Modular v Architectural Innovation - Revision history

Paulreed at 17:52, 18 December 2012

2012-12-18T17:52:24Z

← Older revision		Revision as of 12:52, 18 December 2012
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	*13 Modular transformation, a new module may act as a bridge between two different architectures. Computer Telephony Integration and Internet telephony are combinations of hardware and software that integrate the data and voice communications industry.		*13 Modular transformation, a new module may act as a bridge between two different architectures. Computer Telephony Integration and Internet telephony are combinations of hardware and software that integrate the data and voice communications industry.
	*14 Modular upgrading may occur when a new or improved module spawns complementary modules. For instance software engineers in the 1990's started to develop programs using the Windows architecture rather than the underlying MS-DOS. And the Graphical User interface, ceased being a module and became an architecture.		*14 Modular upgrading may occur when a new or improved module spawns complementary modules. For instance software engineers in the 1990's started to develop programs using the Windows architecture rather than the underlying MS-DOS. And the Graphical User interface, ceased being a module and became an architecture.
	*Architectural Knowledge. Occasionally a company not normally seen as a threat transforms the competitive environment. Canon used their Camera knowledge to minimize the photocopier and compete directly with Xerox. Similarly, the switch towards scanning and uploading photos to the computer eventually eclipsed 35mm roll film technology completely rendering Polaroid's architectural knowledge irrelevant		*15. Architectural Knowledge. Occasionally a company not normally seen as a threat transforms the competitive environment. Canon used their Camera knowledge to minimize the photocopier and compete directly with Xerox. Similarly, the switch towards scanning and uploading photos to the computer eventually eclipsed 35mm roll film technology completely rendering Polaroid's architectural knowledge irrelevant.
			*16. [[First Mover Advantage]] If you are willing to make the investment in a new architecture you are likely to build a dominant market share

	[[File:modular.jpg\|600px\|Architectural v Modular Innovation]]		[[File:modular.jpg\|600px\|Architectural v Modular Innovation]]

Paulreed at 15:29, 18 December 2012

2012-12-18T15:29:09Z

← Older revision		Revision as of 10:29, 18 December 2012
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	*Architectural Knowledge. Occasionally a company not normally seen as a threat transforms the competitive environment. Canon used their Camera knowledge to minimize the photocopier and compete directly with Xerox. Similarly, the switch towards scanning and uploading photos to the computer eventually eclipsed 35mm roll film technology completely rendering Polaroid's architectural knowledge irrelevant		*Architectural Knowledge. Occasionally a company not normally seen as a threat transforms the competitive environment. Canon used their Camera knowledge to minimize the photocopier and compete directly with Xerox. Similarly, the switch towards scanning and uploading photos to the computer eventually eclipsed 35mm roll film technology completely rendering Polaroid's architectural knowledge irrelevant

	[[File:modular.jpg\|~~400px~~\|Architectural v Modular Innovation]]		[[File:modular.jpg\|600px\|Architectural v Modular Innovation]]

	<references/>		<references/>
	See also [[Network Externalities]]		See also [[Network Externalities]]
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed: /* Some issues to consider: */

2012-12-18T15:28:48Z

Some issues to consider:

← Older revision		Revision as of 10:28, 18 December 2012
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	*Architectural Knowledge. Occasionally a company not normally seen as a threat transforms the competitive environment. Canon used their Camera knowledge to minimize the photocopier and compete directly with Xerox. Similarly, the switch towards scanning and uploading photos to the computer eventually eclipsed 35mm roll film technology completely rendering Polaroid's architectural knowledge irrelevant		*Architectural Knowledge. Occasionally a company not normally seen as a threat transforms the competitive environment. Canon used their Camera knowledge to minimize the photocopier and compete directly with Xerox. Similarly, the switch towards scanning and uploading photos to the computer eventually eclipsed 35mm roll film technology completely rendering Polaroid's architectural knowledge irrelevant

	[[File:modular.jpg\|~~thumb~~\|Architectural v Modular Innovation]]		[[File:modular.jpg\|400px\|Architectural v Modular Innovation]]

	<references/>		<references/>
	See also [[Network Externalities]]		See also [[Network Externalities]]
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed at 15:28, 18 December 2012

2012-12-18T15:28:21Z

← Older revision		Revision as of 10:28, 18 December 2012
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	*Architectural Knowledge. Occasionally a company not normally seen as a threat transforms the competitive environment. Canon used their Camera knowledge to minimize the photocopier and compete directly with Xerox. Similarly, the switch towards scanning and uploading photos to the computer eventually eclipsed 35mm roll film technology completely rendering Polaroid's architectural knowledge irrelevant		*Architectural Knowledge. Occasionally a company not normally seen as a threat transforms the competitive environment. Canon used their Camera knowledge to minimize the photocopier and compete directly with Xerox. Similarly, the switch towards scanning and uploading photos to the computer eventually eclipsed 35mm roll film technology completely rendering Polaroid's architectural knowledge irrelevant

	[[File:modular.jpg\|Architectural v Modular Innovation]]		[[File:modular.jpg\|thumb\|Architectural v Modular Innovation]]

	<references/>		<references/>
	See also [[Network Externalities]]		See also [[Network Externalities]]
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed at 15:26, 18 December 2012

2012-12-18T15:26:56Z

← Older revision		Revision as of 10:26, 18 December 2012
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	*13 Modular transformation, a new module may act as a bridge between two different architectures. Computer Telephony Integration and Internet telephony are combinations of hardware and software that integrate the data and voice communications industry.		*13 Modular transformation, a new module may act as a bridge between two different architectures. Computer Telephony Integration and Internet telephony are combinations of hardware and software that integrate the data and voice communications industry.
	*14 Modular upgrading may occur when a new or improved module spawns complementary modules. For instance software engineers in the 1990's started to develop programs using the Windows architecture rather than the underlying MS-DOS. And the Graphical User interface, ceased being a module and became an architecture.		*14 Modular upgrading may occur when a new or improved module spawns complementary modules. For instance software engineers in the 1990's started to develop programs using the Windows architecture rather than the underlying MS-DOS. And the Graphical User interface, ceased being a module and became an architecture.
			*Architectural Knowledge. Occasionally a company not normally seen as a threat transforms the competitive environment. Canon used their Camera knowledge to minimize the photocopier and compete directly with Xerox. Similarly, the switch towards scanning and uploading photos to the computer eventually eclipsed 35mm roll film technology completely rendering Polaroid's architectural knowledge irrelevant

			[[File:modular.jpg\|Architectural v Modular Innovation]]

	<references/>		<references/>
	See also [[Network Externalities]]		See also [[Network Externalities]]
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed: /* Some issues to consider: */

2012-12-18T15:03:32Z

Some issues to consider:

← Older revision		Revision as of 10:03, 18 December 2012
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	*8. Market Power. Sometimes powerful groups and organizations can prevent the best technology from being utilized. It could be argues that Beta was better than VHS or the DVORAK keyboard more efficient than QWERTY or US domination of the Internet and ICANN standards. It can lead to market concentration and oligopolist tendencies. (e.g. WINTEL) leading to supra-national litigation. (EU v Microsoft)		*8. Market Power. Sometimes powerful groups and organizations can prevent the best technology from being utilized. It could be argues that Beta was better than VHS or the DVORAK keyboard more efficient than QWERTY or US domination of the Internet and ICANN standards. It can lead to market concentration and oligopolist tendencies. (e.g. WINTEL) leading to supra-national litigation. (EU v Microsoft)
	*9 Reduces risk and increases investment. Companies have a greater level of certainty that their investments will not become obsolete if they invest long term for future return of profits. Similarly, consumers are willing to buy expensive platforms (DVD Players/Xboxes) knowing that the modules (Movies and Games) will be compatible with the platform for many years to come. This is true throughout the supply chain		*9 Reduces risk and increases investment. Companies have a greater level of certainty that their investments will not become obsolete if they invest long term for future return of profits. Similarly, consumers are willing to buy expensive platforms (DVD Players/Xboxes) knowing that the modules (Movies and Games) will be compatible with the platform for many years to come. This is true throughout the supply chain
	*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions. But Architectural Innovation need not necessarily be slow because the modules already exist. ''What is needed is new joints between these modules'' <ref> Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms, Administrative Science Quarterly, 35: 9-30.</ref>. The spread of the internet is testament to that.		*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions. But Architectural Innovation need not necessarily be slow because the modules already exist. ''What is needed is new joints between these modules'' <ref> Henderson & Clark Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms, Administrative Science Quarterly, 35: 9-30.</ref>. The spread of the internet is testament to that.
	*11 Modular and architectural innovation are the extreme cases. Many real world situations reflect intermediate forms. A modular innovation can become architectural if it transforms the whole system. It may become the anchor point for other innovations. The CD-ROM, for instance.		*11 Modular and architectural innovation are the extreme cases. Many real world situations reflect intermediate forms. A modular innovation can become architectural if it transforms the whole system. It may become the anchor point for other innovations. The CD-ROM, for instance.
	*12 Modular complementary innovation. Complementary modules emerge that increase the potential of the new module. The complementary modules form a sub-system within the architecture. In the PC, the CD-ROM fostered complementary innovations, such as a faster processors, soundboard, sound boxes, and a colour screen.		*12 Modular complementary innovation. Complementary modules emerge that increase the potential of the new module. The complementary modules form a sub-system within the architecture. In the PC, the CD-ROM fostered complementary innovations, such as a faster processors, soundboard, sound boxes, and a colour screen.

Paulreed: /* Some issues to consider: */

2012-12-18T15:00:57Z

Some issues to consider:

← Older revision		Revision as of 10:00, 18 December 2012
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	*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions. But Architectural Innovation need not necessarily be slow because the modules already exist. ''What is needed is new joints between these modules'' <ref> Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms, Administrative Science Quarterly, 35: 9-30.</ref>. The spread of the internet is testament to that.		*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions. But Architectural Innovation need not necessarily be slow because the modules already exist. ''What is needed is new joints between these modules'' <ref> Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms, Administrative Science Quarterly, 35: 9-30.</ref>. The spread of the internet is testament to that.
	*11 Modular and architectural innovation are the extreme cases. Many real world situations reflect intermediate forms. A modular innovation can become architectural if it transforms the whole system. It may become the anchor point for other innovations. The CD-ROM, for instance.		*11 Modular and architectural innovation are the extreme cases. Many real world situations reflect intermediate forms. A modular innovation can become architectural if it transforms the whole system. It may become the anchor point for other innovations. The CD-ROM, for instance.
			*12 Modular complementary innovation. Complementary modules emerge that increase the potential of the new module. The complementary modules form a sub-system within the architecture. In the PC, the CD-ROM fostered complementary innovations, such as a faster processors, soundboard, sound boxes, and a colour screen.
			*13 Modular transformation, a new module may act as a bridge between two different architectures. Computer Telephony Integration and Internet telephony are combinations of hardware and software that integrate the data and voice communications industry.
			*14 Modular upgrading may occur when a new or improved module spawns complementary modules. For instance software engineers in the 1990's started to develop programs using the Windows architecture rather than the underlying MS-DOS. And the Graphical User interface, ceased being a module and became an architecture.
	<references/>		<references/>
	See also [[Network Externalities]]		See also [[Network Externalities]]
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed: /* Some issues to consider: */

2012-12-18T14:54:03Z

Some issues to consider:

← Older revision		Revision as of 09:54, 18 December 2012
Line 11:		Line 11:
	*8. Market Power. Sometimes powerful groups and organizations can prevent the best technology from being utilized. It could be argues that Beta was better than VHS or the DVORAK keyboard more efficient than QWERTY or US domination of the Internet and ICANN standards. It can lead to market concentration and oligopolist tendencies. (e.g. WINTEL) leading to supra-national litigation. (EU v Microsoft)		*8. Market Power. Sometimes powerful groups and organizations can prevent the best technology from being utilized. It could be argues that Beta was better than VHS or the DVORAK keyboard more efficient than QWERTY or US domination of the Internet and ICANN standards. It can lead to market concentration and oligopolist tendencies. (e.g. WINTEL) leading to supra-national litigation. (EU v Microsoft)
	*9 Reduces risk and increases investment. Companies have a greater level of certainty that their investments will not become obsolete if they invest long term for future return of profits. Similarly, consumers are willing to buy expensive platforms (DVD Players/Xboxes) knowing that the modules (Movies and Games) will be compatible with the platform for many years to come. This is true throughout the supply chain		*9 Reduces risk and increases investment. Companies have a greater level of certainty that their investments will not become obsolete if they invest long term for future return of profits. Similarly, consumers are willing to buy expensive platforms (DVD Players/Xboxes) knowing that the modules (Movies and Games) will be compatible with the platform for many years to come. This is true throughout the supply chain
	*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions. But Architectural Innovation need not necessarily be slow because the modules already exist. ''What is needed is new joints between these modules'' <ref> ~~Clark~~ and ~~Henderson 1990~~</ref>. The spread of the internet is testament to that.		*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions. But Architectural Innovation need not necessarily be slow because the modules already exist. ''What is needed is new joints between these modules'' <ref> Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms, Administrative Science Quarterly, 35: 9-30.</ref>. The spread of the internet is testament to that.
	*11 Modular and architectural innovation are the extreme cases. Many real world situations reflect intermediate forms. A modular innovation can become architectural if it transforms the whole system. It may become the anchor point for other innovations. The CD-ROM, for instance.		*11 Modular and architectural innovation are the extreme cases. Many real world situations reflect intermediate forms. A modular innovation can become architectural if it transforms the whole system. It may become the anchor point for other innovations. The CD-ROM, for instance.

Paulreed: /* Some issues to consider: */

2012-12-18T14:53:10Z

Some issues to consider:

← Older revision		Revision as of 09:53, 18 December 2012
Line 11:		Line 11:
	*8. Market Power. Sometimes powerful groups and organizations can prevent the best technology from being utilized. It could be argues that Beta was better than VHS or the DVORAK keyboard more efficient than QWERTY or US domination of the Internet and ICANN standards. It can lead to market concentration and oligopolist tendencies. (e.g. WINTEL) leading to supra-national litigation. (EU v Microsoft)		*8. Market Power. Sometimes powerful groups and organizations can prevent the best technology from being utilized. It could be argues that Beta was better than VHS or the DVORAK keyboard more efficient than QWERTY or US domination of the Internet and ICANN standards. It can lead to market concentration and oligopolist tendencies. (e.g. WINTEL) leading to supra-national litigation. (EU v Microsoft)
	*9 Reduces risk and increases investment. Companies have a greater level of certainty that their investments will not become obsolete if they invest long term for future return of profits. Similarly, consumers are willing to buy expensive platforms (DVD Players/Xboxes) knowing that the modules (Movies and Games) will be compatible with the platform for many years to come. This is true throughout the supply chain		*9 Reduces risk and increases investment. Companies have a greater level of certainty that their investments will not become obsolete if they invest long term for future return of profits. Similarly, consumers are willing to buy expensive platforms (DVD Players/Xboxes) knowing that the modules (Movies and Games) will be compatible with the platform for many years to come. This is true throughout the supply chain
	*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions. But Architectural Innovation need not necessarily be slow because the modules already exist. ''What is needed is new joints between these modules'' <~~reference~~> Clark and Henderson 1990</~~reference~~>. The spread of the internet is testament to that.		*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions. But Architectural Innovation need not necessarily be slow because the modules already exist. ''What is needed is new joints between these modules'' <ref> Clark and Henderson 1990</ref>. The spread of the internet is testament to that.
	*11 Modular and architectural innovation are the extreme cases. Many real world situations reflect intermediate forms. A modular innovation can become architectural if it transforms the whole system. It may become the anchor point for other innovations. The CD-ROM, for instance.		*11 Modular and architectural innovation are the extreme cases. Many real world situations reflect intermediate forms. A modular innovation can become architectural if it transforms the whole system. It may become the anchor point for other innovations. The CD-ROM, for instance.

			<references/>
	See also [[Network Externalities]]		See also [[Network Externalities]]
	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed at 14:50, 18 December 2012

2012-12-18T14:50:51Z

← Older revision		Revision as of 09:50, 18 December 2012
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	*7. Competitors form Standards organizations to ensure consistency in the development of systems.		*7. Competitors form Standards organizations to ensure consistency in the development of systems.
	*8. Market Power. Sometimes powerful groups and organizations can prevent the best technology from being utilized. It could be argues that Beta was better than VHS or the DVORAK keyboard more efficient than QWERTY or US domination of the Internet and ICANN standards. It can lead to market concentration and oligopolist tendencies. (e.g. WINTEL) leading to supra-national litigation. (EU v Microsoft)		*8. Market Power. Sometimes powerful groups and organizations can prevent the best technology from being utilized. It could be argues that Beta was better than VHS or the DVORAK keyboard more efficient than QWERTY or US domination of the Internet and ICANN standards. It can lead to market concentration and oligopolist tendencies. (e.g. WINTEL) leading to supra-national litigation. (EU v Microsoft)
	*9 Reduces risk and increases investment. Companies have a greater level of certainty that their investments will not become obsolete if they invest long term for future return of profits. Similarly, consumers are willing to buy expensive platforms (DVD Players/Xboxes) knowing that the modules (Movies and Games) will be compatible with the platform for many years to come.		*9 Reduces risk and increases investment. Companies have a greater level of certainty that their investments will not become obsolete if they invest long term for future return of profits. Similarly, consumers are willing to buy expensive platforms (DVD Players/Xboxes) knowing that the modules (Movies and Games) will be compatible with the platform for many years to come. This is true throughout the supply chain
	*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions.		*10 Adoption of new architecture can be slow. From a strategic perspective companies should be aware of the [[term::Tipping Point]]. Bring out products too quickly or too slowly can have adverse repercussions. But Architectural Innovation need not necessarily be slow because the modules already exist. ''What is needed is new joints between these modules'' <reference> Clark and Henderson 1990</reference>. The spread of the internet is testament to that.
			*11 Modular and architectural innovation are the extreme cases. Many real world situations reflect intermediate forms. A modular innovation can become architectural if it transforms the whole system. It may become the anchor point for other innovations. The CD-ROM, for instance.


			See also [[Network Externalities]]
	[[Category:Strategy]]		[[Category:Strategy]]