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As noted, there are three
degrees or dimensions of freedom - and these being Product
Technology, Manufacturing Technology and Marketing Tactics - along which the entrepreneur may
perform vision analysis, as to ascertain the capability of the
entrepreneur to bring the vision to realization. Admittedly, these
dimensions are the vectors along which innovation is effected
usually.
The constituents of each of
these vectors are not necessarily quantifiable or can they even be
standardized: to a great extent these features are subjective and
entrepreneur-specific. The salient non-quantifiable and
across-dimension common constituent is the creativity of the
entrepreneur.
Though the constituents of each of these vectors are such that to
actually develop dimensions, mathematically that is, whether
Cartesian Coordinates or the more comprehensive Euclidean
System may be more involved that needed, nonetheless, there is the rational
support to determine the effectiveness of each of these in the
realization of the vision, and to achieve this objective by
transforming
these dimensions into measurable coordinates.
One such form that is
measurable and that conforms to the dictates of the Euclidean
Geometry is the reduction of each axis into its equivalent monetary
terms. Of course, such representation raises the issue of constructing a
map and an attendant mathematical space defining innovation that
permits the mapping of innovation into financial terms, thereby
enabling defining the degree of innovation in a vision in terms of
monetary value. The approach to mapping into monetary value the degree
of innovation in a vision of course is entirely a different subject
in itself. Yet, suffice
to state, that presuming such map and innovation domain or problem
space obtains, then this description as can be determined readily submits to
all mathematical operations of interest. Further, with such
representation, of course, obtains the ability to represent within
the applicable quadrant, the coordinates of the vision in terms of
it marketing cost, product technology development cost and
manufacturing technology development cost.
Conceptually, at least, at
this point of the analysis then a vision, as is the
innovation it embodies, can be represented as the mathematical point
by its "coordinates of innovation." The inverse determination of the
innovation characteristic of a particular axis contributing to the
definition of the coordinate, needless to state would require an
inverse map of the prior map.
So now that innovation is
admitted as possible along each dimension and can somehow be
mathematically represented then comes the concerns
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of the
components of an innovation
within this Euclidean Space of Innovation.
Effectively, then an innovation should now be resolvable to its
Euclidean space components. More properly, say, a vision embodies
innovation along the dimension of Marketing and also innovation
along the dimension of Manufacturing Technology but no
innovation along the dimension of Product Technology then such
vision should have no Product Technology component in the space of
Innovation.
Now given that innovation avails
the venture competitive advantage which provides the basic
platform for developing a competitive strategy, the contribution of
a particular dimension to the competitive strategy of the
corporation is defined by its components in the Euclidean Innovation
Space. Then evidently if a vision embodies innovation along the
dimension of Marketing and also innovation along the dimension of
Manufacturing Technology but no innovation along the dimension of
Product Technology then such vision has no product technology
contribution to the
corporate growth
strategy Obviously then every vision
can be reduced to its definitive innovation components and each
innovation component should generate a space that should support
evaluating the entrepreneur skill-set for making manifest, without
outside contribution, the vision of the venture. The resolution of
the vision into its innovation-components is significant in that the
concatenation and strategically constructed dove-tailing of the
various components into each other reasonably proffers viability and
constitutes a growth plan.
The issue then becomes
assessing the dimensions along which an entrepreneur can and should
undertake the resolution of the venture-vision. Naturally allowing
for the possibility for latent innovation in each of the dimensions
the entrepreneur must undertake the vision analysis along and on
every combination of the dimensions, otherwise "Dimension Clusters".
The keyword here though now becomes every combination of
dimension-axis. Therefore for the 3-Dimensional Euclidean Space of
Innovation, the entrepreneur may perform a Combinatorial Analysis of
the dimensions, specifying selections sequence of 1, 2, and 3.
Careful reflection shows that the
dimension clusters are 3 for the selection 1; 3 for the selection 2;
and 1 for the selection 3.
In performing the vision
analysis of the venture to determine the requirements for
successfully carrying through the intrinsic tasks as well as the
financial requirements to support them, the entrepreneur must
identify all dimension clusters and assess the requirements of
every innovation in each cluster and subsets of clusters and project
innovations into the full vision domain of the |
Innovation space, as well as construct a
strategic nesting of the subsets that proffers both viability and
growth.
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