1-1 management of technology designing and managing systems for corporate innovation

1-1Management of Technology

DESIGNING AND MANAGING SYSTEMS

FOR CORPORATE INNOVATION


As firms grow large, their capacity to

maintain a certain growth rate, based on opportunities in their mainstream areas of business, eventually

diminishes.


Relative Market Share

Star Problem Child

Cash Cow Dog

Rate of

Industry

Sales Growt

hHigh

High

Low

Low$


SOONER OR LATER, THESE FIRMS HAVE TO

FIND AND EXPLOIT OPPORTUNITIES IN

MARGINALLY RELATED, OR EVEN UNRELATED,

AREAS THROUGH INTERNAL CORPORATE

VENTURING AND/OR ACQUISITION.


This issue is both difficult and risky.

There is no iron-clad evidence to support that you should, or shouldn’t follow the

previous “suggestion”.


Some Alternatives are as follows:

•Direct Integration

•New product business department

•Special business units

•Micro new venture department


Some Alternatives are as follows:

•New venture division

•Independent business units

•Nurturing plus contracting

•Contracting

•Complete spin-off


Special Busines

s Units

Independent Business

Units

Complete Spin-off

New Product Business Departme

nt

New Venture Division

Contracting

Direct Integration

Micro New Ventures

Department

Nurturing and

Contracting

Very Important Uncertain Not

Important

Un-realat

ed

Partly Relat

ed

Strongly

Related


DELEGATION

•Some managers have their performance based on a genetic link to someone else in the

organization•Some will have their performance based on how well (or poorly) they play golf, etc. with the boss.•Cannot be avoided . . . Called politics . . . Avoid it if you can.


DELEGATIONYour performance will be based mostly on items like:

•Performance to budget (+2% is good, don’t be too good or you'll be penalized by a reduced budget.)•Safety record

•etc.

•But mostly, on the performance of your people.


DELEGATION

The performance of your people will be based largely on how well you delegate your assignments to them.


DELEGATION

Comes from the Latin word meaning “to send from” and consists of transferring authority, responsibility and accountability from one person or group to another.


DELEGATION

•Typically, it involves moving authority from a higher organizational level to a lower one.•How well you delegate those

responsibilities will make your job reasonable or miserable.


DELEGATION

Examples

•Assumptions:•You really want to do a good job•You are not on a “fast track to

stardom” by walking over people and coming in way under budget which sacrifices long term success for short term glory.


DELEGATIONTypically, your job will consist of:

Job Content

10%

20%

5%30%

15%

15% 5%

I Hate-to-do-it Stuff Fun Stuff

No brainer Stuff Complicated Stuff

Routine Stuff Future Planning Stuff

Secret Stuff


DELEGATION

Given those issues,

•Am I delegating as much as I can?


Am I delegating as much as I can?

•Do I work too much overtime when my staff doesn’t?

•Do I take work home?

•Is my unfinished work increasing?•Am I distracted by constant unexpected emergencies?•Do I keep control over all details of the job?



•Do my subordinates defer all decisions to me?

•Do I constantly instruct subordinates to perform certain activities rather than to accomplish their goal?•Do operations slow down when I’m away?


Am I delegating as much as I can? •Have subordinates stopped presenting their ideas to me?•Do I frequently postpone long-term projects?•Do I feel that I’m abdicating my role as manager if I ask for assistance/delegate?•Are daily operations so time-consuming that I have very little time left for future planning?



•Do I lack confidence in my subordinates shouldering more responsibility?

If you’ve answered yes to the majority of these questions,

chances are you are not delegating enough “stuff”.


Common Reasons for not Delegating

•Lack of Patience

•Insecurity

•Inadequacy

•Occupational Hobby


What Should You Delegate?

ANYTHING YOU CAN!!!!

(Not really)

•Avoid sensitive issues

•Avoid the D-A-R method of delegation


What Should You Delegate?

•Provide meaningful and challenging assignments that include the opportunity for individual growth.

The extra time spent will pay off!!


Resist Reverse Delegation

•Some folks will resist anything that is tedious, etc. and will try to dump it back in your lap!!

•Unless a really unusual circumstance occurs, don’t do it!!


Be Sure They Fully Understand the

Assignment

•Purpose, importance, expectations, financial constraints, performance standards, and deadlines.

•Keep written records of assignments.


Train Your Subordinates

•Does not mean off-site training seminars

•Done via effective delegation.•Your primary intent should be to have someone ready to fill your shoes when you are promoted!!!Or

fired!!!!


Some Final Thoughts

•Monitor progress and provide meaningful feedback and praise•Select your assignee carefully•Rotate your junk work

•Empower those to whom you delegate

1-1 management of technology designing and managing systems for corporate innovation

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