Activity A-1: Practice Transitions between technology S-curves

 

Take a pen and paper, and sketch the transition from incandescent to CFL and LED technology in domestic lightning. What are the key factors you considered in drawing your sketch?

 

Activity A-2: Practice crossing the "chasm"

 

Discuss: How could a small start up in the technology space for brain-computer interface chips cross the chasm with an application that focuses on productivity (e.g. at work)? Let's assume, the commercial use would be allowed, similar to qEEG devices (see, for example, emotiv.com for more info).

 

Activity A-7 Crafting simple rules

 

In the following video (https://www.youtube.com/watch?v=c-pujS_7OHM) Stanford Professor Kathleen Eisenhardt introduces simple rules as straightforward guidelines or heuristics that help organizations navigate complex and fast-moving environments, such as digital business ecosystems. After watching the video, you can practice this skill by crafting three (3) simple rules that have helped you or could help you cope with complexities in your personal professional life.

 

 

 

Activity A-8 Digital strategy as a set of choices and making trade-off's

 

Select a large language model (e.g. Claude, ChatGPT) to interact with and expand on examples of coherent, reinforcing strategic choices and trade-off's in the context of crafting a digital strategy, as shown in the Table below. Start by identifying trade-off's that companies might need to consider and then use the LLM to find more examples for each trade-off. 

Note how your prompts/queries evolved. Which examples returned by the LLM made the most sense? Which examples made no sense? Why?

How does this evolution reflect your growing understanding of the importance of digital strategy as a set of choices?

 

Trade-off	Example
Balancing personalised, tailored offerings with standardised products or services that are easier to scale.	Spotify offers personalised playlists for users based on their preferences. However, its core streaming platform is standardised across all markets. Finding the right balance between the two aids the company in serving millions of users globally.
Balancing user privacy concerns with the monetisation of user data.	Google monetises user data by delivering targeted ads. However, the company also complies with stringent regulations that prioritise user privacy.
Balancing attracting a larger user base with lower fees versus charging premiums to generate revenue.	Dropbox provides free cloud storage up to a certain size limit. This freemium model attracts users and then invites them to upgrade to paid plans once they outgrow the storage limit.

 

 

 

Activity A-9 Reflection on inhibitors of disruptive growth with Christensen and Raynor's RPV (resource, processes, value) framework

 

Familiarize yourself with the core ideas behind Christensen and Raynor's RPV framework (e.g. in their seminal book "The Innovator's Solution"). Reflect on your personal experience and identify one to three resources, processes and/or values that could inhibit disruptive growth in your organisation.