%0 Journal Article %J Technology Innovation Management Review %D 2012 %T How Do Large Companies Manage Their Investments Across the Three Horizons? %A Peter Carbone %K horizon management %K investment %K large companies %K technology entrepreneurship %X 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. %B Technology Innovation Management Review %V 2 %P 28-34 %8 04/2012 %G eng %U http://timreview.ca/article/548 %N 4 %1 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. %R http://doi.org/10.22215/timreview/548 %0 Journal Article %J Technology Innovation Management Review %D 2011 %T Acquisition Integration Models: How Large Companies Successfully Integrate Startups %A Peter Carbone %K Acquisitions %K Company Integration %K Competitive M&A %K Mergers %X 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. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 1 %P 26-31 %8 10/2011 %U http://timreview.ca/article/490 %N 1 %1 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. %R http://doi.org/10.22215/timreview/490 %0 Journal Article %J Technology Innovation Management Review %D 2011 %T Editorial: Intellectual Property Rights (December 2011) %A Chris McPhee %A Peter Carbone %K intellectual property %K intellectual property rights %K IP %K IPR %K patents %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 1 %P 3-4 %8 12/2011 %U http://timreview.ca/article/500 %N 3 %1 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. %2 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. %R http://doi.org/10.22215/timreview/500 %0 Journal Article %J Open Source Business Resource %D 2009 %T Accelerating Successful Technical Entrepreneurship %A Peter Carbone %X 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. %B Open Source Business Resource %I Talent First Network %C Ottawa %8 08/2009 %G eng %U http://timreview.ca/article/278 %N August 2009 %9 Articles %1 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. %0 Journal Article %J Open Source Business Resource %D 2009 %T The Emerging Promise of Business EcoSystems %A Peter Carbone %X 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. %B Open Source Business Resource %I Talent First Network %C Ottawa %8 02/2009 %G eng %U http://timreview.ca/article/227 %N February 2009 %9 Articles %1 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. %0 Journal Article %J Open Source Business Resource %D 2007 %T Competitive Open Source %A Peter Carbone %X Peter Carbone describes insights gained from a joint industry-university research project. %B Open Source Business Resource %I Talent First Network %C Ottawa %8 07/2007 %G eng %U http://timreview.ca/article/93 %N July 2007 %9 Articles %1 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.