Innovative Technology Worksheet Your Company A Large Online

Innovative Technology Worksheetyour Company A Large Online High Schoo

Your company, a large online high school, is planning to implement a new innovative social networking technology for their students. The technology would allow students to get to know one another, network, and participate in school activities, such as having virtual student body elections and virtual student committees. The company feels that the ability to have this type of interaction and involvement among students will set the school above the competition. As the Chief Innovation Officer, you are responsible for the implementation and evaluation of the chosen technology. The company must decide between developing their own social networking system or acquiring a small online high school that has already started development on a similar type of system and is struggling financially.

Your director, the company CEO, has come to you with some specific concerns and questions regarding which technology to select. Submit a one-page response to your director answering all of the following questions:

1. What factors must be considered when implementing an innovative technology internally? What factors must be considered when implementing an externally acquired innovative technology? How do the implementation issues differ? How are they the same?
2. What factors must be considered when evaluating an internally implemented innovative technology? Why?
3. What factors must be considered when acquiring an innovative technology externally? Why?

Paper For Above instruction

Implementing innovative technology is a complex process that requires careful consideration of numerous factors to ensure successful integration and functionality. When implementing an innovative technology internally, organizations must focus on factors such as aligned strategic objectives, technical expertise, resource availability, organizational readiness, and change management. The internal development process demands significant investment in skilled personnel, infrastructure, and ongoing maintenance. Ensuring that staff possess the necessary technical skills and that the organization’s culture supports innovation are critical to overcoming possible resistance (Böhm et al., 2020). Additionally, internal implementation allows for tailoring the technology closely to organizational needs, but it might face challenges such as extended timelines and higher initial costs (Kiel et al., 2018).

In contrast, implementing an externally acquired innovative technology involves factors such as vendor credibility, compatibility with existing systems, licensing agreements, and the potential for vendor support and updates. The organization must evaluate the reliability and reputation of the technology provider, security issues, and the ability of the vendor to deliver ongoing support. External acquisition can expedite deployment and reduce development costs, but integration complexities may arise if the technology does not seamlessly align with existing infrastructure (Chen et al., 2017). Both internal and external implementations require thorough planning, risk assessment, and stakeholder engagement to mitigate potential failures.

The key differences in implementation issues pertain to control and customization levels. Internal development offers greater control over the technology’s features and future modifications, but it often involves longer timelines and higher resource commitment. Conversely, external acquisition may be faster and less resource-intensive initially but offers less control over updates, customization, and proprietary features. Common factors include managing change within the organization, ensuring staff training, and maintaining system security.

Evaluating an internally implemented innovative technology involves assessing factors like technical feasibility, organizational fit, scalability, and alignment with strategic goals. It is essential to examine whether the organization has sufficient technical expertise and infrastructure to support development and ongoing maintenance (Zhang & Li, 2019). Cost-benefit analysis also plays a role, considering short-term and long-term returns, as well as potential risks associated with internal development.

When evaluating externally acquired technology, factors such as vendor stability, technology maturity, compatibility with existing systems, licensing terms, and support services must be scrutinized. Evaluating vendor reputation and track record reduces risk, while ensuring that the technology aligns with organizational needs and future scalability is crucial (Lai & Phang, 2020). Moreover, cost considerations—including licensing fees, integration costs, and ongoing support—are fundamental to making an informed decision.

In conclusion, whether implementing internally or externally, organizations must undertake comprehensive assessments to ensure that the chosen technology aligns with strategic objectives, budget constraints, and operational capacities. Both approaches involve inherent challenges and benefits, and success hinges on careful planning, evaluation, and change management strategies.

References

• Böhm, M., de la Torre Castro, M., & Almaraz, C. (2020). Internal Innovation Processes: Challenges and Strategies. Journal of Business Research, 118, 377-385.
• Chen, L., Wang, Y., & Zhang, Y. (2017). Risks and Benefits of External Technology Adoption. Technology Management Journal, 45(4), 22-30.
• Kiel, D., Arnold, C., & Voigt, K. I. (2018). The future of additive manufacturing: Opportunities and challenges. Business Horizons, 61(3), 377-386.
• Lai, L. W., & Phang, S. H. (2020). External Vendor Selection for Technology Adoption in Organizations. International Journal of Information Management, 50, 138-148.
• Zhang, Y., & Li, X. (2019). Evaluating Internal IT Capabilities for Innovation. MIS Quarterly, 43(4), 1-17.