Case uitwerking
Intervention portfolio - Evidence Based Intervention (440808-m-3)
- Instelling
- Tilburg University (UVT)
Intervention portfolio
[Meer zien]Voorbeeld 3 van de 24 pagina's
Voorbeeld 3 van de 24 pagina's
In winkelwagengesponsord bericht van onze partner
Voorbeeld van de inhoud
Aligning Innovation with Vision: Prioritizing Strategic Interventions for ASML’sCompetitive Advantage
Model In Use – Meso 3
Evidence Based Intervention 440808-M-3 (’24-’25)
Master Organization and Management Studies
Tilburg University
Team no. 2.2
Imke van Beerendonk – 2053694 – 16.7%
Karlijn Daemen – 2053113 – 16.7%
Sacha Elzinga – 2035226 – 16.7%
Ilva de Meijer – 2069685 – 16.7%
Sara van Schijndel – 2014870 – 16.7%
Amy Schrouff – 2061194 – 16.7%
1
,Table of Contents
Management Summary ...........................................................................................................................3
Introduction .............................................................................................................................................4
Model in use ........................................................................................................................................5
Extended operationalization table .......................................................................................................7
Visualization of models ..........................................................................................................................10
Intervention table + description of portfolio .....................................................................................13
Intervention 1: SMART goals .........................................................................................................13
Intervention 2: Vision-Driven Innovation Framework ...................................................................14
Intervention 3: Vision Integration Workshops ...............................................................................16
Intervention 4: Pro-active Acquisition Strategy .............................................................................18
Reflection ...............................................................................................................................................20
References..............................................................................................................................................22
2
, Management Summary
ASML is part of an innovative industry that evolves rapidly and unpredictably. It is therefore important
that ASML keeps up with its environment. This report aims to identify a key problem within ASML
related to the need to enhance AMSL’s innovative performance in the context of fast-paced
technological advancements and highly competitive pressures and provide clear information and
insights to overcome this problem.
Our analysis focused on addressing ASML's challenge of maintaining its technological and market
leadership within rapid advancements and intense competition in the semiconductor industry. We
used the model of excellent software, incorporating effective operating procedures, excellent
software, measurable results, and capable leaders. Our conceptual model highlights the crucial link
between the quality of internal R&D processes and corporate strategy which both lead to
responsiveness to technological advancements and responsiveness to competition. These factors
directly influence the successful development of new products, ensuring ASML's continued market
dominance.
Accordingly, we propose four key interventions to tackle ASML’s problem. Starting with SMART goals,
which need to be installed in order to raise awareness for ASML’s vision and mission statements.
Secondly, a vision-driven innovation framework needs to be created to ensure that internal R&D
processes of ASML are directly aligned to their broader corporate visions and strategic objectives in
the market. The framework incorporates vision embedding workshops, vision integration in the
product development lifecycle, and vision alignment gateways. Thirdly, vision integration workshops
can be held in order to improve ASML’s competitive advantage by improving R&D project prioritization
and the congruence between ASML’s vision and R&D operations and it increases the adaptability to
rivalry and changes in the market. Finally, a proactive acquisition strategy can help identify possible
acquisitions and thus help ASML overcome bottlenecks surrounding the mismatched pace of
innovation development between two companies and it permits ASML to drastically scale up their
production capacity. This can be achieved through a simulation game.
In conclusion, we believe these four interventions can accommodate ASML in keeping its market
position and survive in this fast-paced innovative industry.
3
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