DEPARTEMEN MANAJEMEN TEKNOLOGI

FAKULTAS DESAIN KREATIF DAN BISNIS DIGITAL

(FDKBD)

STRATEGI ORGANISASI DALAM

TEKNOLOGI DAN INOVASI
Pertemuan ke-4
 CAPAIAN
PEMBELAJARAN
1. Memahami konsep dan prinsip-prinsip MATERI PEMBELAJARAN
bagaimana strategi organisasi terkait MTI
pada organisasi; Arah Strategis Organisasi
2. Bersikap kritis dalam menyikapi 1. Review Konsep Strategi Organisasi: Ansoff; BCG, Matriks Inovasi
beberapa pendekatan strategi organisasi Sattel, dll.
terkait MTI;
2. Kajian Internal dan Eksternal: Review RBV & MBV
3. Mampu menerapkan beberapa
3. Komersialisasi Teknologi/Inovasi: Pendekatan Goldsmith dalam
pendekatan strategi MTI
Komersialisasi Teknologi
4. Innovative Venturing: Pengembangan Innovative Startups
5. Tantangan Komersialisasi Teknologi & Inovasi

TATANG TAUFIK - MESDIN SIMARMATA MANAJEMEN TEKNOLOGI DAN INOVASI BM185204 2

 Source: Research Technology Management, Jul/Aug 1995, ABI/INFORM Global, page 28

TATANG TAUFIK - MESDIN SIMARMATA MANAJEMEN TEKNOLOGI DAN INOVASI BM185204 3

TATANG TAUFIK - MESDIN SIMARMATA MANAJEMEN TEKNOLOGI DAN INOVASI BM185204 4
TATANG TAUFIK - MESDIN SIMARMATA MANAJEMEN TEKNOLOGI DAN INOVASI BM185204 5
TATANG TAUFIK - MESDIN SIMARMATA MANAJEMEN TEKNOLOGI DAN INOVASI BM185204 6
TATANG TAUFIK - MESDIN SIMARMATA MANAJEMEN TEKNOLOGI DAN INOVASI BM185204 7
 This is the real battle of
Technology and Innovation
Management in Corporation.

BEWARE OF IT

TATANG TAUFIK - MESDIN SIMARMATA MANAJEMEN TEKNOLOGI DAN INOVASI BM185204 8

TECHNOLOGY STRATEGY
Source:
R.A. Burgelman and R.S. Rosenbloom, Design and Evolution of Technology Strategy, in
Strategic Management of Technology and Innovation, Edited by Robert A. Burgelman,
Modesto A. Maidique, and Steven C. Wheelwright, Second Edition, IRWIN, 1995.
 Technology Strategy:
Driving Questions

• Which distinctive technological competencies and capabilities are

necessary to establish and maintain competitive advantages?
• Which technologies should be used to implement core product
design concepts and how should these technologies be embodied in
products?
• At what level should the organization invest in technology
development?
• Should technology be sourced internally or externally?
• When and how should new technology be introduced to the market?
• How should technology and innovation be organized and managed?

Mesdin Simarmata, Ph.D. SMT - UPH 10

 Framework:
Capability Based Strategy

Technological Technology
Experience
Capabilities Strategy

• Technology strategy is a function of quality and quantity of technical

capabilities feed into it.
• Experience as the result of enacting technology strategy similarly feeds
back into technical capabilities and technology strategy

Mesdin Simarmata, Ph.D. SMT - UPH 11

 The Substance of Technology Strategy

• COMPETETIVE STRATEGY STANCE

The deployement of technology in the firm’s product-market strategy to position itself
in terms of differentiation
• VALUE CHAIN STANCE
The use of technology in the various activities comprised the firm’s value chain
• RESOURCE COMMITMENT STANCE
The firm’s resource commitment to various areas of technology
• MANAGEMENT STANCE
The firm’s use of organization design and management techniques to manage
technology function

Mesdin Simarmata, Ph.D. SMT - UPH 12

 Substance of TS:
Competitive stance
• Technology choice,
requires that a firm carefully assess technical as well as market factors and identify
an array of targets for technology development

• Technology leaderships
the timing (relative to rivals) of commercieal use of new technology – in terms of
product-market strategy

• Technology entry timing

first mover or fast follower or other things

• Technology licensing
Mesdin Simarmata, Ph.D. SMT - UPH 13
 Technology Make or Buy

Selection Criteria
Market Growth Rate

Fast Slow
Sumber:

Technology Progress Rate

Pier A. Abetti, Linking Technology • Acquisition
and Business Strategy, The Fast • Monitor
• Cooperation
President Association, The Chief
Executive Officers Division of
American Management
Association, 1989, 135 West 50th • In House R&D
Street, New York, NY 10020 Slow • License In • External R&D
• Joint R&D

Mesdin Simarmata, Ph.D. SMT - UPH 14

 Price Maximization for First Mover
Price /
Cost
A
Sumber:

Pier A. Abetti, Linking Technology

Profit Price
and Business Strategy, The B
President Association, The Chief
Executive Officers Division of D
American Management Cost
Association, 1989, 135 West 50th
Street, New York, NY 10020
C

Volume

Mesdin Simarmata, Ph.D. SMT - UPH 15

 Market Penetration for Fast Follower
Price /
Cost

Sumber:
Price decrease
Pier A. Abetti, Linking Technology
Price
and Business Strategy, The
President Association, The Chief
Profit
Executive Officers Division of
American Management Cost
Association, 1989, 135 West 50th
Street, New York, NY 10020

Volume

Mesdin Simarmata, Ph.D. SMT - UPH 16

 Substance of TS:
Value Chain Stance
Transportation Basic product Transportation Media Diagnostic and
technology technology technology technology testing
Material handling Material technology technology
technology Material handling Audio and video
Machine tool technology technology Communication Pilih yang menjadi
Communication technology system
system technology
Core Technology
Packaging technology Packaging technology Communication technology
Testinng technology system Perusahaan yang
Maintenance methods
IT System
Communication technology IT System menjadi sumber
Testing technology system technology
IT System KEUNGGULAN
Building design
IT System
operation techn
IT System

Inbound Logistic Operations Outbound Logistic Marketing Service

Source: Michael Porter, Competitive Advantage: Creating and Sustaining Superior Performance, Free
Press, New York, 1985

Mesdin Simarmata, Ph.D. SMT - UPH 17

 Substance of TS:
Resource commitment stance

• Commitment is indicated by the depth of technology strategy, in

terms of number of technological options the firm has available.
• Greater technological depth increase flexibility and the ability to
respond to new demands from customers / users
• Depend on resouce allocated and response from line organizations

Mesdin Simarmata, Ph.D. SMT - UPH 18

 Substance of TS:
Management stance

• The choice of a management approach and organization design that

are consistent with the stances taken on other substances
dimensions
• Organization structure in dealing with technological problems
• The power it has in gaining commitment on resources
• Organizational fit

Mesdin Simarmata, Ph.D. SMT - UPH 19

 Forces Shaping TS:
Evolutionary Forces
• From evolutionary perspective
• How strategy actually deve- Internal Environment
loped and changes over time;
• Based on “variation selection-

Generating Mechanisms

Integrative Mechanisms
retention mechnisms”  Strategic Organizational
generative – integrative Action Context
mechanisms
• Internal-generative forces = Technology
strategic action; Strategy
• External generative forces = Technology Industry
technology evolution; Evolution Context
• Internal integrative forces =
organizational context;
• External integrative forces = External Environment
industry context;

Mesdin Simarmata, Ph.D. SMT - UPH 20

 Forces Shaping TS :
Technology Evolution
1. S-curve of technology;
2. The interplay between prodyct and process technology development;
3. The emergence of new technology;
4. The competence enhancing or destroying consequence of new technology;
5. Dematurity or renewed technological innovation in the context of well-
established markets.

Mesdin Simarmata, Ph.D. SMT - UPH 21

 Forces Shaping TS :
Strategic Challenges of Technology
Technology Explossion
The shortening of the technology cycle
Globalization of technology and
international competition
Mesdin Simarmata, Ph.D.
How can company keep up with the
technology which will influence its competitive
position
How can a company incorporate new
technology into a new product and reap
commercial and financoial benefits before a
technology come into play.
How Indonesian company acquire the best
technology from abroad
SMT - UPH 22
 Forces Shaping TS :
Industry Context
1. The industry structure  5 forces;
2. The appropriability regime of innovations;
3. The complementary assets needed to commercialize new
technology;
4. The emergence of dominant designs;
5. Increasing returns to adoption for particular technologies;
6. The emergence of industry standards;

Mesdin Simarmata, Ph.D. SMT - UPH 23

 Forces Shaping TS :
Organizational Context
1. The ability to exploit opportunities associated with current
strategy;
2. The ability to take advantages of opportunities that emerge
spontaneously outside the scope of the current strategy;
3. The ability to balance 1) and 2) at different times in firm’s
development;
4. Reflects the firm’s administrative approaches and dominant
culture.

Mesdin Simarmata, Ph.D. SMT - UPH 24

ORGANIZATION OF NPD/
TECHNOLOGY DEVELOPMENT

Perencanaan Produk dan Rekayasa Nilai Mesdin Kornelis Simarmata 25

Integration of Design and Manufacturing

New Idea Radicalness of NPD

Development
Project Authority of PM

Production /
Home of New Product
Operations
NPD Project Organization

Kim B. Clarck and Steven Wheelwright, Organizing and Leading

“Heavyweight” Development Teams, California Management
Review, Volume 34, Number 3, Spring 1992

1. Functional Team Structure

2. Light Weight Team Structure
3. Heavyweight Team Structure
4. Autonomous Team Structure
 FUNCTIONAL STRUCTURE TEAM

Dalam struktur Functional, semua

anggota tim berasaal dari berbagai
departemen atau divisi, tetap
dalam kewenang Functional
Managernya, dalam hal promosi
atau reward and punishment.
Penugasan juga dating dari
Functional Manager, termasuk
menilai hasil kerjanya.

Perencanaan Produk dan Rekayasa Nilai Mesdin Kornelis Simarmata 28

 LIGHTWEIGHT TEAM STRUCTURE

Dalam struktur Lightweight,

anggota tim tetap berada di unit
kerjanya, namun tugasnya sudah
khusus menangani proyek, tidak
ada lagi beban yang lain.
Diangkatlah seorang Project
Manager untuk mengkoordinasi
tugas-tugas anggota tim ini.
Namun kewenangan PM terhadap
anggota tim hanya sebatas proyek.
Perencanaan Produk dan Rekayasa Nilai Mesdin Kornelis Simarmata 29
 HEAVYWEIGHT TEAM STRUCTURE

Dalam struktur Heavyweight PM

telah memiliki budget sendiri,
diberi kewenangan dalam hal
reward and punishement kepada
anggota tim selama proyek
berlangsung. Bila proyek selesai,
masing-masing anggota tim
Kembali ke unit kerjanya semula.

Perencanaan Produk dan Rekayasa Nilai Mesdin Kornelis Simarmata 30

 AUTONOMOUS TEAM STRUCTURE

Dalam struktur otonom, semua

anggota tim keluar dari unit
kerjanya dan bergabung dalam
unit kerja baru yang otonom
secara anggaran dan kewenangan
organisasi. PM sudah setara
dengan Functional Manager dalam
hal budget dan kewenangan.

Perencanaan Produk dan Rekayasa Nilai Mesdin Kornelis Simarmata 31

Home of New Product

The Questions are:

1. Should the project be spun off as a separate entity?
2. Should it become the core of a new operating group?
3. Should it be ported directly into one of the corporation’s
existing business units?
Answer

Determined by
Fit between new product characteristics
and organizational culture of the receiving
operations unit
Sekian …..
TERIMA KASIH