A technology deployment strategy using value networking
De Wet, Jacobus Johannes
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Please cite this item using this persistent URLhttp://hdl.handle.net/10019.1/1960
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This study intends to develop a decision support tool for new business development units in South African consultancies. These consultancies endeavour to out‐license their technology assets. The enterprise engineering model is examined and the rules and boundaries of the Cartesian space is used to derive further functionality (susceptibility, segmentation and competence) from the various enterprise life cycles as measures for business expansion of knowledge organisations. The reader is presented with an overview of knowledge organisations, more specifically consultancy enterprises and its unique challenges and business models. These firms develop technology for specific market applications to assist them in solving industry specific problems. These technologies are easily modularised and packaged and can be transferred as technology assets to licensees. The bulk of the dissertation deals with the process phases in externally leveraging technology assets, with a focus on the intelligence phase of this process. The industrial engineering approach provides a suitable mindset for understanding the complexity of global strategy problems. Proposed global strategies are based on combinations of geographic areas that become more desirable over time. Levels of aggregation are defined, and the global eco‐socio‐political and economical systems are further investigated. Approaches to global strategy management are investigated, and the PEST framework is used in its broadest sense to conduct an external environmental analysis. Franchising as a method of out‐licensing is proposed as a mode of entry into foreign markets. The development of a decision support tool is supported by the generic system model and more specifically principles from productivity management. Multiple criteria decision modelling is discussed and efficiency and effectiveness are used as the objective and subjective variables. The Brown‐Gibson model is used to calculate a weighted evaluation, and the countries of the world are ranked according to these outcomes. Finally, a sensitivity analysis is conducted on the weighted evaluations providing the reader with graphs indicating what the long and short term focus of consulting firms should be regarding their out‐licensing endeavours on a macro environmental level. In conclusion, this study expands the enterprise engineering model for knowledge organisations (specifically consultancy enterprises) using analytical decision making methods in determining global strategy with a focus on the external environmental analysis.
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