About the book

Trading Technology Ambiguity for Technology Strategy

Hunter or Hunted - RochlinFor business executives, complexity and uncertainty often characterizes the competitive landscape and strategic choices surrounding technology and innovation. This book dispels many of the myths, and outlines the primary factors which determine why some firms thrive while others flop in adopting or introducing new technology.  Packed with concise and thorough explanations, solid frameworks from leading academic researchers, and real-world examples, Hunter or Hunted equips readers with a practical and effective set of tools to help them make better strategic decisions in the face of technology.

Part I – Systems and Context (ecosystems)
Biologists use the term ecosystem to describe the complex interactions of the plant and animal communities in an area along with the nonliving physical environment that supports them. The interrelationships are both symbiotic and competitive. , and the fates of individual organisms and entire species may be determined largely by the ecosystem in which they subsist. Businesses can also be thought of as inhabitants of an ecosystem. They exist as part  of a complex network of interactions among suppliers, competitors, customers, partners, government agencies, external resources, and environmental factors. It follows that successfully introducing technology and innovation into a business ecosystem necessitates a deep understanding of the ecosystem’s requirements

Part II – Lifecycles, Timing, and Industry Evolution

Timing is an important variable in assessing whether an innovation is poised to change an industry’s status quo and competitive landscape. The timing within an emerging technology’s life cycle also dictates which firms are best positioned to take advantage of a change and when and how firms should commit to a new technology.choice. This secrtion examines lifecycles, and looks at the evolution of new technology over the three key phases in the progression — innovation and imitation, diffusion and standardization, and industry adoption — and focus on the competitive dynamics, economics, and market behavior likely to characterize each period

Part III – Competitive Advantage

All strategy depends on competition. It follows that finding ways to keep competition at bay (or, in the case of new entrants, overcoming such obstacles) should be at the core of every firm’s strategy. Part Three looks at how technology helps shape the array of strategies that insulate a firm from competition, thereby elevating performance and promising long-term success. It also examines how new entrants can recognize and attempt to overcome these barriers when they are present.  Finally, competitive barriers specific to technology markets are discussed.

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