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Each product development project can be described as having a break-even point in time. This is…
Each product development project can be described as having a break-even point in time. This is the point on a plot of cumulative cash flow vs. time at which the curve rises to cross the axis at cumulative cash flow = 0 (zero). What is meant by the term ‘break-even’ in this context? Select the most accurate statement. (Choose one.) O a. The break-even point represents the time after product launch at which the annual profit earned rises to become equivalent to the target level set for the product. ob. The break-even point represents the time after product launch at which the cumulative sales volume rises to become equivalent to the development costs for the product. O c. The break-even point represents the time after product launch at which the annual sales volume rises to become equivalent to the target level set for the product. Od. The break-even point represents the time after product launch at which the cumulative profit earned rises to become equivalent to the development costs for the product.
Goleman’s study of leadership style employed by senior executives indicated that the Authoritative style (“Come with me, towards a new vision”) was more useful than the Coercive style (“Do what I tell you, immediately’) when the organization needed to change direction. O True O False
An important disadvantage of the matrix structure as compared to the functional structure in technology innovation project situations is that it involves diffuse authority and power. O True False
The Chief Technology Officer (CTO) is one of the key executive roles in innovation organizations. Select the entry below which does not correctly characterize this role. (Choose one.) O a. Oversees all actions related to the firm’s technologies. O b. An inner circle decision maker and direct report to the CEO. O c. Ensures that business strategy is aligned with technology strategy. O d. Leads technology strategy setting within the entire organization.
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