Monday, March 27

~ Opening Night Dinner ~

Dinner is served

Clayton Christensen kicks off the event by starting the dialogue at the Genesis Dinner. In prearranged dinner seating, participants engage in analyses of respective organizations and divisions and begin to determine predisposed threats and opportunities to disruption. A measurement survey developed by Integral, Inc. and co-sponsored by Fortune Magazine will help test your readiness to capitalize on growth opportunities and understand how to differentiate between technical and market problems.

Tuesday, March 28

In a discussion of The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail, Clayton Christensen provides a thorough understanding of the disruptive technology landscape. Drawing on patterns of innovation in a variety of industries, he uses the lessons learned from extensive research to give a framework for detecting and countering disruptive technologies. He offers valuable principles to help managers determine when it is right not to listen to customers, when to invest in developing lower-performance products that promise lower margins and when to pursue small markets at the expense of seemingly larger and more lucrative ones.

To help you operationalize these rules for capitalizing on disruptive technologies, Dr. Christensen talks about practical ways for shifting to a different managerial approach. This approach enables companies to continue the current success of the mainstream company while concurrently maintaining an infrastructure that facilitates the innovation critical to long term growth and profit.

• One of the key factors that create opportunities for disruption in an industry is called an "overshoot". As companies compete with each other, they tend to add features and functions that gradually outstrip the demands of customers.
• Examples of overshoots and investigation into why they happen
• An exercise to identify the extent to which you are overshooting market requirements with your own offerings and how that potentially sets the groundwork for disruption in your industry

Chicken Little says the Net will alter all business behavior forever. VerticalNet, running its 55 distinct trading communities of commerce on the net, sees distinct and common threads on how businesses are actually using the platform to accelerate their business.

Those who are most worried about the net, are those who overestimate its ultimate impact. And those who are most excited about it are most savvy about the core values and features it brings to any B2B marketplace. Learn more about how the net acts as a digital sales channel, an information pipe...but not an Armageddon.

The Integra Test Division was created outside existing business units to develop a new product line exploiting the new technologies. Based on the capabilities of the technologies, the initial product was targeted at market niches not well covered by Teradyne. Extensive use of carefully selected "development partners" was made in the early product definition and development phase to ensure a good product fit for the new market areas.

Over the last 18 months the Integra Test Division has driven Teradyne's most successful new product ramp ever, despite an initial development cost that was a fraction of what is traditionally incurred to launch a new platform product line. When Teradyne recognized potential new technologies that could cause discontinuities in its markets, it could have failed to exploit them. Existing divisions felt products based on the new technology wouldn't meet their current customers' needs and would interfere with the already defined product roadmap. How did Teradyne avoid this common obstacle to innovation? Find out how the Integra Test Division evolved and executed critical strategies to allow Teradyne to solve the Innovator's Dilemma.

Jennifer Fonstad, a partner with Draper Fisher Jurvetson, one of the country's leading venture firms, will talk about the structural challenges to unlocking value in disruptive technologies. Her discussion will explore where the critical leverage points lay, identifying key variables for success, and common stumbing blocks. She will conclude with several case studies based on Draper Fisher Jurvetson's investment experience.

A Identify Disruptive Technologies

B.Building the Disruptive Technology Organization

C.Getting There from Here: Applying Disruptive Thinking to Development Processes and Venture Portfolios

A. Identify Disruptive Technologies

Gary Getz, Managing Principal,
Business and Market Development, Integral, Inc.

• How to look at the blind spots that companies exhibit
• Practice with lenses that companies can use to identify changes in market needs and in business models that can trigger disruptions
• Understand the screens that companies can use to determine the extent of the opportunities and threats posed by the potential disruptions they have discovered

Weston Headley, Consultant, Integral, Inc.

• Avoid managing new technologies in the same way as managing traditional "sustaining" technologies
• How to recognize you must not only change technologies, but business models
• Ways in which companies fail to recognize opportunities to exploit disruption
• Practical insight into various organization approaches that have proven successful in managing disruptive technology ventures
• How to avoid the "sustaining technology trap"

Jeff Elton, Managing Principal, Practice Development, Integral, Inc.

• Why current product and service development and portfolio management approaches are inadequate in a disrupted world
• How to manage the identification and deployment of potential disruptive technologies and how to introduce them as disruptions to existing or entirely new markets
• Contrast with traditional portfolio and developmental management approaches within which most disruptive technologies fail or are killed
• Understand why market and technology migration planning is central to success with disruptive technologies
• Ways in which companies can build portfolios of ventures and experiments that give you both the option sets and flexibility to win

Wednesday, March 29

Digital convergence is increasingly blurring, and rendering irrelevant, the historical divisions between broadcast television, cable, telecommunications, and internet. This trend is affecting numerous industries creating new growth opportunities, but simultaneously exposing industry incumbents to new, often unanticipated, competitive threats ranging from dominant players in adjacent industries to venture capital funded startups. Learn how one company, Nielsen Media Research – the leader in television audience measurement, is using the Disruptive Technology approach to guide its strategy in this increasingly complex and highly dynamic environment to maintain its market leadership position.

A Identify Disruptive Technologies

B.Building the Disruptive Technology Organization

C.Getting There from Here: Applying Disruptive Thinking to Development Processes and Venture Portfolios

(See Day 1 agenda above for breakout descriptions)