TECHNOLOGY STRATEGY
B8570
Spring 2016
B-Term T/Th 9-10:30 (001) and 10:45-12:15 (002)
Uris 141
Jerry W. Kim
Uris Hall 719
E-mail: jwk2108@columbia.edu
Office Phone: 212-854-2812
Office Hours: Wednesday 10:00-11:00
REQUIRED COURSE MATERIAL
All readings will be available electronically on Canvas. The calendar in Canvas indicates which readings pertain to which
class days.
COURSE OBJECTIVES AND DESCRIPTION
This course provides an introduction to the strategic management of technology. “Technology Strategy” has three broad
goals. The first is to understand the strategic dynamics of technology markets. Second, we will examine how firms--both
in the technology sector and outside--can leverage technologies and innovate to achieve competitive advantage. Finally,
we will discuss how technological change shapes social organization, and how businesses can exploit these
opportunities.
Specific topics and questions will include:
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How do firms leverage network effects to build sustainable competitive advantage?
What are the optimal strategies for building multi-sided platforms?
How should an incumbent firm respond to “disruptive” innovations?
How can firms commercialize new innovations or scientific discoveries?
What is the best way to organize for innovation?
How do new technologies change the way we work and interact, and how should businesses respond?
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REQUIRED PREREQUISITES AND CONNECTION TO THE CORE
In addition to the analytical tools introduced in the course, we will utilize, build on and extend concepts covered in
Strategy Formulation (B6502), including tools used to evaluate competitive advantage, competitive dynamics, and
corporate scope. The class will specifically build on concepts such as network effects (covered in the Apple case), and
two-sided platforms (covered in the Alibaba case). The class will also integrate material from Marketing Strategy,
Business Analytics, and Operations Management.
COURSE ADMINISTRATION
Grading will be based on class participation, two case write‐ups, and an optional final project. These components of the
grade are weighted as follows:
Participation
Case Write-ups (2)
Optional Final Project
40%
20% (10% each)
40%
All the foregoing components of the grade are individual of type C vis‐à‐vis the honor code.
A student who only participates actively in class and does a good job on the two case write‐ups can receive a maximum
grade of HP. Students who wish to receive an H must also submit an individual final project as described below in
addition to actively participating in class and doing a good job on the two case write‐ups. There is no reason to do a final
project unless you are going to put forth a serious effort on all three components of the grade.
1. Class Participation
An important course requirement is active involvement in class discussion. Your participation is essential—for both your
own learning and that of other students. Because the class is a case-based course, much of the learning will take place in
our collective discussion of the business cases. We expect that every student will arrive well prepared and able to
answer the day’s assignment questions.
The best class comments:
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Make or raise issues that are relevant to the current focus of the class
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Show curiosity and a willingness to experiment
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Use data or examples to support conclusions
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Take into consideration the ideas offered by others
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Offer support for arguments
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•
Help others feel safe about participating It is essential that you participate often enough so that I can assess
the quality of your thinking. Once you pass a certain quantity threshold, your participation grade hinges solely
on quality.
Students are also expected to be on time and present per the Columbia Core Culture. Absences are discouraged, but if a
student has a legitimate reason to miss class (e.g., an illness), the student is expected to notify me beforehand by email.
Use of electronic devices in class is not allowed.
2. Case Write-Ups
There are two case write‐ups, each of which addresses a question posted on Canvas. Write‐ups should analyze and aim
to persuade rather than recite facts, and not exceed two pages using a reasonable font. Each write‐up should be
uploaded to Canvas by 7 am on the day the associated case is covered in class.
3. Optional Final Project
The final project is for students that are hoping to receive an H in the course, but doing a final project does not
guarantee that a student will receive an H and receiving an H also requires doing well in class participation and on the
two case write‐ups.
In the project, an individual student should analyze a company or industry, ideally concerning a particular strategic
decision or issue, using the concepts from the course. There is a 2500 word limit, including all exhibits. While providing
some details is necessary, you should emphasize analysis over description. Discussing your topic with me in advance is
advised but not required. Do not use cases covered in this course or other courses at Columbia Business School. You are
welcome to make use of industry contacts. Students who wish to do a final project must sign up on Canvas two weeks
prior to the final class.
CLASS SESSIONS
Session
Module
1
2
3
4
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Dynamics of
Technology
Markets
Key Concepts
Case
Introduction & Overview
eHarmony
Network Externalities
LinkedIn
Multi-sided Platforms
Google
Commercializing Technology
TBD
5
Innovation
Lego
6
Disruptive Innovation
Netfilx
Managing Disruption
Back Bay Batteries
8
Collaborative Innovation
Threadless.com
9
Scaling Business Models
Uber
10
Transforming Work
oDesk
Solving Social Problems
TBD
Capstone
Facebook
7
11
12
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Technology to
Competitive
Advantage
Technology and
Society