Technology Strategy and Innovation
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UPtimizm has worked with clients or all sizes to implement unique approaches for technology strategies. We can use a variety of tools, techniques, and methodologies to help you gain a sustainable competitive advantage.
1. Technology Bundling and Solutions Strategies
2. Core Competence Analysis and Growth Strategies 3. Technology Portfolio Management |
4. Alliances, Joint Ventures, and Building a Differentiated Network
5. Technology Reuse: Promoting Cross-Product Utilization 6. Technology Platforms: Promoting Technology Reuse |
1. Technology Bundling and Solutions Strategies:
As products and services become increasingly commoditized, firms are looking for new ways to protect margins, market share, and increase growth rates. Customer-focused solutions can help companies achieve these goals by improving retention and exploiting adjacent opportunities.
Forward-thinking executives may recognize that customer initiatives require an end-to-end perspective and demand mature organization change skills -- which often are outside the firm's core competency. When high visibility and risk is added in, sponsoring executives find value in engaging catalysts of change -- like UPtimizm -- for guidance and direct involvement in their efforts.
As products and services become increasingly commoditized, firms are looking for new ways to protect margins, market share, and increase growth rates. Customer-focused solutions can help companies achieve these goals by improving retention and exploiting adjacent opportunities.
Forward-thinking executives may recognize that customer initiatives require an end-to-end perspective and demand mature organization change skills -- which often are outside the firm's core competency. When high visibility and risk is added in, sponsoring executives find value in engaging catalysts of change -- like UPtimizm -- for guidance and direct involvement in their efforts.
2. Core Competency Analysis and Growth Strategies:
UPtimizm has deep experience identifying, evaluating and improving results that companies gain from their competencies. Even start-ups benefit from understanding core competencies and how they may be applied in new market segments (or to help with customer acquisition). We have expertise in mapping "growth trajectories" over time (these competencies exist, require some improvement or should be acquired).
UPtimizm has deep experience identifying, evaluating and improving results that companies gain from their competencies. Even start-ups benefit from understanding core competencies and how they may be applied in new market segments (or to help with customer acquisition). We have expertise in mapping "growth trajectories" over time (these competencies exist, require some improvement or should be acquired).
3. Technology Portfolio Management:
Technology leaders across enterprises of all sizes are facing a convergence of factors which accelerate the need to change from traditional resource allocation and project prioritization models. Familiar constraints on R&D budgets have led to demands for unprecedented financial transparency on investments. As a result, managers are under greater pressure to rapidly shift resources from low-return activities and failing projects toward higher-return investments.
Efforts aimed at frequent—if not ongoing—portfolio reprioritization are complicated, however, by a lack of comparable cross-enterprise project data and the impractical burden placed on senior decision makers’ time and attention span. To streamline off-cycle portfolio reviews, premier R&D functions are standardizing project metrics. As firms more frequently revisit portfolio decisions and reallocate resources to higher-return activities, they face constraints on analytical resources and decision-makers’ time. In response, leading groups are emphasizing agility (speed and flexibility) as they rethink portfolio processes. UPtimizm can help with this often difficult process.
Technology leaders across enterprises of all sizes are facing a convergence of factors which accelerate the need to change from traditional resource allocation and project prioritization models. Familiar constraints on R&D budgets have led to demands for unprecedented financial transparency on investments. As a result, managers are under greater pressure to rapidly shift resources from low-return activities and failing projects toward higher-return investments.
Efforts aimed at frequent—if not ongoing—portfolio reprioritization are complicated, however, by a lack of comparable cross-enterprise project data and the impractical burden placed on senior decision makers’ time and attention span. To streamline off-cycle portfolio reviews, premier R&D functions are standardizing project metrics. As firms more frequently revisit portfolio decisions and reallocate resources to higher-return activities, they face constraints on analytical resources and decision-makers’ time. In response, leading groups are emphasizing agility (speed and flexibility) as they rethink portfolio processes. UPtimizm can help with this often difficult process.
4. Alliances, Joint Ventures and Building a Differentiated Network:
Large, medium, and small organizations are partnering internally and externally, using various creative partnerships with unique "exchange of value." FIrms can no longer expect to possess all the resources needed for challenges and opportunities. UPtimizm has helped several firms form unique relationships to secure financing and insight.
Large, medium, and small organizations are partnering internally and externally, using various creative partnerships with unique "exchange of value." FIrms can no longer expect to possess all the resources needed for challenges and opportunities. UPtimizm has helped several firms form unique relationships to secure financing and insight.
- Technology leaders across enterprises of all sizes enterprises of all sizes are facing a convergence of factors which accelerate the need to change from traditional resource allocation and project prioritization models. Familiar constraints on R&D budgets have led to demands for unprecedented financial transparency on investments. As a result, managers are under greater pressure to rapidly shift resources from low-return activities and failing projects toward higher-return investments.
5. Technology Re-Use: Promoting Cross-Product Utilization:
With lean R&D budgets and faced with high expectations for innovation, many R&D executives are seeking to higher returns from their investments. Though not a new idea, employing technology reuse and platform development to avoid “reinventing the wheel” continues to offer significant improvements in cost efficiency and time-to- market for successful implementers. Unfortunately, the considerable benefits of these initiatives are set against an equally steep set of implementation challenges.
UPtimizm has worked with clients on several reuse paths. Firms may seek gains by shaping new products to better leverage current infrastructure and processes. Or, they may invest in common product design or architecture, for use in multiple products or product generations.
With lean R&D budgets and faced with high expectations for innovation, many R&D executives are seeking to higher returns from their investments. Though not a new idea, employing technology reuse and platform development to avoid “reinventing the wheel” continues to offer significant improvements in cost efficiency and time-to- market for successful implementers. Unfortunately, the considerable benefits of these initiatives are set against an equally steep set of implementation challenges.
UPtimizm has worked with clients on several reuse paths. Firms may seek gains by shaping new products to better leverage current infrastructure and processes. Or, they may invest in common product design or architecture, for use in multiple products or product generations.
6. Technology Platforms: Promoting Technology Reuse:
Working to overcome complex organizational structures and “not invented here” objections, companies have designed innovative mechanisms to identify and promote opportunities to reuse existing technologies across and within organizational boundaries.
Working to overcome complex organizational structures and “not invented here” objections, companies have designed innovative mechanisms to identify and promote opportunities to reuse existing technologies across and within organizational boundaries.
How are UPtimizm's clients using platform-based development? Here's some examples....
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