T840 2004K - Open University

T840 2004K - Open University

T849 2016K EMA Tutorial Mark Campbell Welcome T849 Assessment Structure. EMA Part 1 EMA Part 2. Drop-in Q&A. Mark Campbell MBA (Tech Mgmt), BSc Mgmt, Dip Adv Mkt Tech, PG Cert AP

Dip Nat Sci. E: [email protected] T: +353-1-296-1578 M: +353-87-4146155 L: http://www.linkedin.com/pub/ mark-campbell/6/4ba/3a5 Acknowledgements I have had the opportunity of looking at the slide packs prepared by my colleagues over the presentation, which have informed my thinking and approach, and from whom I have borrowed extensively in preparing this deck. T849 Structure Block1/ TMA01 Blocks 2 & 3/ TMA02

Blocks 4 & 5/ TMA03 Search for relevant journal articles, focus on innovation and capabilities, summarise and critique them. Identify organisation for EMA, describe and review business model or models and strategy. Block 6/ EMA Focus on issues such as culture and its effects on the business. Acquire New Skills T848 . T847 . T802 B839 Use all module materials

Focus primarily on academic ideas, concepts, theories, models, etc. BLOCK BLOCK BLOCK BLOCK BLOCK BLOCK 1 2 3 4

5 6 Capabilities Innovation Business Models for Innovation Innovation, Culture and Risk Innovation, Power and Influence

Future Capabilities for Innovation Strategy Develop your own case study organisation and resources. OTHER RESOURCES CASE STUDY BASED ON YOUR CHOSEN ORG. GENERAL RESOURCES e.g. company strategy docs. Module Guide Module calendar

Assessment Guide And dont forget about the wider OU resources e.g. Assessment Guide Section 2, OU Library, Study Skills website, etc. for your EMA . TMAs and the EMA TMAs were partially formative and intended to help you develop your: Knowledge and understanding of technology and innovation management, capabilities, culture, power, etc. Literature/information research skills. Diagramming skills e.g. business models. Academic writing skills e.g. narrative/commentary style. Understanding of strategy. Ability to review a business model and to research further. Ability to recognise an aspect of the model to focus on and practice how to review and critique.

The EMA is an opportunity for you to extend your academic and practical understanding capabilities and management beyond the content provided in Blocks 16. It serves to show off how you broadened, deepened and integrated your learning. h f c i o TMAs and the EMA h on w i t t r a s o lu

s p e va ine on r e us us d r l o i ca t b o c e w h t t f i n 0 r o

e a c 0 t r / r 0 on cu d ge 3 n i . t a a n s s

p s cri on ies cha itie i t l i A i s i t l i d EM s de nisa pab an apab e ga ca ion c d r t

u n l r o n d va l a c in ou ) a no de n mo s y Contributes i ( l e ible s 50% of your d o s s overall mark e

m os n i s p a bu The EMA Brief The aim of the EMA is to: allow you to analyse/critically evaluate business models and business model innovation for an organisation of your choice, and consider the portfolio of strategic capabilities that the organisation needs for business model innovation success. You should make use of your answers to Part 1 of TMA 02 and TMA 03 (and any related feedback from tutors).

EMA Part 1 Part 1 asks you to represent and describe the current situation: a.Basing your answer on your own organisation, or another that you know well, provide a critical evaluation of its existing business model(s). You should draw on your response to Part 1 of TMA 02 as a starting point, and include a description of the business model(s) as part of your answer. (25 marks) b.Comment on how well the organisations current capabilities support this (these) business model(s). (15 marks) What is a business model? A business model describes the design or architecture of the value creation, delivery and capture mechanisms employed Put differently, a business model reflects managements

hypothesis about what customers want, how they want it, and what they will pay, and how an enterprise can organise to best meet customers needs, and get paid well for doing so. (Teece, 2010, p191) What is a business model? A business model describes the design or architecture of the value creation, delivery and capture mechanisms employed Put differently, a business model reflects managements hypothesis about what customers want, how they want it, and what they will pay, and how an enterprise can organise to best meet customers needs, and get paid well for doing so. (Teece, 2010, p191) Your EMA should operate as a stand-alone report, so you will need to recap on TMA02, Part 1 and redescribe (and redraw?) the existing/current business model(s). Where does the business model fit?

Relationship between strategy, capabilities and business models (DaSilva and Trkman, 2014 cited in Horrocks and Savory, 2016a). What is the function of a business model in strategy? A business model should inform your choices about what is the right or at least a good strategy. (Chesbrough, 2010, p365 cited in Horrocks and Savory, 2016) What are the dimensions of a typical Business Model? resource structure: the static architecture of the firms organisation, production technology and core resources configured to serve customers transactive structure: the organisational configuration that supports the key transactions between the organisations and its partners and other stakeholders

value structure: the underlying system of rules, expectations and mechanisms that define how the organisation creates and captures value (George and Bock, 2011, cited in Horrocks & Savory, 2016), ) What are the key elements of a good business model? Who is the target customer? What bundle of products and/or services are of value to the customer? How are the necessary resources and capabilities orchestrated by the firm to deliver the value proposition? Why is the business model financially viable and how does the firm make money

in the business (value)? (Horrocks and Savory, 2016) Joining things up Organisational Capabilities Tangible Financial (cash, securities, borrowing capacity). Physical (plant, equipment, land, mineral reserves). Intangible Technology (patents, copyrights, trade

secrets). Reputation (brands, relationships). Culture. (Based on Grant, 2010) Capabilities can be defined as the ability to deploy resources effectively. Human Skills / know-how. Capacity for communication and collaboration. Motivation. EMA Part 2

EMA Part 2 Part 2 asks you to consider changes that should be made and how they should be made: c.What does the organisation need to do to improve its capabilities for ongoing business model innovation (i.e. for continued business model innovation more generally, beyond the particular instance discussed in a and b above)? (15 marks) Joining things up In answering Part 2a make sure that your proposal describes the changed model by drawing on relevant: Internal change factors e.g. new technological innovations in manufacturing a product e.g. use of robots or large data analytics. External change factors e.g. changing market needs or need to respond to new technologies e.g. how telecoms companies responded to technological changes such as the move to mobile, and then smartphones, over time.

Joining things up For part 2b think of Business Model Innovation as an example of a dynamic capability for innovation. It could be regarded as an example of the enterprise structures, procedures, designs and incentives for seizing opportunities. In answering Part 2b make sure discuss the new capabilities that will be required, and how the organisation will build them. (Horrocks and Savory, 2016) Joining things up In answering Part 2c note the emphasis on ongoing: Drawing on ideas in the blocks and elsewhere, how can we build capabilities for ongoing/continuous/constantly improving business model innovation. How can we get from where we are now to this future state? EMA key points Read all the guidance carefully! Note that word count penalties apply over 3,150 words.

All words count (figures, tables and appendices too). The only exclusions are words on the title page, contents page and references listing. There is a suggested word count allowance for each section: Question No. Marks available Suggested word length 1a 25 750 1b 15

450 2a 25 750 2b 20 600 2c 15 450

EMA key points Word count Two parts, total of 3,000 Margin for error 5% Penalties apply for overlength, 1 mark for every 10 words up to a maximum of 10 marks Word count includes the entire EMA (cover to cover) with three exceptions, the title page, contents page and references section are not included No extension of time except under conditions that are deemed by the University to be serious -- I have no authority to grant an extension or influence over whether one might be granted EMA key points Citing and referencing: Look at your TMA feedback are you citing and referencing correctly?

If yes, continue to do so in the TMA. If no, time to revisit the OU Library. Continue to use these skills on the EMA. Be careful of plagiarism and collusion - module uses CopyCatch/TurnitIn. Help and support page Referencing properly and getting software to help you manage your references Finding what you need Help and advice Library Help Questions Mark Campbell

MBA (Tech Mgmt), BSc Mgmt, Dip Adv Mkt Tech, PG Cert AP Dip Nat Sci. E: [email protected] T: +353-1-296-1578 M: +353-87-4146155 L: http://www.linkedin.com/pub/ mark-campbell/6/4ba/3a5 Contact Details Mark Campbell MBA (Tech Mgmt), BSc Mgmt, Dip Adv Mkt Tech, PG Cert AP, Dip Nat Sci. E: [email protected] T: +353-1-296-1578

M: +353-87-4146155 L: http://www.linkedin.com/pub/mark-campbell/6/4ba/3a5

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