Firms are moving from the defensive stance of attempting to anticipate disruptive technologies that threaten their business models to a more pro-active offensive posture. Specifically, they are realizing that one organization's disruption is someone else's breakthrough. Working to identify potential disruptions so they can be the first to effectively commercialize the technology allows them to be the driver of the new business models.
Drawing on numerous case examples of how firms used a combination of customer intelligence, technical intelligence, and competitor intelligence to anticipate innovative shifts, Jay will provide a framework for developing an intelligence program that helps position a firm's technical, product, and business developments to take advantage of tomorrow's breakthroughs. It is not enough to simply monitor technical progress in universities, government labs, and the entrepreneurial communities. Such intelligence on emerging technologies is essential but has no meaning without putting it into an innovative framework that links those advances with the drivers of technology.
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