INSTITUTE OF TECHNOLOGY STRATEGY & INNOVATION
Pretoria Office
P O Box 34104
Glenstantia
0010
 +27 12 998 0168
Cell: +27 82 335 2711
Email : info@itsi.org.za
North-West Office
University of North-West

(018) 299-1413
Fax
(018) 299-1416
Email info@itsi.org.za
369 Bruce Street
Waterkloof Glen
0010
PBS
Private Bag X6001
Potchefstroom 2520
Detailed scheduling & action plan for knowledge transfer
relating to the Technology Strategy Initiative
Introduction
This document aims to provide a detailed schedule and layout for the various
knowledge transfer interventions that will assist the closed discussion groups
to construct a Technology Strategy.
The Technology Strategy initiative will consist of the following elements:
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Technology Roadmap for the telecommunications sector
Scenario planning and possible strategic actions
Context sessions (Open discussion sessions)
Disruptive innovation and identification of disruptive threats
Innovation mapping & contextulisation
Technology Strategy workshops and knowledge transfer
Technology Strategy document
Business reframing & System thinking workshops
This document will contextualize & provide detailed interventions for the
Technology Strategy Initiative.
The following stages provide a comprehensive, yet not complete, picture of
the actions and interventions that the project will entail. Finality on dates will
be provided as soon as all the participants of the project have been consulted.
Stage 1: Staging Phase
Service Actions:
1. Provisioning of a number of presentations to participate in the Technology Strategy
Initiative discussions, as well as other innovation & strategy programmes within
Vodacom Group.
2. Provide inputs to the exposure of the TSI programme in VODACOM
3. Assist in structuring of launch of the TSI project, as well as assistance of exposure
within VODACOM.
4. Obtain clarification on the number of handbooks required
5. Obtain clarity on personnel’s time allocation on project
6. Meet sponsors and provide overview of objectives, actions and feedback sessions.
Expected completion time:
Stage 2: Alignment
1. Co-create the most relevant objectives and scope for the TSI programme with
participants, which objectives will become the measure of success for the TSI team
project team.
2. Initiate the process to ensure that the TSI Participants provide input to the TSI
program, taking into their individual business unit environments and the objectives
given by Vodacom.
3. Ensure appropriate alignment and buy-in from Vodacom key internal stakeholders to
the scope and objectives of the TSI Program, the Contractor to assist with this where
required.
4. Identifying the company’s strategic frontiers & Identify sources of new perspective on
strategic frontiers
5. Create team structures & Co-create time schedules for discussions, training and
interventions
6. Finalize venues for allocated time spots
7. Consult with sponsors to obtain key dates to act as feedback sessions
8. Create online resources to store results of research intervention.
9. Identify sources within VODACOM to assist with key insights and set up dates for the
intervention.
10. Align sources of research tools and assistance.
11. Provisioning of final intervention schedule to Pieter Uys, Andries Delport, Carel van
Rensburg and Johan Engelbrecht
12. Provisioning of Books TDI participants.
13. The first orientation session will be held (with the participants outputs incorporated) to
discuss the way forward.
Expected completion time:
Stage 3: Exploration
Facilitated Intervention starts
This phase will focus on the following:
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The adoption of a creative and exploratory mindset
The planning of the discovery process and the selection of exploration activities
Obtaining as much relevant information relating to technologies and innovation in the
digital space that could have an impact on telecommunications in the next 5 years.
Obtaining critical insights regarding the challenges of the future from a variety of
internal and external experts.
Obtaining new insights into the value that these new ideas can provide
Enabling the participants to make sense of a variety of futures, technologies and
innovations by providing a frame of reference to the management and structuring of
these possibilities.
3 Types of sessions will be provided in this phase:
They are:
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Foresight Sessions - An overview of market trends, new technologies and new
business models expected to shape the future
Context sessions – Sessions designed to provide context to the challenges laying
ahead and provide context to the management interventions required to manage
successful innovation
Insight sessions – These sessions will be group driven sessions that will be used to
share knowledge, drive research outputs and to align insight generation activities.
The focus will be on new insight into market dynamics, customer value and new
business models and the impact of this on the Technology Strategy.
INTRODUCTION: FORESIGHT SESSIONS
A brief overview of the core drivers of technology will be presented to the participants. This
will be the start of the Diversification phase where a variety of technologies and their possible
usage will be discussed with the participants. The core projects currently underway will be
discussed first, after which technologies on the fringes will also be brought into the spotlight.
Although the various technologies might either have a direct or indirect impact on the
telecommunications environment, a whole spectrum of technologies and trends will be initially
discussed.
The most current topics, such as:
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Alternative connectivity provisioning
Next Generation Networks
Digital Rights Management
New business models
RFID tags
Home controllers
Ubiquitous connectivity
Mobility
As well as a host of other aspects will be discussed in detail.
Foresight Session 3a
Pieter
VENUE TBC
TITLE: BEYOND CYBERSPACE (Introduction)
This session will focus on the following aspects:
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The true nature of the Internet
The 3 forces changing the information landscape
The changes expected in the telecommunications industry
The new challenges for business
The evolution of a new strategic paradigm
The challenge for leaders in the next decade
This session is seen as an introduction to the Foresight series of lectures. These lectures are
open debating platforms and are aimed at ensuring the initial transfer of knowledge of trends
and forces changing the telecommunications landscape.
Foresight Session 3b
Pieter
VENUE TBC
TITLE: BEYOND CYBERSPACE (Telecommunications, Broadband & Internet access)
This session will focus on telecommunication environment and focus specifically on the treats
and challenges for VODACOM in this space:
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Ubiquitous Internet, Broadband & Cellular development expectations
New business models for Telecommunication Companies
The impact of the new Cisco CSR1 & WiMax on the telecommunications
environment, and its implications for VODACOM
Foresight Session 3c
Pieter
VENUE TBC
TITLE: The Gorillas and Kings of the forthcoming wireless Internet Empire
The strategic positioning of various technology providers will come under the spotlight as we
discuss their strategic positioning for the battle to come.
Agenda items include
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Living on the Fault Line
Determining if a technology provider wants to be a Gorilla, Chimp, King or Prince
Analyzing current wireless internet technologies
Projecting strategic positions for the incumbent technology providers
Analyzing competitive behavior in the Wireless Internet space in South Africa
Discussion Agenda
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Analysing the classification scheme
Possible strategic positions that Vodacom should consider
Technologies/Protocols under discussion:
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Edge
WCDMA
CDMA 2000
HSDPA
TDD SCDMA
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OFDM
WiFi
WiMAX
Foresight Session 3d
14:00 – 15:00
Pieter
VENUE TBC
TITLE: BEYOND CYBERSPACE (Your Home in the CyberSphere)
This session will focus on the technological changes in the home environment and the
changes expected in the retail and manufacturing environments, and the resulting impact on
VODACOM:
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The home controller
RFID tags
Information Abstraction
Foresight Session 3e
14:00 – 15:00
Pieter
VENUE TBC
TITLE: BEYOND CYBERSPACE (Alternative banking Solutions)
This session will focus on the technological changes in the banking environment and threats
emerging for banks in other parts of the world, as well as the possible impact on VODACOM:
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PayPal
Sony FeliCa chip
Electronic Money
Para –currencies
Your bank account in your pocket
Foresight Session 3g
14:00 – 15:00
Pieter
VENUE TBC
TITLE: CINEMARK’S BEST ADS (1)
These sessions will aid the individual in understanding the value proposition of new business
models and new ways of communicating value propositions to the population at large. These
sessions will be working session where the insight created via these ads can be used to
package new ideas in the telecommunications environment.
Foresight Session 3h
Pieter
5 Oct 2004
15:00 – 16:00
VENUE TBC
TITLE: CINEMARK’S BEST ADS (2)
These sessions will aid the individual in understanding the value proposition of new business
models and new ways of communicating value propositions to the population at large. These
sessions will be working session where the insight created via these ads can be used to
package new ideas in the telecommunications environment.
INTRODUCTION: CONTEXT SESSIONS
The context sessions are the provisioning of theoretical models in order to create insight into
various dimensions of Technology Strategy. The insights will vary from the strategic context to
the impact of various types of technologies on current business models. The insight will be
solidified by making use of case studies that will portray the complex decisions that has to be
made in order to make the correct decision in a changing environment. Aspects such as
Disruptive Innovation and New Product Adoption Maps will be studied in detail, as well as
various techniques to identify the core need of the client in order to construct more acceptable
products or services into the marketplace.
Context Session 3a
Pieter
15:00 – 17:00
VENUE TBC
MODULE 3: Session 1
TITLE: REFRAMING BUSINESS
The first context creation exercise will focus on the evolution of strategic paradigms, and the
reconfiguration of the value space. A number of examples and cases will be used in order to
explain the impact of this line of thinking. Key insights into the Density principle and the
effects of dematerialisation will be discussed.
Reading requirements:
Book: NORMAN, R. Reframing Business.
Chapters 1,2 & 3.
Topics:
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The evolution of strategic paradigms
The economy of reconfiguration
Reconfiguring the value space
The density principle
Dematerialisation
Dematerialisation and the prevalence of services
From vertical to horizontal logic
New archetypal actors
Outcome: The participants are expected to get a varied perspective on the creation of new
value in the economy.
Context Session 3b
Pieter
15:00 – 17:00
VENUE TBC
MODULE 1: Session 1
TITLE: IMPORTANCE OF A TECHNOLOGY STRATEGY AND WHY IT IS IMPORTANT
FOR INNOVATIVE PRODUCT LAUNCHING
This session will focus on the value of a clear and well articulated strategy. The discussion
will focus on the essence of a good strategy, and the structure that it should and should not
take. This discussion will be supplemented with insight from a technological perspective as
the participant will be shown how technology can be incorporated in strategic planning. The
profit motive in technological innovation and the sometime counterintuitive argument behind it
will also be discussed. To develop a deeper insight into the field of technology strategy, the
following case will be required for preparation.
Preparation: CASE II-12: Intel (A): The DRAM decision (Burgelman: p454)
Readings:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation.
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Reading I-1: Profiting from Technological Innovation: Implications for Integration,
Collaboration, Licensing and Public Policy.
Reading I-2: How to put technology into Corporate Planning
Reading I-3: The core competence of the corporation
Reading I-4: What is strategy?
Outcome: The participant will be shown the value of a well articulated strategy and value
proposition.
Context Session 3c
Pieter
15:00 – 17:00
VENUE TBC
MODULE 1: Session 2
TOPIC: CRITERIA FOR EFFECTIVE INNOVATION, THE CHANGING CHARACTER OF
INNOVATION AND ITS ROLE IN CORPORATE ADVANCE
The differences between product and process innovation will be highlighted. This will enable
the participants to get a feeling for the type of complexity that will be associated with each
type op innovation. The determinants of success will also be discussed, which will enable the
participant to understand the more important issues he/she will have to pay attention to when
testing their innovative ideas against the marketplace. Finally, the focus will land on customer
power and why leading firms fails in a changing technological environment.
Pre-reading:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation.
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Reading II-1: Management Criteria for Effective Innovation.
Reading II-2: Patterns of Industrial Innovation.
Reading II-4: Customer Power, Strategic Investments and the Failure of leading firms
Reading II-5: Disruption, Disintegration & Dissipation of Differentiability
Outcomes: The participants will have to obtain enough insight in order to clearly
differentiate their innovative offerings in the marketplace.
Context Session 3d
Pieter
15:00 – 17:00
VENUE TBC
MODULE 1: Session 3
TOPIC: MARKET ACCEPTANCE LIFE CYCLES, COMPETING TECHNOLOGIES AND
DISRUPTIVE INNOVATION
The participants will be introduced to the various innovation classification frameworks. The
discussion will also focus on Disruption, Disintegration & Dissipation of Differentiability. The
Market Adoption Life Cycle will also come under scrutiny, as this will enable the participant to
obtain an idea of the challenges that might be expected in the launch of a new technology in
the marketplace. The marketplace dynamics of New Technology Introduction & the strategic
decisions required by an organisation depending on the position of technology in the Industry
Life Cycle will be highlighted. The specific actions required by the organisation and the
knowledge required to implement these technologies will come under the spotlight.
The Music Industry in 2001 will also come under scrutiny, after which this case will be
discussed in detail from the perspective of disruptive innovation.
Readings:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation.
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Reading II-6: Crossing the chasm – and beyond
Reading II-7: Competing Technologies: An overview
Reading II-11: Architectural Innovation: The Reconfiguration of Existing Technologies
and the Failure of Established Firms
CASE STUDY: CASE II-10: Digital Distribution and the Music Industry in 2001
Outcome: The participant will be able to comprehend the difficulty in launching a new
technology in the marketplace, and will be better prepared to follow the correct strategy to
increase the chance of market acceptance. The participants will be expected to use their
knowledge of disruptive innovation to draw parallels to the current telecommunication
environment.
Context Session 3e
Pieter
15:00 – 17:00
VENUE TBC
MODULE 1: Session 4
TOPIC: DISRUPTIVE INNOVATION Cont.
The topic of disruptive innovation will be expanded upon, and the participants will be provided
with insight into one of the most difficult management challenges, the Innovators Dilemma.
This insight will be further developed by looking at the challenges that financial service
organisations face, especially in relation to the challenge brought to their business models by
the increased utilisation of the Internet.
This innovation session will focus on the value that can be derived from the reconfiguration of
existing Product Technology in order to create new value offerings in the marketplace. This
session will be enhanced by the arguments relating to Strategic Dissonance & the required
mindset of organisations to meet challenge of disruptive change.
The Charles Schwab case study will be used to illustrate the complexity of the change and
the tenacity required to stay ahead of the curve.
Readings:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation.

Reading II-14: Meeting the challenge of Disruptive Change
CASE STUDY: CASE II-17: Charles Schwab & Co. in 1999.
Outcome: The participants will be expected to use their knowledge of disruptive innovation to
draw parallels to the current telecommunications environment.
Context Session 3f
Pieter
15:00 – 17:00
VENUE TBC
MODULE 1: Session 5
TOPIC: STRATEGIC INTENT & STRATEGY AS A VECTOR
This section will focus on the re-aligned purpose of the organisation as technology changes
the competitive landscape. The strategic intent of the organisation will be discussed, as will
the co-evolutionary lock in of organisations in a new technological paradigm. This insight is
critical in understanding the challenges that the innovator will face in the structuring of his/her
innovative idea or solution, and will enable the participant to pro-actively prepare for the
internal challenges that might arise in the process. The focus will also fall on the changes in
business models that might pre-empt the competitors in the marketplace. This session will
focus on Strategic Intent; the creation of the future you want to be in. The focus will also be on
the thinking and methodology in getting this right.
Readings:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation
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Reading II-13: Intraorganisational Ecology of Strategy Making and Organizational
Adaptation: Theory and Field Research.
Reading II-15: Strategic Intent
Reading II-16: Strategy as a vector and the Inertia of Co-evolutionary lock in.
CASE STUDY: CASE II-18: Amazon: Evolution of an E-tailer
Outcome: The participants will be expected to pro-actively create action plans that will assist
him/her in overcoming the challenges that might be encountered within the organisation in so
far new technology adoption and new business model adoption is concerned. The participant
will be able to explain the impact that various technologies & innovation will have on the
business model of the organisation.
Context Session 3g
Pieter
15:00 – 17:00
VENUE TBC
MODULE 2: Session 1
TOPIC: INNOVATION, INTRAPRENEURSHIP & CORPORATE VENTURE CAPITAL
This session will focus on the dual importance of Discovery Driven Planning and how
research can be conducted on Lead Users in order to contextualize the innovative process.
This insight will be required when new product developments are identified, and are tested for
acceptance within a defined lead user group. The importance of Technology Spin-out models
will also be defined.
Readings:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation
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Reading III-2: Transforming Invention into Innovation: The Conceptual Stage
Reading III-6: Making sense of Corporate Venture Capital.
CASE STUDY: CASE III-4: PlaceWare: Issues in Structuring a Xerox Technology Spinout
Outcome: The participants will be expected to know about various Corporate VC funding tools
and the impact it will have on your business plan.
Context Session 3h
Pieter
15:00 – 17:00
VENUE TBC
MODULE 2: Session 2
TOPIC: LEAD USER RESEARCH & DISCOVERY DRIVEN PLANNING
The knowledge obtained via the New Product Adoption Life Cycle indicates the importance of
understanding the core needs of the Lead Users. This section will focus on the utilisation of
research techniques to obtain key insights into the core needs of lead users, as well as the
implications of this on the rest of the marketplace. The section will also focus on key
techniques that can be used in order to create new ideas via discovery driven planning. The
case study will focus on techniques to use to turn inventions into innovations.
Readings:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation
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Reading III-7: Note on Lead User Research
Reading III-8: Discovery driven planning
CASE STUDY: CASE III-6: What’s the BIG Idea?
Outcomes: The participant will be able to conduct Lead User Research and will be able to use
new techniques in order to generate new business ideas.
INTRODUCTION: FACILITATION SESSIONS
A variety of facilitation sessions will be held. These sessions, under the EXPLORATION
phase of the project, will focus on the merging of the Foresight and Context sessions with
the key purpose of identifying a variety of new technologies and new market insights that has
the ability to influence the telecommunications environment.
Facilitation Session 3b-f
Pieter
Any date
Anytime
DF Room
A variety of facilitation sessions will be scheduled for the various groups
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Technological advances in the digital space
Value creation for the client
Marketplace dynamics
The structure and impact of new business models
These facilitation sessions will be planned as soon as we can schedule dates with the
relevant participants involved in the process. Internal experts from VODACOM will also be
asked to provide lecturers to the participants in fields such as market intelligence and new
telecommunication solutions.
Stage 4: Creation
This phase will focus on the following:
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Completion of the Technology Roadmap for the telecommunications sector
Scenario planning and possible strategic actions
Context sessions (Open discussion sessions)
Disruptive innovation and identification of disruptive threats
Innovation mapping & contextulisation
Business reframing & System thinking workshops
Finalizing the Technology Strategy document
2 Types of sessions will be provided in this phase:
They are:
- Context sessions – Sessions designed to provide context to creative processes and
the context in which it will be held.
- Workshop sessions – These sessions will be group driven, yet facilitated sessions
that will be used to create the various documents.
INTRODUCTION: CONTEXT SESSIONS
The context sessions in the Creation Phase of the project are the provisioning of theoretical
models in order to guide the creative think tanks scheduled for the participants. In this phase,
3 modules will be covered, namely:
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Technology & innovation management: developing innovative capabilities &
creating and implementing a development strategy
Business model reframing, and
Systems thinking & complexity management
These modules will enable the student inter alia to obtain knowledge regarding the structuring
of innovative facilitation sessions, the impact of system thinking and the practical tools to
manage technology and innovation.
Context Session 4a
Pieter
VENUE TBC
MODULE 3: Session 2
TOPIC: SHAPERS OF THE LANDSCAPE
The key focus of this session will be on the companies that have reshaped the business
landscape by offering different value propositions to their customers, and thereby altered the
competitive landscape in which the companies compete. The impact of new business models,
as well as technology based path breakers will be discussed.
Reading requirements:
Book: NORMAN, R. Reframing Business.
Chapters 4, 5 & 6.
Topics:
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Reconfigure or be reconfigured
Imperfection based vs. Competence based reconfigurers
Technology path-breakers as reconfigurers
Prime Movership as a mindset of value creation
Physical ecogenesis infrastructures
Concept and symbol based ecogenesis
Characteristics of ecogenesis
Values and value of ecogenetic strategies
Outcome: The participants are expected to get a new perspective on the strategies and
companies that played leading roles in shaping new competitive landscapes.
Context Session 4b
Pieter
VENUE TBC
MODULE 3: Session 3
TOPIC: TOOLS FOR LANDSCAPING & THE MAP-LANDSCAPE INTERACTION
The key focus of this session will be on idea of co-production and the inclusion of the
customer in the process. The strategy to use the offerings as tool to organise co-production
will also come under scrutiny. The 3 trends in offering development will also come under the
loop. The other focus of this session will be on the fit between the map and the landscape.
The way in which the map can alter the landscape will also be discussed, as will be the
impact of change and creation on the final landscape.
Reading requirements:
Book: NORMAN, R. Reframing Business.
Chapters 7, 8, 9, 10 & 11.
Topics:
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The co-production opportunity
Value constellations
The offering as reconfiguration tool
Offerings are frozen knowledge
The freezing of the customer offering
Offerings are different from price carriers
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The three trends in offering development
Fitness context and mental models
Distinctive competence and fit
The ‘business idea’ as an expression of fit
The core process of renewing the dominating ideas
Change as continuity
Digression: customer base analysis
Super-rationality and quasi-innovativeness
Identity, manifestation & process
Outcome: The participants will be in a position to identify the tools that can be used to alter
the competitive landscape. The participants will also be able to explain the interaction
between the map and the landscape.
Context Session 4c
Pieter
TBC
BREAKAWAY
MODULE 3: Session 4
TOPIC: TOOLS FOR MAP MAKING
These sessions will be structured around the Reframing Business concept. The Process
criteria for the Crane, the Mental Space for Reframing and the Crane at Work in the Design
Space will be the key focal points. This will be the basis on which the Creative Think Tanks
will be structured.
Reading requirements:
Book: NORMAN, R. Reframing Business.
Chapters 12, 13, 14, 15
Topics:
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Cranes & Sky hooks
Up- and down framing
Layers of consciousness and reflection
The mental space for reframing
The non-conscious domain of the past
Artifact scenarios
The crane in the design process
The capabilities for purposeful emergence
The capabilities for achieving critical outcomes
Outcome:
The participant will be able to take part, and facilitate creative thinking sessions based on the
Crane Methodology.
Context Session 4d
MODULE 3: Session 5
Pieter
TBC
BREAKAWAY
TOPIC: CAPABILITIES FOR PURPOSEFUL EMERGENCE & LEADERSHIP FOR
NAVIGATION
After the creation of innovative ideas based on the Crane Methodology, the ideas must be
structured into business models. The various aspects that play a role on the way forward,
from the social impact to the role of leaders and organisational politics will come under
scrutiny, with some guidelines to manage these impacts.
Reading requirements:
Book: NORMAN, R. Reframing Business.
Chapters 16, 17, 18, 19
Topics:
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From great ideas to great companies
The longitudinal view
Capabilities, process and outcomes
Five domains of capabilities
The spatial domain
The practicality of strong concepts
Vision, mission and the crane
Meaning and social character as drives
Value creating communication
Arenas and artifacts for integrating diversity
Politics, policy and the resolution of tension
Turning the inner existential drama into effective leadership
Outcome:
The participants will have insight into taking their creative ideas and turning them into
practical solutions within the constraints of organisational influences. The participant’s
mindset will also be orientated towards the capabilities for purposeful emergence.
Context Session 4e
Pieter
VENUE TBC
MODULE 2: Session 3
TOPIC: LINKING NEW TECHNOLOGY AND NOVEL CUSTOMER NEEDS
After the creative sessions have reached a number of positive results, the participants will be
introduced to the various models that will explain the value chain strategies required for each
and every stage of the Technology Adoption Life Cycle. The importance of this theory is that it
will not only enrich the value proposition of the innovations offered by the participant, but will
also enable the participants to create effective roll-out plans where the changes that will be
required in future are already incorporated in the initial planning documents. The critical
choices between open and proprietary standards will also come under scrutiny. Finally, the
Corporate Venturing process will come under the looking glass. The problems and challenges
will be highlighted, and the participants will be able to respond effectively to these challenges.
Readings:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation
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
Reading III-9: Living on the Fault Line
Reading III-10: Managing the Internal Corporate Venturing Process
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CASE STUDY: CASE III-8: Cultivating Capabilities to Innovate: Booz Allen & Hamilton
Topics:
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The various stages of the Technology Adoption Life Cycle
Value chain strategies for the various stages
Value disciplines for each of the stages
Competitive Advantage strategies for the various stages
Gorillas, Chimpanzees and Moneys
Kings, Princes and Serfs
Implications of living on the fault line
Major problems in the Internal Corporate Venturing Process
The core and overlaying processes of ICV
Outcome:
The participants will be able to construct well informed actions plans which will adapt the
implementation strategy of a new product or technology to the key challenges posed by the
various stages of the Technology Adoption Life Cycle.
Context Session 4f
Pieter
VENUE TBC
MODULE 2: Session 4
TOPIC: NEW PRODUCT LEARNING CYCLES & TEAM STRUCTURES
This forms part of project assessment, and is the early phases of the New Product
Development Process. This process will not be official, but will be constructed by the
participants on the project, and will use well established ideas to make it applicable to the
VODACOM environment. The output will be a prototype that can assist in the creation of an
acceptable NPD funnel later.
These inputs will enable the participant to position his/her specific idea in relation to the
following aspects:
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Value system and value chain infrastructure requirements per segment in the
New Technology Development Map
Classification of the idea to assess the impact of it on the organisation.
Assessing the impact on the organisation and defining the type of team required
to make the project a success.
Realising the implications of the specific projects impact on the Internal Venturing
process.
Readings:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation
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Reading III-11:Ambidextrous Organisations: Managing Evolutionary and
Revolutionary change
PART FOUR: Enactment of Technology Strategy – Creating and Implementing a
Development Strategy
Reading IV-2: The new Product Learning Cycle
Reading IV-3: Organising and Leading Heavyweight teams
Topics:
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Patterns in Organisational evolution
Punctuated Equilibrium and Organisational Evolution
The Success Syndrome
The Paradox of Culture
Timing and impact of Management Attention and Influence
Development Strategy and Pre-Project Management
Creating an aggregate set of projects
Project organisation and management
New Product Learning Cycles
Outcomes: The outcome of this section will be to enable the participant to understand,
asses and manage the impact of the new innovation on the organisation. These insights
will enable the participant to contextualize the idea either to keep it, revise it or to change
it as the implications of its dawns on the individual.
Context Session 4g
Pieter
VENUE TBC
MODULE 4: Session 1
TOPIC: SYSTEM PHILOSOPHIES AND SYSTEM THEORIES
This section will enrich the insight of the participant into the various types of views regarding
systems. These insights will enable the participant to categorize his/her innovation based on
the system comparison matrix. This new insight will enable the participant to further refine or
redefine the value proposition so that the chances of successful acceptance of the product
both with the organisation and the marketplace is increased.
Readings:
Book: GHARAJEDAGHI, J. SYSTEM Thinking. Managing Chaos and Complexity.
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Chapter 1,2,3,4
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System Philosophy
Shift of Paradigm
How the game is evolving
The Nature of organisations
The Nature of enquiry
System principles: Openness, Purposefulness, Multidimensionality, Emergent
Properties and Counter intuitiveness
Systems Dimensions
Multidimensional Modular Design
Topics:
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Outcomes: The outcome of this section will be to enable the participant enhance or
recreate his/her innovative idea amongst the system guidelines provided in this section.
These insights will also enable the participant to create innovative processes around he
innovations to ensure that the chance of success of the implementation of the idea is
increased.
Context Session 4h
Pieter
VENUE TBC
MODULE 4: Session 2
TOPIC: SYSTEM METHODOLOGIES & SYSTEMS PRACTICE
This section will enable the participant to not only provide an operational definition of the
innovative idea, it will also enable him/her to provide a focused definition of the problem for
which a unique solution can be defined based on Systems Principles.
Readings:
Book: GHARAJEDAGHI, J. SYSTEM Thinking. Managing Chaos and Complexity.
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Chapter 5,6,7
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Operational definitions
Practical implications
Separating problem from solutions
Defining the problem
Searching, mapping and telling the story
Designing a solution
Rules of the game
System boundaries and business environment
Successive approximation
Topics:
Outcomes: The outcome of this section will be to enable the participant to define the
problem in more clarity, and design the solution from Systems Perspective.
Phase 5: Mapping
In this phase, except for the first context sessions, the remaining context and mapping
sessions will be integrated..
INTRODUCTION: Context Sessions
The context sessions will also incorporate an understanding of the following:
 Building the Learning Organisation
 The New Product Development Map
 Accelerating the Design-Build-Test Cycle
 Creating Project Plans to focus Product Development
 The Power of Strategic Integration
These sessions will be very practical by nature.
Context Session 5a
Pieter
VENUE TBC
MODULE 2: Session 5
TOPIC: NEW PRODUCT DEVELOPMENT MAPS
This session is focused on providing the participant with insight into the utilisation of New
Product Development Maps. This will not only enable the participant to measure the progress
of the project, but will also enable him/her to map the project against various gates that will
either pass or stop the further development of the project. This is critical in order for the
participant to understand why his/her project may be stopped at this late stage. The
participant will also be empowered with the knowledge to speed up the next cycle of DesignBuilding –Testing. The participant will be left with the final lesson of this module on the power
of strategic integration.
Readings:
Book: BURGELMAN, R.A. Strategic Management of Technology & Innovation
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Reading IV-5: Creating Project Plans to focus Product Development
Reading IV-5: The New Product Development Map
Reading IV-6: Accelerating the Design-Build-Test Cycle
Reading V-2: The Power of Strategic Integration
Topics:
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How to Map Projects
Mapping first and second generation products
The Design-Build-Test Cycles
Five forms of strategic integration
Complex strategic integration challenges
Building a Complex Strategic Integration Capability
Outcome:
The outcome of this section is to enable the participant to utilise a New Product Development
Map, and to structure various projects based on their core competency contribution.
INTRODUCTION: MAPPING & CONTEXT SESSIONS
This phase will be used to align the new ideas that the participants have with the key
requirements of the marketplace and align it with a responsive resource system.
The mapping of the various innovative business plans cannot be constrained by time
schedules, as the creation and recreation of market segmentation maps, the creation of
mission and vision statements, and “war cries” for the various ideas are purely dependant on
the creativity and insight of the teams. A flexible tuition and consulting schedule will be
followed, which will enable the teams to create these alignment maps within their own pace.
The following table will show the actions and activities in this action learning environment.
Sub -Phase I
Strategy alignment focus
Understanding:
Market segmentation training &
market segmentation and core
need identification of clients in
defined market segments
Defining the operational model per
market segment
Internal competency & competitor
mapping
Determine Core Focus and Brand
Mapping customer decision
making process
Resource System
New Product Development
assessment training
New Product Development Map
design
Practical alignment of digital channel
strategy & assessment of business
model/ core need matching
Output: Market segmentation map &
core need identification per segment
Output: Operational model based on
each market segment.
Output: Assessment of ability to provide
a better business model solution
compared to our competitors
(telecommunications and nontelecommunications, new and
established competitors).
Output: “War Cry” that will determine the
core focus and brand image
Output: Customer decision making
process for the product in question
Output: Resource system defined for the
specific project launch
Communication: Behind the philosophy
of a NPD assessment funnel
Output: New Product Development
methodology & management
infrastructure design