Mastering the Hype Cycle: How to Adopt the Right Innovation at the Right Time

Read the case ad a basis for your report. Write an extensive managerial report based on a community organization
of your choice (group assignment). NB Maximum of 8 members per group and minimum 4 members
Tags: Gartner; Hype Cycle; Jackie Fenn; Mark Raskino; Harvard Business Press; investing in IT; timing IT investments.
Summary
Jackie Fenn, Gartner Consultant, discuss the main themes of their book describing the "Hype Cycle." Understanding the
hype cycle for information technologies can help managers decide what technologies to invest in, when to invest, and
encourage them to understand how new technologies may or may not support the firm's operations and objectives
URL: http://www.youtube.com/watch?v=YDbkY2UoIeo

"A hype cycle is a graphic representation of the maturity, adoption and business application of specific technologies. The
term was coined by Gartner, one of the largest IT consulting firms in the United States. Since 1995, Gartner has used
hype cycles to characterize the over-enthusiasm or "hype" and subsequent disappointment that typically happens with the
introduction of new technologies. Hype cycles also show how and when technologies move beyond the hype, offer
practical benefits and become widely accepted. According to Gartner, hype cycles are able to separate the hype from the
reality, and enable CIOs and CEOs to decide whether or not a particular technology is ready for adoption."
The hype cycle is a "maturity" model in the sense that it sees all technologies, like humans, moving from infancy to
adulthood in a more or less lockstep manner. Birth, childhood, adolescence, adulthood, old age, and death.

There are five stages in Gartner's hype model:

1. "Technology Trigger" The first phase of a hype cycle is the "technology trigger" or breakthrough, product
launch or other event that generates significant press and interest.
2. "Peak of Inflated Expectations" In the next phase, a frenzy of publicity typically generates over-
enthusiasm and unrealistic expectations. There may be some successful applications of a technology, but
there are typically more failures.
3. "Trough of Disillusionment" Technologies enter the "trough of disillusionment" because they fail to meet
expectations and quickly become unfashionable. Consequently, the press usually abandons the topic and the
technology.
4. "Slope of Enlightenment" Although the press may have stopped covering the technology, some
businesses continue through the "slope of enlightenment" and experiment to understand the benefits and
practical application of the technology.
5. "Plateau of Productivity" A technology reaches the "plateau of productivity" as the benefits of it become
widely demonstrated and accepted. The technology becomes increasingly stable and evolves in second and
third generations. The final height of the plateau varies according to whether the technology is broadly
applicable or benefits only a niche market."
Understanding When to Invest in "New" Technologies
Maturity models, and the hype cycle above, can be useful for managers in understanding the risks they face
when investing in technologies, and reducing those risks by understanding how the technology under
consideration is evolving. Below is a list of just some "new" technologies and practices. In fact, some have
been around quite a while like outsourcing. Managers need to decide when their firms should invest in these
technologies.

Web 2.0, Web 3, Semantic Web, Business2, Enterprise 2, Social networking, Social media, Viral and blog
marketing, Search engine marketing, Net PCs, Social marketing, The Web and Internet, Quad core processors,
Open source, Crowdsourcing, Outsourcing, Collaboration environments, Internet of Things etc.

Clearly if the technologies are not well developed, and the firm can find no really useful purpose for the
technology, it's not a good time to invest. Alternatively, if your competitors are finding uses for the
technology, you want to reconsider. These technologies deserve a second look. What does your
competition know that you don't know? Some of the technologies and practices above are well-proven,
stable, and known to be useful. These you will want to expand in the firm. Applying the hype cycle to
real-world technologies is not straight-forward, and requires judgment.
Resources: Kenneth C. Laudon; Wikipedia.com; Gartner.com.
Copyright © 2009 Kenneth Laudon. Copyright © 2009 Pearson Education.
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EXTRA READING
 5 Types of Workers to Drive the Digital Workplace
 Blockchain Goes Beyond Financial Services
 Scale the Bimodal Business
 Every Organization Needs a Digital Platform Strategy
 10 Management Techniques from Born-Digital Companies
 Gartner’s Top 10 Strategic Technology Trends for 2017
 Gartner Predicts a Virtual World of Exponential Change
 Gartner Identifies the Top 10 Strategic Technology Trends for 2018
 The 2017 CIO Agenda [Infographic]
 Blockchain Goes Beyond Financial Services

Your brief

Group assignment: Submission date: 09 May 2020

 Do this case as your group assignment. Identify, with the above considerations, what technology
they should adopt to make them more efficient, effective and fill their short comings. Remember
there must be no costs involved from the Community organization. Any costs to the organization
will result in an outright fail.
 The assignment should not exceed 4000 words. Appendices are not included in the word count limit.
Use referencing (Harvard style) throughout the text.
 Visit any Community organization of the groups’ choice, and apply your knowledge and insights
gained over the past months. Assist them to be in a better position than they were as now.
 The assignment should be in an academic management report format that you will present to the
managing director of the Community organization. Structure the report well and remember to write
an executive summary.
 If the organization is not registered and you can prove that it is your skills, then there are an extra 10
bonus points if you register them with the appropriate authority (SASSA) and or various other
supporters such as ITHUBA

Consider the following ideas in your report to guide you to the correct technology(ies):

The two major risks when considering adopting a new information technology
The causes of the "hype cycle?" Why is there such a build-up of hype in the early stages of
innovation?
The stages of the hype cycle? Explain each one. How can you tell which stage you are in? Which is the most
acceptable to that specific community?
When should you invest in a new technology? Pick a new information technology (mobile platform smart
 phones; social networking; virtual reality, etc.) and pick a community organization or small business). Now
think about how this business or community organization should use, or not use, the technology you picked
based on the hype cycle model.
Consider the following: the problem that technology is undeveloped in the early stages, or is the
problem that organizations do not understand how the technology can fit into their strategic and
operational plans?
1. Why is understanding the firm's strategy and needs so important to the adoption decision?
2. Do you think all technologies go through this hype cycle? Do some technologies get stuck and never
progress beyond the early enthusiasm stage for many years? Do some skip a stage, or never advance
beyond a stage?
Motivate your answers in the report.

 Show and apply your literature study. Please refer to you sources according to the Harvard method
throughout your assignment.
 Wider reading is highly recommended.

Structure the report as follows:

Management summary
Index
Introduction
Discussion of your literature study and its general applications
Conclusions & Recommendation about the topics in the business or community organisation
The implementation plan is crucial and should be actually implemented and be implementable (the
omission of this may result in an outright fail)
Bibliography

 Total marks: 100

 An electronic copy must be uploaded on eFundi.

Please complete the document at the end of this assignment and make sure that there
are no clashes of groups and community organizations. Only one group per community
organisation. Make sure that you obtain permission to do this project. Permission letters
must form part of your final document. This is necessary as this information may be
published.
Below you will find a web link to registered community organizations
http://www.charitysa.co.za/alphabetical-list-of-organisations
You may use any other registered community organizations. Bonus mark: If
there are some that needs to be registered, you also may assist them to
become registered over and above the actual assignment.

Much of the information is available online in the form of electronic articles.

The assignments will be marked as follows:
CRITERIA FOR MARKING Pg. Dip-ASSIGNMENTS
1 Meeting the objectives of the assignment 60
The extent to which:
*1.1 the assignment was understood and answered comprehensively 10
*1.2 independent (own) thought is reflected 10
1.3 insight in the topic was demonstrated 10
1.4 logical, systematic thought and reasoning is demonstrated 10
1.5 quality research (literature study and / or empirical work) was 10
done
1.6 conclusions are logic, meaningful and substantiated 10
2 Presentation and technical aspects 30
The extent to which:
2.1 the content shows a logical and integrated development and 15
forms a balanced holistic whole
2.2 the executive summary reflects the content comprehensively and 5
meaningfully
2.3 the table of contents, references and list of sources are noted 5
correctly
2.4 the style and language (grammar) meet the requirements 5
3 General quality rating 10
Evaluator’s general evaluation mark of the assignment’s quality -
taking into consideration the above and other factors
TOTAL 100
*Low marks for 1.1 and 1.2 will probably jeopardise obtaining a pass mark.

COMMENTS:
___________________________________________________________________________
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 How to write a report:
Please consider the following:

PLAGIARISM
Plagiarism is the passing off of someone else's work, whether writing or ideas, without acknowledgement, as your
own effort. It is academic dishonesty and is dealt with very seriously.

Forms of plagiarism include:

 Repeating, as your own, someone else's sentences.
 Using another person's arguments as your own.
 Repeating someone else's particularly apt phrase without appropriate acknowledgement.
 Paraphrasing another person's argument as your own.
 Presenting another's line of thinking as if it were your own.

When it is clear that a learner has, for the purpose of an assignment, copied from any material without reference to
source, it could result in exclusion from the course.

Copying
When two or more learners have clearly co-operated to create a piece of work which has been identified as an
'Individual Assignment', those students may be excluded from further participation in the course. Learners who
knowingly lend their work to others for the purpose of copying will be treated in the same manner as those who
copy.

How to answer assignment and examination questions effectively.

Consider the question

Most assignment questions require an essay type of answer. Start by reading the assignment question carefully.
You will be surprised at how much you already know. Outline possible approaches to an answer or list known
facts - this loosens your mind and gets you started.

Ensure that you understand what the question is asking you to do. The questions may be divided into sections, sometimes
linked by the word ”and”. Your answer must address each section of the question.

Look at the question, section by section, and think about it: What is the question asking you to do?
Analyse: Break up into parts and discuss, examine or interpret each part.
Compare: Examine two or more things; identify similarities and differences; build a table of your findings.
Contrast: Examine two or more things; identify similarities and differences; build a table of your findings.
Differentiate: Examine two or more things; identify similarities and differences; build a table of your findings.
Criticise: Make judgments; evaluate comparative worth. Criticism often involves analysis.
Define: Give the meaning (usually a meaning specific to the course or subject); determine the precise
limits of the term to be defined; explain the exact meaning. Definitions are usually short.
Describe: Give a detailed account; make a picture with words; l List characteristics, qualities and parts.
Discuss: Consider and debate or argue the pros and cons of an issue; write about any conflict; compare
and contrast.
Enumerate: List several ideas, aspects, events, things, qualities, reasons, etc.
Evaluate: Give your opinion or state the opinion of an expert (include evidence to support the evaluation).
Explain: Make an idea clear; show logically how a concept is developed; give reasons for an event.
Illustrate: Give concrete examples; explain clearly by using comparisons or examples.
Interpret: Comment upon, give examples, describe relationships; explain the meaning; describe, then
evaluate.
Outline: Describe main ideas, characteristics or events.
Prove: Support with facts (especially facts presented in class or in the text)
Relate: Show the connections between ideas or events; provide a larger context.
State: Explain precisely.
Summarise: Give a brief, condensed account; include conclusions and avoid unnecessary details.
Trace: Show the order of events or progress of a subject or event.

In order to answer the questions, you will have to think about the material you have studied and make a list of the
things the question asks.
Most assignment questions are designed to evaluate
 your understanding of the concepts and theories introduced in the course; and
 your ability to apply these to real situations and problems.

To address the first requirement, you can make a list of things you have learned from the different sections of the
course and then select those relevant to the topic you are writing about. To satisfy the second requirement, you
should think about the ways in which you can interpret and apply the things you have learned to the problems you
and your organisation face every day. Alternatively, you may think about past problems or experiences that you
or your organisation have faced. For all assignments and projects, you are encouraged to discuss your ideas and
the theories with other people or with functional specialists, especially if the subject matter is new to you.
At this level it is acceptable to reject concepts and theories, as long as you are able to argue both your acceptances
and rejections fully and to illustrate your viewpoint with relevant examples.

The structure of the answer

Once you have organised your ideas, you should be ready to write your first draft. Structuring the answer is an
essential discipline to learn, and will dramatically improve the effectiveness of your answers
 Introduction:
In the introduction, define the terms of the question. For example, if the question asks: "Describe the project
management process in your organisation”, begin by defining project management process. State how you
intend answering the question, the areas you intend to discuss and why you are approaching it in this way.

 Exposition:
This is the bulk of the answer where you use your notes. It may include some of the following:
Points for and against an argument, presented in logical order;
An account of what you did or what happened;
Difficulties, limitations and successes; and
Methods used.

Some questions may ask you to produce a discussion paper answer. In this case you should review
(critically state and evaluate) a ''position” (point of view, opinion, or theory); interpret given information:
collate, discuss, analyse and argue facts, ideas, theories, concepts and data, using practical examples as
illustrations. You should end with a conclusion which gives the reader a sense of your viewpoint and the
valid reasons for your stance.
Many questions have a practical orientation. Here you are asked to look at an organisation or case study,
identify problems and review the strategy for the future. Your answers should be in the form of a report
which analyses the key issues and concludes with recommendations.

 Conclusion
State your conclusions, based upon the evidence you have given. Describe the outcome of your argument.
Refer back to the question, remind the reader of ways in which you have dealt with the issues raised, and
assess how well you have answered it. The conclusion is not merely a summary of the exposition. If the
question involves a comparison of two methods or reports, say which one is better, and why. Do not
 introduce any new facts at this stage.
 Recommendations (where required)
 Not all questions will ask / call for recommendations – include where applicable.
 Appendices
Include any graphs, charts, etc., that you have used as an appendix (include a page
number and refer to these appendices in the body of the answer).

 References (Where did you get the information?)

Quote your sources: articles, books, graphs, charts, additional information, etc.

 Glossary of terms
Here you must define industry specific terms.

Effective writing
The written word is the vehicle through which your work will be judged. It therefore deserves particular
attention.
You should strive to convey your information precisely and accurately. You want to convey your ideas clearly
and to make sure that the reader can see that you handle your information effectively. A verbose writing style
will not hide a vague idea or enhance a good one.

Guidelines
Complete - Check that you have included all the necessary information: "Have I answered the
question fully?"

Correct - Check accuracy of facts and figures; make sure that your graph adds up to 100%, etc.

Check grammar and spelling: although you have been told that you will not be penalised
for poor grammar and spelling, do your best to avoid this.

Clear - Use language that the reader of your answer will understand.
Keep it simple. Erudition will not score points.
Keep sentences and paragraphs short. It is very annoying to try reading an answer which
carries on and on without any breaks or pauses.
Present the information in a logical sequence. It should not be necessary to page back and
forth in order to make sense of what is written. Use a building block technique.
Concise - Avoid unnecessary details; don’t try to "pad" your answer.
Ask yourself – "Does what I am saying here, add value?"

Avoid unnecessary words; keep it short and simple

 Private Bag X6001, Potchefstroom
South Africa 2520
Tel: 018 299-4012
Web: http://www.nwu.ac.za
E-mail: Johannes.coetzee@nwu.ac.za

School of Business and Governance

Letter to prospective community partners

Dear Sir/Madam.....................................................................
Thank you for your willingness to take part in the 2020 North West University School of Business and
Governance Information Management Systems community project. This letter is to explain the motivation behind
the project, what we offer during the course, what we would like to get in return and the value that we plan to
bring to you.

The students that are involved in this project are practicing managers who are busy completing their Postgraduate
diploma in Management through the NWU Business School. The module that they are presently busy with is
Information Management. The students’ expertise varies from being practicing managers to people who have
never heard about information management. Students are organised in study groups ranging from 5 to 8 members.

The motivation behind the project is fourfold. First, in terms of the learning of the students it gives them the
opportunity to apply their knowledge of the subject in real-life situations where all of the group members are more
or less on the same level. Second, it allows the students to make a real difference where it is needed and in
organisations that do not compete with their primary employer. Third, it is in line with the goal of the NWU and
the Business School to make a relevant (and hopefully sustainable) difference to the community. Lastly we hope
that it speaks to the social conscience of the students.

I have selected a number of community organisations, all of which share the following characteristics:
· Situated in the geographical area where the study group resides;

· Operating some kind of venture in parallel to the community work being carried out;

· That indicated a willingness to use this opportunity to get some management skills to help manage and
optimise their systems; and

· That are willing to honestly share their experience of the input that they received with the students and
myself.

What can you expect of us? The students will make contact with you regularly during the semester and assist you
with free advice about operations issues that are unique to your organisation. Every fortnight they will visit you
and supply you with a short presentation on one or two topics where you will be given advice on how you could
apply this in your organisation. Whether you apply this advice is your choice, but the idea is that you and the
students form a partnership where they apply their knowledge and you share your knowledge of practice with
them. Personally I would like the students to roll up their sleeves and make a sustainable difference to your
organisation.

What do we expect of you? First we need a primary contact person in your organisation to liaise with We need
you to give the students some of your time to really engage with your organisation, to get to know your
organisation, to share your issues with them and to give them honest feedback on the difference that they make
and on the challenges that you experience. Also, I as lecturer would like the opportunity to make contact with you
during and after the project to get your honest feedback on the success, the value and the sustainability of the
project. This could either be physical visits, phone calls or questionnaires. This information will be used to better
plan future projects to ensure that we constantly improve our output. Should you prefer, we could even carry on
with your project in 2021 and beyond (probably with a new study group). I would also like to publish some or all
of the case studies, which would give your organisation some visibility in either the popular press or the academic
fraternity or both.

Should you have any problem with the group, I invite you to contact me at any time.
What we do request is that, once a group of students engage with you, you allow them to at least complete their
involvement for the duration of the semester.

What value could you expect from us? I cannot guarantee that the students that will be engaged with your
organisation will move mountains. What I can guarantee is that you will get some inputs from some professional
managers and that you will get the perspective of a team of "outsiders", and we hope that they will not remain
outsiders. During the pilot run that we had in 2016, we found that some of the groups remained involved with the
community organisations well beyond the duration of the semester.

My experience since the start of this project is that the biggest drawback for you is that the students are basically
involved for a period of four months and then usually move on.

If you can supply me with your information on a letter head giving the students permission to assist you, I shall
put your organisation on my list for next year. I cannot guarantee that we will get involved, since the demand for
help is always larger than the supply and in the end it is the prerogative of the students, but I shall keep you up to
date.

JCCoetzee
Johannes Coetzee
Lecturer: Information Management