Unlocking the Synergy: Leveraging Technology Strategy for Innovation

The paper discusses the relationship between technology strategy and technical innovation, highlighting the importance of combining strategic and operational analysis levels. It emphasizes that a firm's technology strategy must be complemented by organizational factors such as employee training, human resource development, and inter-divisional collaboration to achieve competitive edge. The model presented in the paper proposes an architecture for exploring the relationship between technology strategy and technical innovation, with implications for managers seeking to improve their organizations' innovative capabilities.

Running Head: ASSIGNMENT
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ASSIGNMENT 1
Introduction
Management innovation is the call of an hour that changes the methodology of the managers
to improve the organizational performance. The suitable application of innovation
management improves the employee engagement along with the customer satisfaction.
Innovation could be categorized as incremental, breakthrough or disruptive. Incremental
innovation implies to the company that continuously needs to recreate itself, by which the
firm flourish by frequently improving their current products, services and processes. A
breakthrough innovation is a technical improvement to lift the service or product level, in the
popular category, ahead of its competitors. The disruptive innovations are the adaptive
concepts that can drastically vary market behavior after implementation.

ASSIGNMENT 2
Technology Strategy
Even though the basic idea of technology strategy surfaced since the late 1970s but it has
been just a section of management technology literature, and there is still a lot of discussion
regarding the definition of it. Technology strategy could be briefly defined as the choice of
objectives, principles and tactics that any firm practices to address technical threats and
prospects from its external environment. The projects choices which an organization needs
to apply is the functional face of a technology strategy. A strategy can be determined by
selecting the projects and their portfolios. The primary purpose of technology strategy is to
direct a company in obtaining, applying and emerging technology to produce modest
advantage. Additionally, implementation is also an important aspect of technology strategy.
Pre-determined efficiency level does not categorize technologies. Such level of operational
efficiency is achieved by technology dependent efforts by a business to integrate and adapt to
outfit its precise necessities.
Substance of Technology Strategy
Product and Process Development
Product development, is synonymous with product management which includes series of
activities that an organization employs in the complicated process of delivering new products
(Gmelin and Seuring, 2014).
A method that recognizes the market prospect and alters it into a saleable is described as
Product development. Technology strategy can also be ratified through exploiting technology
in the product development.

ASSIGNMENT 3
It is entirely a decision of a products firms whether the technology would be driving the
product development (basically technology push) and / or market expansion would push the
development of technology (basically market pull). There are a number of technologies that
drive the product development. To develop new products firms infuse technology either by
bundling or disruptive technologies. In bundling technologies, businesses associate the
diverse product line components into bundles. Essential, and occasionally segmental or
architectural innovations, position the disruptive technologies.
Process of bringing new products into the market is defined as new product development
(NPD). There are various stages of NPD process that are being widely recognized through
the use of different information technologies like software for desktops and different web-
based applications. It is, however, essential for embedding the technology into the people’s
work and processes to fully exploit and reap its benefit.
To produce some output every action/ route in the chain utilizes certain technology to pool
human resources and raw materials/machineries. Technology deployment in the value chain
would allow a business to exploit the technical abilities in processes (Llera et al., 2013). For
example, a firm can adopt enterprise resource planning (ERP) systems through the value
chain (logistics, marketing, operations, sales & distribution) not just expand its portfolio and
fixed resources revenue but also lead to efficient sales, distribution and marketing. The
businesses improve its efficiency through organizing, aligning and integrating the processes
of an organization with the value chain of the customer, the business and its extended
network through the customer relationship management (CRM) value chain (Chan, 2005).
Various value chain processes uses information technology to improve the process
performance when it is not only deliberately associated to the firm’s business plan. IT’s

ASSIGNMENT 4
primary locus (the value chain point where the influence of IT deviations are maximum) is in
the methods that are measured crucial for the implementation of corporate plan. For example,
the strategic alignment locus with IT is in the excellent performance with marketing, sales
and client dealings for private client firms.
So, in this domain, skill selection emphases not just on the options of particular know-hows
but also on the possible skill amalgamation. It depends upon the organization needs to what
extent the technology is adapted or altered. It also controls the operating efficiency levels
achieved by the business. In detail, businesses using similar technologies depending on the
technology strategy followed when the early acceptance of technology might differ in the
efficiency level.
Technical support
Information technology is the application of computers to carry out data storage,
manipulation, retrieval and storage. It is commonly used as a synonym for computers and
computer networks. As a technical assistance, Information technology can help as an
essential way of teamwork between various players across the value chain and the end users
(Christopher, 2016). For example, the World Wide Web has arisen as a valuable application
that not only deliver the information to possible clienteles but also allow easy handling of
electronic transactions. The World Wide Web use cuts search costs and the time required to
seek potential suppliers. “Transactional websites” comprise of electronic catalogues,
shopping carts, payment gateways and order tracking systems to provide buyers with an easy
and profitable way to handle the procurement by allowing the suppliers selection and
identification along with the execution of business transactions.

ASSIGNMENT 5
Extensive knowledge (prior or new) is required at various stages of the production cycle.
New software tools act as a means for gathering, expressing and applying all types of
knowledge for productive design and technical support.
Interface amid technology strategy and innovation
Technology strategy and the ratification of technology strategy are the reflections of its
innovative activities, and it serves to develop its innovative capabilities further.
The technological innovation process can be mainly categorized into various stages namely
recognition, solution development, technology selection and implementation through the
strategy of technology and can be comprehended through the elements & ratification of
technology strategy (Camisón and Villar-López, 2014). Positive innovation of technology
starts when any business identifies the possibility of technology use in solving specific
problem or satisfying the market demands. The identification to a certain extent; organization
backgrounds in the business strategy decides the degree to which any technology can be used
and produce an economical edge. The company evaluates different technologies at the
technology selection stage which help the enterprise to make some new prospective plans. If
a business wishes to utilize a particular technology to improve its competitiveness, its use
hinge on the cost of technology; the resources required for the technology to function needs
to be invested by the firm and the variety in technology portfolio with that the enterprise is
skilled. The stage in which solution is to be developed is the process in which prospective
plans are operationalized. This stage progress either through the formulation of a new
solution from within an organization via investment by implementation of a convenient
solution from a third party or carrying out R&D activity within an institution. The decision to

ASSIGNMENT 6
develop the solution internally or externally, by a large magnitude depends whether an
organization needs to secure their proprietary right for the developed solution or the firm is
evaluating the “buy or make” decision. Obtaining proprietary rights gives the competitive
edge to the business as compared to other market players. The total benefits obtained
through technological innovation are not adequately estimated unless and until the solution
implementation is either by introducing new products in the market or the cost cutting by
improving the processes. The organizational strategy that drive the implementation of the
solution for the deployment of technology is to carry out technical innovation.
With the above view, we can say that in an organization technical innovation not just reflects
the firm's strategy for technology but by looking at technical innovation by the lens of
material and ratification of technical strategy following can be recommended. Distant from
business plan, technical strategy elements drive the selection stages of technology for
technological innovation, i.e., in crux, the technology strategy content aids to know what
defines the technological innovation? Ratification of technology strategy through assumption
and placement of the technology indicates the growth of the solution and application steps of
technical innovation, in which it aids to classify the know-how of technical innovation. The
company’s decision on the expansion of a solution and its application is the matter of
technology strategy that drives the firm’s verdict. Application of technical innovation to the
enterprise is to improve and modify its technology strategy which can assist in obtaining a
feedback.
Businesses never isolate their technology strategies. The various elements that alters the
company’s technology selection are government with its various policies and regulations.

ASSIGNMENT 7
How it impacts on the organizational sustainability and performance
A literature review over the innovation carved the significance out of different executive
issues that leads to the creation of learning environment to promote innovation.
When organization switches to a new technology, it not merely tackles with economic
hurdles, it also deals with a lot of traditional and dogmatic blockades. Both, Product know-
hows and organizational factors are closely connected with process technologies. An
organization can enhance the knowledge depth and diversity through learning. An
organizational domain and its culture influences the employee’s education and growth. To
achieve a better innovation one needs to open their communication channels and start
learning from clients, dealers and even from the competitors. The higher is the level of
company’s competitiveness, innovativeness and product introduction success the higher is
the learning ability of a firm.
Support and training programs are not reflected as ground-breaking contributions but may
perhaps only be one of the necessary methods to elevate the technical skills of businesses
(Sung and Choi, 2014). The problem-solving skill of the knowledge staff lies in their
educational profile, creativity, motivation and professional training. The new insights are
produced with the help of approved and focused training programs which lead to innovative
management and solutions. Employee training and development enables the embedding of
the advanced tools in the company’s products and processes. Regardless of firm’s strategy,
whether to improve technology from inside or outside, firm must offer its users the adequate
education and training to make the sustainable adoption of new technology. The change in
employee’s mindset from “Developed outside Disease” to “Developed Wherever Syndrome”
endorses the coupling with external technology for innovation.

ASSIGNMENT 8
Technology installed in the value chain needs inter-functional incorporation. So, those
organization which has characteristics of encouraging inter-divisional and job rotation teams
will confirm that all of their employees are effortlessly unified into a supply chain and
continuously upgrading their knowledge with a target to endorse innovation. Such groups
cultivate an unspoken know-how to button crucial circumstances. This tacit knowledge
which is shared among its members may also determine the company efficiency.
Execution of technology strategy which leads to innovation require modification in the
organization’s set procedures. This also encourages inter-disciplinary knowledge together
inside and across the firm’s frontiers. Heterogeneity in available knowledge, expertise and
know-how can enhance the employees’ imagination level (Parboteeah et al., 2015).
Organizational culture which is rooted in the relations among and between firm’s employees
and the investors is essential for project ideas that deliver inputs for technology strategy.
The additional incentives or rewards for employees develops an important mechanism to
inspire employees to share data and know-hows with one another. Apart from enhancing the
organizational database it too improves the essence of teamwork. It likewise aids the workers
to comprehend where they are fit in the corporate workplace. Overall organizational
structure is similarly additional significant issue that has a profound influence on innovation.
The top management plays an important building an innovation and learning culture. The
attitude, educations and traits of Chief Executive and other senior executives around regulate
corporation’s culture, tradition and nature. Where top management is stiff, traditional, and
only number driven, can’t see the risk element framing the innovative company demands. A
lot of communication is required by the Innovation leadership until the whole organization
get absorbed in his vision (Goleman and McKee, 2013). Effective organizational leaders play

ASSIGNMENT 9
a significant role in encouraging external sourcing of technology for change into the firm.
They articulate their unrealistic goals of innovation and growth by complementing internal
sources with external sources along with rewarding employees for an efficient use of external
sources.

ASSIGNMENT 10
Conclusion
The present paper elucidates an architecture to explore the relationship between technology
strategy and technical innovation. An innovation is never unleashed if Strategy for
technology is operated in isolation. It needs to be complemented through different
organizational factors to obtain competitive edge.
Organization’s technology strategy can be understood through analysis of technical
innovation process. This papers shows the significance of combination of strategic and
operational analysis levels.
The present model would assist managers in managing their innovations better through the
pursuance of appropriate innovative technology strategy. The variation in organization's
training, human resource and development strategies assist the technological strategy leading
towards innovation. An interaction amongst technology management and management of
easier facets reaps the business. Though, literature review is the only basis of proposed
architecture, so a systematic research is required for elaboration and improvement.

ASSIGNMENT 11
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