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GROUP 6
Ansa Ephraim
Shashikiran
Sidharth Ramachandran
Supriya K
Kavitha Jayaram
Tony Sebastian
Alok K
Sudipta M
Veerender N
Manikandan V
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Agenda
Major Players
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The Kittyhawk
Introduced in June 1992 by HP
The Kittyhawk
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Printing Systems
Ink-Jet Products
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Revenues in 1992
DMD 3% HP
Market Segments
OEM 20% Internal HP
519
97%
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80%
HP
IBM
Seagate
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Team autonomy
Develop product Find markets Cultivate customer base
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To be the first 1.3 disk drive in market
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Grow faster than disk drive market to help HP become industry leader (~35%)
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Narrow focus
Mobile information technologies Communication technologies Consumer electronics Automotive electronics New opportunities in standard computer technology
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Disk drive specifically focused at mobile computing market Inexpensive drive for use in currently unviable applications
Flash Storage
Planned Customers
Actual Customers
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PDA Japanese word processors Sub-notebooks PDAs Hard copy devices Digital Cameras Printers Cash registers Copiers Telecom switching systems Management of Technological Innovations | Indian Institute of Management Kozhikode Fax Machines
No enthusiasm from DMD Management No profit cushion for further redesign Flattening of existing sales growth Need for critical new products
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Question 1
Who were the key players in the emergence of the Kittyhawk project? What did each of them contribute?
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Jack White
Analysis and research, zoned in on a few product options
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George Drennan
The first designer who gave shape to the product
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Question 2
What are the strengths and weaknesses of the way HP structured and supported the Kittyhawk development team?
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Strengths
Autonomy in product development Team Formation Senior Management Movement out of the current set up
HP Culture
Technical expertise of employees
Leaders
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Weakness
Market Survey
Indecisiveness
Conflict with the parent division Failure to recognize the potential of the product and give a second chance
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Question 3
Why did HP pursue the Kittyhawk project this way? What should they do differently if they could do it over?
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Technology restrictions
DMD functioned as an OEM and hence had to always follow the market and the major players
The MR firm did not have technology experts who could predict the future and therefore depended on the clients leading to a shared view Personal Digital Assistants were predicted to grow in usage and a lot of the major companies had invested in them
$130 was thought to be the cost floor for manufacturing any hard disk drive; introducing innovative design changes to bring this down was thought near impossible in the short time
Ready internal customer in the form of Corvallis division that was making a super sub-notebooks; serves as a reassurance and safety net
Greater emphasis on the shock-proof requirements expressed by few potential customers defining the entire product design and characteristics
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Allows a company to move from intuition and gut-feel to strategic direction based on calculated risks and estimates
HP need not have created an entirely separate area for this team but incorporated within the organization. Eg. Newton project for Apple had similar individualistic tendencies that attracted too much attention and also failed
Using internal customers in the Computer division would be a much easier way to drive innovation and create new technologies
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Question 4
What key insights does the case offer related to innovators difficulty in executing on innovation?
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DMDs functional management and most of the R&D managers wanted to focus on their existing product line
They didnt want to venture into something whose market was unclear
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The Kittyhawk project had to be moved to a remote corner of the division site
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Mobile computing market still required break-through technologies to fit Kittyhawk into their products
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THANK YOU
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