TY - JOUR
T1 - How Do Large Companies Manage Their Investments Across the Three Horizons?
JF - Technology Innovation Management Review
Y1 - 2012
A1 - Peter Carbone
KW - horizon management
KW - investment
KW - large companies
KW - technology entrepreneurship
AB - Technical entrepreneurship continues to be important to a technology company’s health and growth, even after it has successfully delivered its first product. It is essential to help the company deal with competitive forces and to renew its revenue stream. However, as the company grows, its entrepreneurial capability often becomes handicapped both by company culture as well as external pressures. The company must achieve the right mix of investment and level of attention across three time horizons of growth: immediate, imminent, and future. This balancing act requires a commitment to a strategic growth goal, appropriate tools, and leaders that can manage significant degrees of uniqueness in the resources that address each of these time horizons. This article discusses some of the horizon-management challenges faced by top management teams of large companies and overviews some mechanisms and processes that have worked effectively. Large companies must overcome internal teams’ divergent values and culture as well as significant external, short-term pressures being applied by their existing base of customers and markets. Discipline at the entry point to Horizon 3 (exploratory phase) and then a rapid transition to Horizon 1 (current operations) is the priority of any successful growth company.
VL - 2
UR - http://timreview.ca/article/548
IS - 4
U1 - Peter Carbone is a successful executive known for his thought leadership, business acumen, and technology leadership. He is often called on to address new business and technology challenges. Peter is a pathfinder with a track record of creating innovative solutions, strategically managing technology and innovation, successfully launching and running new businesses, and leading business development initiatives. Peter has held CTO, R&D, and senior business positions in several high-tech companies, and he has led or been directly involved with several technology company acquisitions. Peter has been engaged as technical advisor to startups, is part of the faculty of an entrepreneur development program that has created >100 new companies, and has been on the boards of US-based Alliance for Telecommunications Industry Solutions (ATIS) and Coral CEA. He is past Vice-Chair of the Executive Committee of the Information Technology Associationof Canada (ITAC) and Chair of an ITAC committee, which is focused on the Global Competitiveness of Canada’s Knowledge Economy. Peter is also on the Advisory Board of the Technology Innovation Management Review.
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TY - JOUR
T1 - Acquisition Integration Models: How Large Companies Successfully Integrate Startups
JF - Technology Innovation Management Review
Y1 - 2011
A1 - Peter Carbone
KW - Acquisitions
KW - Company Integration
KW - Competitive M&A
KW - Mergers
AB - Mergers and acquisitions (M&A) have been popular means for many companies to address the increasing pace and level of competition that they face. Large companies have pursued acquisitions to more quickly access technology, markets, and customers, and this approach has always been a viable exit strategy for startups. However, not all deals deliver the anticipated benefits, in large part due to poor integration of the acquired assets into the acquiring company. Integration can greatly impact the success of the acquisition and, indeed, the combined company’s overall market success. In this article, I explore the implementation of several integration models that have been put into place by a large company and extract principles that may assist negotiating parties with maximizing success. This perspective may also be of interest to smaller companies as they explore exit options while trying to ensure continued market success after acquisition. I assert that business success with acquisitions is dependent on an appropriate integration model, but that asset integration is not formulaic. Any integration effort must consider the specific market context and personnel involved.
PB - Talent First Network
CY - Ottawa
VL - 1
UR - http://timreview.ca/article/490
IS - 1
U1 - Peter Carbone is a successful executive known for his thought leadership, business acumen, and technology leadership. He is often called on to address new business and technology challenges. Peter is a pathfinder with a track record of creating innovative solutions, strategically managing technology and innovation, successfully launching and running new businesses, and leading business development initiatives. Peter has held CTO, R&D, and senior business positions in several high-tech companies, and he has led or been directly involved with several technology company acquisitions. Peter has been engaged as technical advisor to startups, is part of the faculty of an entrepreneur development program that has created >100 new companies, and has been on the boards of US-based Alliance for Telecommunications Industry Solutions (ATIS) and Coral CEA. He is past Vice-Chair of the Executive Committee of the Information Technology Association of Canada (ITAC) and Chair of an ITAC committee, which is focused on the Global Competitiveness of Canada’s Knowledge Economy.
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TY - JOUR
T1 - Editorial: Intellectual Property Rights (December 2011)
JF - Technology Innovation Management Review
Y1 - 2011
A1 - Chris McPhee
A1 - Peter Carbone
KW - intellectual property
KW - intellectual property rights
KW - IP
KW - IPR
KW - patents
PB - Talent First Network
CY - Ottawa
VL - 1
UR - http://timreview.ca/article/500
IS - 3
U1 - Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the Technology Innovation Management Review and is in the Technology Innovation Management program at Carleton University in Ottawa. Chris received his BScH and MSc degrees in Biology from Queen's University in Kingston, following which he worked in a variety of management, design, and content development roles on science education software projects in Canada and Scotland.
U2 - Peter Carbone is a successful executive known for his thought leadership, business acumen, and technology leadership. He is often called on to address new business and technology challenges. Peter is a pathfinder with a track record of creating innovative solutions, strategically managing technology and innovation, successfully launching and running new businesses, and leading business development initiatives. Peter has held CTO, R&D, and senior business positions in several high-tech companies, and he has led or been directly involved with several technology company acquisitions. Peter has been engaged as technical advisor to startups, is part of the faculty of an entrepreneur development program that has created >100 new companies, and has been on the boards of US-based Alliance for Telecommunications Industry Solutions (ATIS) and Coral CEA. He is past Vice-Chair of the Executive Committee of the Information Technology Association of Canada (ITAC) and Chair of an ITAC committee, which is focused on the Global Competitiveness of Canada’s Knowledge Economy. Peter is also a member of the Advisory Board and Review Board of the Technology Innovation Management Review.
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TY - JOUR
T1 - Accelerating Successful Technical Entrepreneurship
JF - Open Source Business Resource
Y1 - 2009
A1 - Peter Carbone
AB - Technical entrepreneurship is often associated with innovation, research and invention. However, the motivation for entrepreneurship is the creation of wealth and commercialization of an idea. Wide scale disruptions in the economy, consolidations in industry, and the shift in value towards applications and applied technology create new challenges for the entrepreneur and the need for new business approaches to commercialization. Business ecosystems can effectively address these challenges. This article describes Coral CEA, the keystone of a worldwide ecosystem anchored around the commercialization of communication enabled applications. The vision of Coral CEA is to create new companies and knowledge jobs by implementing new commercialization models and driving massive innovation that is linked to commercialization.
PB - Talent First Network
CY - Ottawa
UR - http://timreview.ca/article/278
IS - August 2009
U1 - Coral CEA
Peter Carbone is an ICT executive that specializes in ICT strategy and commercialization. He has a track record of creating innovative solutions, strategically managing technology and innovation, successfully launching and running new businesses, and leading business development initiatives. Peter has been engaged as a technical advisor to startups and has served on the board of US-based Alliance for Telecommunications Industry Solutions (ATIS). He is past Chairman of the Information Technology Association of Canada's (ITAC) committee focused on the Global Competitiveness of Canada's Knowledge Economy.
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TY - JOUR
T1 - The Emerging Promise of Business EcoSystems
JF - Open Source Business Resource
Y1 - 2009
A1 - Peter Carbone
AB - This article highlights the relevance of new business models and ecosystems in the knowledge-era economy. We begin with an introduction then argue that the shift in what is valued drives the need for new business models. The third section provides examples of innovative business models. The fourth section describes two key roles in an ecosystem: keystone and niche player. Finally, the last section provides the conclusions of this article.
PB - Talent First Network
CY - Ottawa
UR - http://timreview.ca/article/227
IS - February 2009
U1 - Coral CEA
Peter Carbone is an ICT executive that specializes in ICT strategy and commercialization. He has a track record of creating innovative solutions, strategically managing technology and innovation, successfully launching and running new businesses, and leading business development initiatives. Peter has been engaged as a technical advisor to startups, and has served on the board of US-based Alliance for Telecommunications Industry Solutions (ATIS). He is currently Chairman of the Information Technology Association of Canada's (ITAC) committee focused on the Global Competitiveness of Canada's Knowledge Economy.
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TY - JOUR
T1 - Competitive Open Source
JF - Open Source Business Resource
Y1 - 2007
A1 - Peter Carbone
AB - Peter Carbone describes insights gained from a joint industry-university research project.
PB - Talent First Network
CY - Ottawa
UR - http://timreview.ca/article/93
IS - July 2007
U1 - Coral CEA
Peter Carbone is an ICT executive that specializes in ICT strategy and commercialization. He has a track record of creating innovative solutions, strategically managing technology and innovation, successfully launching and running new busineses, and leading business development initiatives. Peter has been engaged as a technical advisor to start-ups, and has served on the board of US-based Alliance for Telecommunications Industry Solutions (ATIS). He is currently Chairman of the Information Technology Association of Canada's (ITAC) committee focused on the Global Competitiveness of Canada's Knowledge Economy.
ER -