION ACHIEVE THEIR LOW - Objective of benchmarking except one.
TRUE - It is difficult for firms to innovate successfully on a consistent basis because of the complexity of the process.
ORGANIZATIONAL LEARNING - It is the process of creating, retaining, and transferring knowledge within the organization.
TRUE - If the goal of the organization is to develop new technologies through acquisition, then the rewards system of the organization should reward individuals and groups that help the organization achieve that goal.
TRUE - The external environmental factors shape the capabilities of the firm.
CONTROL - The changes necessary to meet the goals and direction that the organization.
ENTREPRENUERIAL RESOURCES - Defined as the propensity of an individual to behave creatively, act with foresight, use intuition, and be alert to new opportunities. Individual knowledge and experience in being innovation and managing new products and processes.
TRUE - The implementation of the acquisition of technology strategy is all about integrating, blending, and building fit.
TIE REWARDS TO ACHIEVEMENT GOALS - To gauge whether a firm is trying rewards and incentive to innovation.
CAPABILITIES - They are skills that a firm develops and are essential building blocks for the firm’s strategy.
TRUE - Don’t underestimate the influence of the internal culture and external environment.
TRUE - Before beginning the due diligence, the firm must determine whether it will pursue an alliance or an acquisition.
TRUE - Innovation, which occurs internally, is differentiated form the firm obtains a new technology or process form an external source.
FALSE - Knowledge-based culture is sharing of knowledge within and outside the organization that can help in engagement.
TRUE - There is no one model of strategic planning. However, the strategic planning process should include a situational analysis.
TRUE - The purpose of applied research is to add value to the firm and its customers in the market place.