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TODAY’S CLASS 5:00-6:00 Discussion: Implementation 6:00-6:15 Break

TODAY’S CLASS 5:00-6:00 Discussion: Implementation 6:00-6:15 Break 6:15-7:40 Don Hazell, BEA Systems “ Practitioners Perspective on Implementing e-Business Solutions ”. Homework due next session. Prepare Case: Chapter 8

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TODAY’S CLASS 5:00-6:00 Discussion: Implementation 6:00-6:15 Break

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  1. TODAY’S CLASS 5:00-6:00 Discussion: Implementation 6:00-6:15 Break 6:15-7:40 Don Hazell, BEA Systems “Practitioners Perspective on Implementing e-Business Solutions”

  2. Homework due next session • Prepare Case: Chapter 8 • Prepare Crossfire - Valuation of e-Businesses • Prepare Amazon.com • Supporting articles: “Disciplined Decisions,” “Investment Opportunities as Real Options,” and “A General Manager’s Guide to Valuation,”

  3. Ideas are critical… Innovation is the mainspring of the new economy. But as more and more companies compete in ideas, the game changes to competing in the implementation of the ideas. In this next stage of competition: Getting an idea gives way to getting it done!

  4. Marketspace Evolution and Need for Continuous Innovation • Brand Promise • Branding • Marketing communications • Customer interface Implementation • Objectives • Achieve strategic goals • Adjust product offering and delivery system to rapidly changing marketspace environment Delivery System Innovation Process Deliver on the promised experience Renew/innovate the customer experience Source: Monitor Analysis

  5. Two Integral Components of Implementation • Objectives • Deliver the promised customer experience • Turn strategic intent/concepts into results Build the infrastructure to deliver on the brand promise • Objectives • Maintain fit between marketspace evolution and the company’s delivery system and product offering Innovate/Renew the customer experience Source: Monitor Analysis

  6. Why Does Implementation Matter? Strategy Appropriate Inappropriate • Success • All that can be done to ensure success has been done • Roulette • Good execution can mitigate poor strategy, forcing management to success or • Same good execution can hasten failure Good Implementation • Trouble • Poor execution hampers good strategy -- management may never become aware of strategic soundness because of execution inadequacies • Failure • Difficult to diagnose -- bad strategy masked by poor execution • More difficult to fix -- two things are wrong Poor Source: Modified version of materials in Thomas V. Bonoma, The Marketing Edge, The Free Press, 1985

  7. From Built to Last to Built to Rebuild Sources: Frederick P. Brooks, Built to Last, Harper Business Smart Way to Start, 10 Principles of the New Economy, Business 2.0, March, 2000

  8. The Delivery System Needs to Support and Reinforce the Resource System Delivery System Mapping the Resource System People Supply Chains Processes Systems Assets Source: Clayton M. Christensen, Meeting the Challenge of Disruptive Change, Harvard Business Review 78, no. 2, March-April 2000

  9. The Offline Innovation Process Was Internal to the Firm Innovation by Doodling Innovation by Design Innovation by Direction

  10. Offline Innovation Process vs. Online Innovation Process Offline Trade-Offs/Principles Supporting Funnel Approach Online Principles • Investments required to launch new innovation very high • Limited resources force tradeoffs/choices about which innovations to pursue or not • Tradeoffs/choices are made inside the organization before product hits the market • Time-to-market/first-mover imperative needs to be traded off with extensive time required to gather customer input • Launching early increases risk of flops and flops need to be avoided at all times: • Costs of flow very high • Significant damage to brand equity • Investments required to launch new products and services very moderate • Choices about future of new innovations can easily be made by markets, no need to make these choices internally • First-mover imperative can be aligned with gathering (more) customer input • Launching beta versions allows for revisioning/customization, actually benefiting innovator • Keys drivers determining success of innovation/implementation are: • Customer base • Customer data analysis • Knowledge management

  11. Beta 1 Integrating New Technology with Customer Preferences Evolution of Technical Possibilities Initial Input Product Release Beta 2 Beta 3 Evolution of Customer Preferences Source: Marco Iansiti and Alan McCormack, New product development on the Internet, Sense & Respond, Harvard Business School Press, 1998

  12. Change Without PainHBR, July 2000 - Reward Shameless Borrowing - Appoint a Chief Memory Officer - Tinker and Kludge Internally First - Hire Generalists

  13. Lessons from HelloAsia.com(Fast Company, June 2000) - Don’t move until you know where you’re going - Strategize globally, but plan locally - Don’t make a move until all your people know their places - Write it down - The best-laid plans need to change

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