Architectural Innovation:
The Reconfiguration of Existing Product Technologies and the Failure of Established Firms" defines four types of innovations: incremental, modular, architectural, and radical. Established and stable firms are inherently organized such that incremental and modular innovations are successfully handled. Radical innovations are easily recognized and are managed accordingly by forming specialty design groups to develop them. Architectural innovations use existing core design concepts in a new architecture that have a significant impact on the relationships between components than on the technologies of the components themselves. Architectural innovations are often mistaken for incremental innovations. Management needs to be able to identify architectural innovations such that proper resources are allotted and design groups are restructured.
Guiding Questions to Consider Prior to the Discussion
1. How are component versus architectural knowledge managed inside an organization?
2. How do you identify an architectural innovation?
3. How do you allocate existing resources to develop an architectural innovation successfully?
Read R-II-12, "Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms".
In regards to the proximity aligner, describe the management strategy that should have been executed to identify the proximity aligner as an architectural technology, as well reallocation of resources, such that Kasper would have been the successful firm versus Canon. Make sure you address the questions posed under " Guiding Questions".
Post your response (250-300 word minimum) to the Discussion Board.
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