Technology Insight Summary

Module Page Key Word

1 4 How leaders ub Data & Analytics have pulled ahead
1 12 Gaining competitive advantage from data x 7 ways
Learning and development in the technology age - online learning and networking,
1 53
Personal Learning Clouds (PLC's)
2 86 IT Outsourcing - cloud computing, areas for outsourcing
Mature Org's responses to disruptive tech - why orgs fail to take advantage of
2 92
disruptive tech (disgram)
3 options for established business to build capabilities
Transport for London and Big Data - journey data, how big data help gather customer-
3 158
use data
3 159 Siem Car Carriers - Anslysing the data, intergrate data from siloed system
3 161 Rio Tinto's analytics system - Autonomous drilling system and haul truck
4 210 Strategic and organisational success factors for innovation - 8 KSF
4 213 Digital Innovation - Platforms and E-commerce Business Models
characteristics of digital innovation; network externalities; two-sided/multi-sided
platform-based markets
direct externalities & indirect externalities
4 242 Prototyping with 3D printing
4 253 Standards - owning a standard can be an source of competitive advantage
Winning standards wars - trade-off between market penetration and value
4 253
proposition
resulted in a new business model - freemium
compatibility with existing products - evolutionary strategy > revolutionary strategy
key resources to win standards war x 6
4 285 Technological Innovation - 3 types
4 288 Open Innovation - boundary spanning; open-source software communities
5 318 Predictive & Prescriptive & Descriptive analytics
5 320 Data lakes; data swamp
6 373 Organisational design in digital platform companies (Uber & Airbnb)
create a set of strict standards governing how all parties must act; review system
6 375 System breakdown - Woolies' failure in system transition
business processes not formally documented; loss of organisational knowledge
Collaboration tools, cloud technologies and best practice software enablers - Virtual
6 392
Teams
benefits and problems of cloud computing; agile project methods
tools and techs thatr are being used across orgs to help teams collaborate
6 396 Digital Twin - AI: used to experiment; live simulation
identify aspects of the org that facilitate or work against the implementation of
strategy
6 398 Dashboards: used in both implementation stage and monitoring stage
interactive dashboards; strategic dashboards; program dashboard; project dashboard
7 421 Cloud computing - enable access from a multitude of devices; IaaS; PaaS; SaaS
facilitate structural change by enabling large-scale outsourcing of technology needs
7 443 Advanced manufacturing technology support design thinking
 advanced material; additive manufacturing (3D printing); augmented and virtual
reality
CAD; CAE; FMS; CNC; 3D printing; virtual reality; automated drafting tech
7 444 3DSimo Crowdsourcing and Crowdfunding
7 458 Emerging business models relevant to sustainability x 9
7 474 Roadmap for successful digital transformation x 5 elements
7 478 Analytics related to decision making
Example Summary
Module Page
1 10
1 14
1 15
1 23
1 26
1 29
1 31
1 35
1 39
1 40
1 42
1 56
1 57
1 58
2 75
2 82
2 85
2 88
2 93

2 112
2 115
2 120
2 124
2 127
2 130
2 134
2 137
2 140

3 151
3 152
3 160
3 161
3 170
3 172
3 173
3 183
3 193
3 200
4 210
4 221
4 223
4 223
4 226

4 228
4 230
4 238
4 240
4 248
4 251

4 252

4 262
4 266
4 270
4 272
4 278
4 278
4 282
4 284
4 288
5 298
5 303
5 312
5 315
5 317
5 320

5 325
5 327
5 327
5 329
5 330
5 333
6 367
6 370
6 376
6 379
6 382
6 385
6 386
6 387
6 394

6 397
6 401

6 407
7 422
7 425
7 429
7 432
7 447
7 450

7 451
7 453
7 456
7 458
7 460
7 462
7 470
7 474
7 482
ple Summary
Key Word
Amazon's six-page memo
Letting purpose guide - Mars Petcare
Moving from traditional retail to online - Mountain Bikes Direct
How Apple reshaped the coputer industry - Interaction Cost
RMIT Uni's vision, mission, values and goals
Changing the business model and revolutionising an industry - Apple
Building the Boeing 787 - Globalisation
Kaufland deciding to enter and exit Australia - Challenges of globalisation
Grasping the big picture while still focusing on the details - Triumph International
Greater leader, poor manager - Mark Zuckerberg
Japanese Airlines - Strategic leadership
711 Labour cost woes - business ethics
Cotton On and the Cotton On Foundation - business ethics
Value for all stakeholders - stakeholder view instead of shareholder view
Advanced Analytics in thei fisheries industry - AA
Fresh food industry value chain
The global pharmaceutical value chain
Segments in the Australian domestic airline industry - industry segmentation
The silent disruption of the accounting services industry - disrupting the industry life cycle

5 key catalysts serving as a sign for disruption: enabling tech, custoner mindset, platforms,
economy and public policy
Remote environment summary for the luxury goods industry - STEEPLE
Industry analysis and the online retail industry - Porter's 5 Forces
Substituting patented medicines with generic medicines - power of substitutes
Five forces analysis for the Australian architectural and decorative branded paint industry
Market segmentation in the Australian domestic airline industry
The basis of competition in the chocolate manufacturing industry
Higher education industry in County Nomad - 3 Uni's competitive position
Strategic groups in the chocolate manufacturing industry
Competition issues in the digital economy - top 10 global companies by market
capitalisation
Digital platform characteristics; How to protect and promote competition in the digital
economy
Key stakeholder needs - Pfizer
Alignment of key stakeholder needs and current business strategy - Cancer Council NSW
Walmart - Analytics - a dedicated analytics hub
Data analytics for Dickey's Barbecue Pit - use data analytics to produce real-time insight
RM Williams - capturing the spirit of the outback - generic strategy: differentiation
Low-Cost generic strategy - airlines
Smiggle - a focus strategy
The brave new world of genomic risk - BSC
Strategic Capabilities
Gap analysis for a surface coatings business division
Innovation - Zara's focus on people before product
Fonterra - geographic market expansion - market development
Uber - diversification
Arm & Hammer baking soda - product development
3M - culture of innovation
30% rule; seed capital; new venture formation; dual-career ladder; rewards for innovators;
the 15% rule
Zara - NPD process - 8 steps
BRITA - reducing plastic waste
Airbnb - service design - 3 components of service design
Littler law firm - using technology to productise professional services; Automation, AI, AA
Cirque du Soleil - applying blue ocean thinking
Arterys - using AI to improve diagnostic quality and efficiency
a combination of analytics, cloud, machine learning and AI
Winc subscription wine club - using customer data to inform product design
using IT to support new product and service development
Bunnings - how the $1.7b UK disaster unfolded - market development risks
ABC - licensing arrangements
Coca-Cola - acquiring Costa - FDI Brownfield
ExxonMobil - key activities - vertical integration
Accounting issues associated with market expansion - FX risks
Accounting issues associated with market expansion - Different reporting dates
Win Win Parenting - internation expansion - IP Strategy
Burberry - IP Protection - AI & machine learning
3M - Leadership
Google's vision & mission & values
MOSM
Zara - strategic options
Value /Effort assessment for Lululemon Athletica
Weighted criteria for Lululemon Athletica
Using analytics to align marketing expenditure with revenue opportunities
identify which online interactions lead to offline purchases
MOSM risk rating and risk assessment
Business analytics and Lululemon Atheletica - risk assessment using business analytics
Overcoming risks for a new entrant - Budget Direct - risk assessment using business
analytics
Nike cost-benefit analysis
Windows 10 update - timing risk
EB Games - Rumelt's criteria - external consistency
Alphabet: G is for Google - 7-S framework
The Bis Issues - Structure
Zara's systems and implementation prowess - Systems
Culture and strategy aligned - Bendigo & Adelaide Bank Group
Leveraging technology for communication - change management: communication
Nike's shift towards a sustainable supply chain - 7 elements for successful change
Uber: a cultural transformation - Kotter's 8 step process for change
QBE's turnaround - Kotter's 8 step process for change
Improving project management performance
6 key considerations when implementing a strategy through projects
Qantas BSC Metrics
APRA proposes stronger requirements on remuneration to enhance conduct, risk
management and accountability
reward system: better align remuneration frameworks with the LT interests of
stakeholders; use non-financial PM

Wealth management implementation a failure for NAB - pitfalls in strategy implementation

TED - Change drivers: technology
H&M sustainability strategy needs revision - change drivers: sustainability
BMC for an online retailer
Electric vehicle ecosystem - value co-creation in business ecosystems
Event workforce group - the strategy compass
Google - a business model for a complex digital ecosystem - value-based strategy in a
business ecosystem
Ryanair - a business model for a complex mature ecosystem - value-based strategy in a
business ecosystem
Alibaba - disruption and strategic innovation; a contrarian model
Regional retailers innovate to stay float - strategies to respond to digital disruption
Autonomous vehicle - a foreseeable disruption
How Microsoft entered China - emerging national markets and business models
Google in a Hypercompetitive market
Open Innovation at Philips - open innovation and value creation
Saving the NYT - leading business model innovation
Lime's (e-scooter) shift from a growth focus to a profitability focus