A technology deployment strategy using value networking

This study intends to develop a decision support tool for new business developmentunits in South African consultancies. These consultancies endeavour to out‐license theirtechnology assets.The enterprise engineering model is examined and the rules and boundaries of theCartesian space is used to derive further functionality (susceptibility, segmentation andcompetence) from the various enterprise life cycles as measures for business expansionof knowledge organisations.The reader is presented with an overview of knowledge organisations, more specificallyconsultancy enterprises and its unique challenges and business models. These firmsdevelop technology for specific market applications to assist them in solving industryspecific problems. These technologies are easily modularised and packaged and can betransferred as technology assets to licensees.The bulk of the dissertation deals with the process phases in externally leveragingtechnology assets, with a focus on the intelligence phase of this process. The industrialengineering approach provides a suitable mindset for understanding the complexity ofglobal strategy problems. Proposed global strategies are based on combinations ofgeographic areas that become more desirable over time. Levels of aggregation aredefined, and the global eco‐socio‐political and economical systems are furtherinvestigated. Approaches to global strategy management are investigated, and the PEST framework isused in its broadest sense to conduct an external environmental analysis. Franchising asa method of out‐licensing is proposed as a mode of entry into foreign markets.The development of a decision support tool is supported by the generic system modeland more specifically principles from productivity management. Multiple criteriadecision modelling is discussed and efficiency and effectiveness are used as theobjective and subjective variables. The Brown‐Gibson model is used to calculate aweighted evaluation, and the countries of the world are ranked according to theseoutcomes.Finally, a sensitivity analysis is conducted on the weighted evaluations providing thereader with graphs indicating what the long and short term focus of consulting firmsshould be regarding their out‐licensing endeavours on a macro environmental level.In conclusion, this study expands the enterprise engineering model for knowledgeorganisations (specifically consultancy enterprises) using analytical decision makingmethods in determining global strategy with a focus on the external environmentalanalysis.