TEKNOLOJİ VE YENİLİK YÖNETİMİ

From a broader perspective, strategy encompasses the ideas, decisions, and actions that enable an organization to succeed

1. Strategy is a process. It sets a general direction for the organization to grow and develop rather than immediate action. 2. Strategy requires research activities. Alternatives have to be generated, and the best possible alternative has to be chosen under the organizational circumstances. 3. Historical dynamics can lead to preferred areas and alternatives, but strategy is always about searching for new possibilities. 4. Strategy formulation is never done in perfectly rational conditions; thus, strategy formulation must be based on highly aggregated, incomplete, and uncertain information about the strategic choices. 5. The distinguishing characteristic is uncertainty. Strategy inherently uses feedback to overcome the doubts on strategic alternatives. 6. Strategy is more about the journey rather than the destination itself. 7. Strategy is made up of a

Strategic thinking requires a sophisticated understanding level, which highlights the importance of structural explanations, designing the future,

The strategic management process consists of four essential elements: (1) Environmental scanning, (2) strategy formulation, (3) strategy implementation, and (4) evaluation and control

Organizations employing differentiation strategy at the business level try to provide unique and superior value to the buyer.

Prospectors are organizations with fairly broad product lines that focus on product innovation and market opportunities

Technologies grow in a pattern that generally follows an S-curve. This pattern is usually called the technology life cycle. The cycle includes four sequential processes.

The disadvantages of pioneering organizations are the advantages of followers.

Higher costs due to the hidden costs of accelerating development, such as the risk of trivial innovation driving out more profitable breakthrough innovations. • Higher costs as a result of the required investments in technology. • High costs due to more thorough concept and prototype testing. • Consumer-based disadvantages are related to the inability to exploit opportunities arising from shifts in consumers’ preferences and purchase criteria as the market develops. • Disadvantages related to being locked in on first-generation technology prevent organizations from taking advantage of the latest technology. • Disadvantages related to possible positioning and pricing mistakes inherent with accelerated development