Video Blog Example

This is a sample video I put together using the Logitech Quickcam Pro 9000 software. I can not only create videos but easily upload them to YouTube or create videos optimized for mobile phones.

There are a variety of avatars I can use to animate facial expressions and movements which is good for those of us who get shy behind the camera. I typically use the camera for video conferencing with old friends but it also allows me to easily create video blogs. I hope you enjoy this brief video of me.

Wharton Chapter 15 - Managing Dynamic Knowledge Networks

Chapter 15 discusses the power of networks and knowledge sharing is very important with emerging technology. Firms must gather the knowledge that circulates around the web and couple that with their own knowledge to form new, useful knowlegde that can be used the firms advantage.

This is first done by analyzing the network and determining the relationships, the flow of knowlege in and around the networks, and who the contacts or "actors" are in the network. Links can then be established to determine the flow and the possible linkages to knowledge. These linkages might include alliances, joint authorship, board interlocks, job changers, or electronic communication. Linkages that may also include "proximity" or area links based on geographics, similar works in technology, cliques working on common goals, or through patent citations.

Networks help establish the outcome of a technology. The sharing of information can help shape the technology both in function and use. Ultimately, these technologies can shape the future for many companies and there are many M&A that occur because of the networks and the technologies a company might possess. Companies should analyze and envision what the networks might looks like, how they will participate in the networks, and how they can harness the knowledge from these networks to create their own advantage.

A new startup firm such as EtripTrader might look at the networks avaible to the company to help build the product and protect the innovation. The idea started with the pilot contacting his son to code the project. The CEO then looked at the competitors products (Sabre airline software - http://www.sabreairlinesolutions.com/products.htm) to analyze features and functionalities. They then called upon Microsoft to help with the coding aspect of the project and used the resources from the Idaho Small Business Development center to gain more networks and contacts to further develop the company. Now, the company is networking with Angel Investors and other VC's to gain money to further develop and market the system. All of these networks were necessary to create and further develop the product.

Wharton Chapter 11 - Appropriating the gains from innovation

In chapter 11, the author states that there are four major appropriation mechanisms to protect innovative gains.

• patents and related legal protection - patents are over-empasized as a way to protect innovations and their effectiveness is sometimes ambiguous. Science and technology can catch up with patents quicker than the patent life. Time and energy may best be invested by evaluating the other mechanisms
• secrecy - one of the hardest mechanisms to protect gains because products can be immitated or information leaked to the public. Simply put, don't share the secrets with the public to protect your innovation. Typically, it's easier to protects secrets surrounding processes than products as processes can be incredibly complex and difficult to reproduce without the knowledge.
• control of complementary assets - by controlling the facilities and capabilities of the manufacturer, innovations can be protected. Without the complementary assets, it's difficult to capitalize on products or know how that require the complementary assets to produce an innovative product. Sometimes, products in an entire industry can be protected because complementary assets are not available to the competitors in the market (IBM example).
• lead time - knowlege and know-how can create lead-time advantages with innovations. product characteristics such as durability can impact lead time. By creating a reputation or having high switching costs for alternate products, advantages can be made in the lead time.

Finding the right mechanism or a combination is very important for companies to protect their innovations. Understanding the uncertainties and applying the appropriate mechanism(s) to protect the innovative gains is important to companies. As the book outlined, "protect the golden goose". It's difficult to determine which idea or innovation will yield the biggest gain but it's important to protect all innovations and think not only about how to protect the innovation today but how to protect the innovation in the future by being responsive.

This framework of protecting innovative ideas can be applied to Mcdonalds food products. McDonalds holds a variety of patents on their processes for french fries (http://www.google.com/patents?id=fbYgAAAAEBAJ&dq=Mcdonalds+product&as_drrb_ap=q&as_minm_ap=1&as_miny_ap=2008&as_maxm_ap=1&as_maxy_ap=2008&as_drrb_is=q&as_minm_is=1&as_miny_is=2008&as_maxm_is=1&as_maxy_is=2008)
Not only is McDonalds products trademarked but the sauce used in the big mac is one of the greatest trade secrets in the fast food industry. Though a patent would help protect the "secret sauce", McDonalds may forgo the patent to protect it as a trade secret. (http://query.nytimes.com/gst/fullpage.html?res=9D00E6D9103EF936A35751C0A9679C8B63). The manufacturing and distribution channels are complementary assets that have allowed Mcdonalds to move into new markets around the world and still deliver a quality product that consumers love (I'm not the biggest fan). McDonalds holds considerable power in their lead time to get new products to market delivering existing products to locations all over the globe.