Technology Push or Market Pull? Strategic Orientation in Business Model Design and Digital Start‐up Hai Guo, Chao Wang, Zhongfeng Su and Donghan Wang Originally published: April 29, 2020 (PDMA JPIM • Vol. 37, Issue 4 • July 2020) Read time: 37 minutes Access the Full Article The digital revolution is fundamentally reshaping the business landscape by generating abundant new opportunities and novel business models
Target flow should account for ecosystem play and should be designed to bring responsiveness and adaptability with network intelligence and automation. Establish Pull: Customer should be able to pull the work from the system as per need. To present it in the current context, pull is not always reactive but should also be predictive with the intelligence established in the enterprise
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Rather than being pulled by user requirements, design‐driven innovation is pushed by a firm's vision about possible new product meanings and languages that could diffuse in society
The case reveals how multiple functions needed to integrate, including research and development, product design, and future programs, to ensure that design changes cascaded from one subsystem to another, and that new technologies were linked to a future product to create a final product pull. These findings inform a managerial framework for additive manufacturing scaling that is generalizable to other digital technologies used in the design and production of complex final products, including artificial intelligence, machine learning, smart factories, and cyber physical production systems
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Goldense, Bradford L., "Do Your New Products Sell Like Hockey Sticks?," Machine Design, January 4, 2015, Volume 87, Number 1, Page 64, ISSN 0024-9114.
By examining who controls the knowledge and resources imperative to reproduction, the authors go beyond a focus on the social benefits of innovations to consider how intellectual property and profits matter to different actors. This article pulls together these various insights and identifies key implications that social innovators and intermediaries should consider when working to reproduce social innovations in subsistence contexts and with subsistence user‐producers