Management of Technology and Innovation on Mobile-Integral Example example

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Management of Technology and Innovation

Question 1a)

Mobile-Integral has centred its technology development process around the management’s main objective, “to achieve a performance edge by creating the best user experience with innovative solutions” (Pau, 2010, p. 236). This strategic direction has significantly influenced how the company approached the process of technology development as well as the effectiveness of the resulting business model. Instead of starting with the need to find a new revenue stream or gain an advantage over the competition, Mobile Integral started its journey towards mobile technology as a way to improve the concept of field support.

But Mobile-Integral did not achieve this change on its own or over night. The continuous process of finding alternative options for addressing an existing problem is part of what Wulf & Rohde (1995, p. 60) called the integrated process of organization and technology development. This concept analyses the process of organizational change and technology development not as two separate occurrences but instead as an integrated process. Technology in this process is designed and developed in a need-oriented way by the members of an organization affected by the problems the software solution is aimed at solving. The second step of Wulf & Rohde’s integrated process, the creation of alternative options, can be seen clearly in the Mobile-Integral approach. In order to solve an existing process, a number of possible solutions were considered in an open and participatory process together with the Technical University of a Scandinavian country as well as the local subsidiary and business consultants (Pau, 2010, p. 238). Bringing these different mindsets together and allowing for an experimentation period with different option was crucial for Mobile-Integral to find its mobile technology solution.

The business model adopted by Mobile-Integral can be described as customer-centric and full-service payment model. In order to describe the business model further, this case analysis will use the characteristics of a business model described by Morris, Schindehutte & Allen (2003). Even though a wide variety of scholars have found various definitions of the business model, there are six underlying questions that are consistently present (Morris, Schindehutte & Allen, 2003, p. 730). In the case of Mobile-Integral value is created through a service delivery offering for physical premise owners including management companies, public buildings and individual houses (Pau, 2010, p. 235). The main internal capability factors are the technological expertise, their experienced customer service staff as well as a strongly positioned brand. In relation to its competitors Mobile-Integral has positioned itself as the only full-service product that puts the customer needs first, which is also how money is create in this business model. Based on the above provided analysis it is fair to say that Mobile-Integral was successful in choosing a competitive position within the industry that is both valued by the customer and based on the company’s core business model. Some at the time might have seen investing into mobile/wireless business solutions as a risky move but now it has paid …

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