About this item
Highlights
- Technological evolution represents a potential threat for incumbent businesses while offering opportunities for potential new entrants to surf the wave of change to break-in.
- About the Author: Thomas Durand was chaired Professor of Strategic Management at CNAM in Paris until 2024.
- 301 Pages
- Business + Money Management, Entrepreneurship
Description
About the Book
This book takes a decisive stance on the definition of technological innovation, offering a distinct and clear theoretical perspective. The narrative unfolds through vivid examples of technological substitutions and adaptations, bringing the theoretBook Synopsis
Technological evolution represents a potential threat for incumbent businesses while offering opportunities for potential new entrants to surf the wave of change to break-in.
Technology Strategies - Turning technological change into competitive advantage addresses the challenge of reaping the benefits of technological innovation, providing firms with sound concepts, frameworks, tools, and methods to develop technology strategies proactively to carve a viable path for their future.
The book recaps fifty years of research findings reported in academic literature, sieving through the many bits and pieces of what has been learnt and reorganizing them into an integrated framework. The book also contains a part dedicated to the practical implications of the overall framework presented.
The book delves into technological change and its strategic consequences, revisits technological substitutions beyond the classic though potentially misleading S-curve representation, and suggests buying insurance against technological uncertainty, using the concept of organizational competence and capabilities underlying technologies.
Technology Strategies is an excellent resource to help top-tier management craft an overarching technology strategy for the future success of their organization.
Review Quotes
"Technology Strategies provides a framework and a taxonomy for managers confronting the uncertainties and unknowns of technological change. It emphasizes the value of drawing on capabilities that firms have developed over time. It's a book that will be enormously valuable in management education and for practitioners." (Suzanne Berger, Institute Professor, MIT)
"Thomas Durand has delivered an impressive monograph to deepen our understanding of technology strategy which is informed by both academic research and business practice. He consistently pivots from the general principle to the specific example, while masterfully connecting the two. Practitioners will be delighted to see operational frameworks illustrated with real world cases. Academic researchers will be pleased to see Durand illustrating their frameworks at work, illuminating real world decision conundrums around how incumbents should respond to new entrants, and how capabilities can be built and leveraged into new opportunities. Those truly seeking to understand complex technology strategy will come away with new ideas as well as new tools in a context where there is a little other than single authors peddling their inadequate silver bullet solutions to complex problems." (David J. Teece, Professor in Global Business, Haas School of Business, UC Berkeley)
About the Author
Thomas Durand was chaired Professor of Strategic Management at CNAM in Paris until 2024. He had previously taught at Ecole Centrale Paris for 30 years and has lectured in over 20 countries. His interests are in organizational competence, technology strategy, intrapreneurship and the management of innovation. He is chairman of the board of the European Academy of Management (EURAM), of which he was made a Fellow in 2012. He was formerly President of the French Management Society, the Association Internationale de Management Stratégique and EURAM. He was elected Fellow of the British Academy of Management in 2019. Beyond academia, he founded CMI, a strategy consultancy, working extensively for large companies in Europe and beyond and is a video columnist for Xerfi Canal.