Managing technology
0 likes241 views
Technology management involves identifying, selecting, acquiring, developing, exploiting, and protecting technologies needed to achieve business objectives. It requires effective communication between commercial and technological functions. Key processes include identifying, selecting, acquiring, exploiting, and protecting technologies, though these are often distributed across business processes like strategy, innovation, and operations. Effective technology management supports the business through these processes and dialogue between functions.
![Praveen Sidola
1021026
Managing Technology
MBA -J
Technology management addresses the effective identification, selection, acquisition,
development, exploitation and protection of technologies (product, process and
infrastructure) needed to achieve, maintain [and grow] a market position and business
performance in accordance with the company’s objectives.
• Establishing and maintaining the linkages between technological resources and
company objectives is of vital importance and represents a continuing challenge for
many firms. This requires effective communication and knowledge management,
supported by appropriate tools and processes of particular importance is the dialogue
and understanding that needs to be established between the commercial and
technological functions in the business.
• Effective technology management requires a number of management processes for
identification, selection, acquisition, exploitation and protection of technology. These
processes are not always very visible in firms, and are typically distributed within
other business processes, such as strategy, innovation and operations.
Technology management framework, showing technology management processes (identification,
selection, acquisition, exploitation and protection), business processes (strategy, innovation and
operations), highlighting the dialogue that is needed between the commercial and technological
functions in the business to support effective technology management
Bibliography - Robert Phaal, Clare J.P. Farrukh, David R. Probert “Technology roadmapping A
planning framework for evolution and revolution” Department of Engineering, University of
Cambridge, Mill Lane, Cambridge, CB2 1RX, UK, Received 9 May 2003; received in revised form
20 May 2003; accepted 26 May 2003](https://image.slidesharecdn.com/managingtechnology-111024115618-phpapp01/85/Managing-technology-1-320.jpg)
Managing technology
- 1. Praveen Sidola 1021026 Managing Technology MBA -J Technology management addresses the effective identification, selection, acquisition, development, exploitation and protection of technologies (product, process and infrastructure) needed to achieve, maintain [and grow] a market position and business performance in accordance with the company’s objectives. • Establishing and maintaining the linkages between technological resources and company objectives is of vital importance and represents a continuing challenge for many firms. This requires effective communication and knowledge management, supported by appropriate tools and processes of particular importance is the dialogue and understanding that needs to be established between the commercial and technological functions in the business. • Effective technology management requires a number of management processes for identification, selection, acquisition, exploitation and protection of technology. These processes are not always very visible in firms, and are typically distributed within other business processes, such as strategy, innovation and operations. Technology management framework, showing technology management processes (identification, selection, acquisition, exploitation and protection), business processes (strategy, innovation and operations), highlighting the dialogue that is needed between the commercial and technological functions in the business to support effective technology management Bibliography - Robert Phaal, Clare J.P. Farrukh, David R. Probert “Technology roadmapping A planning framework for evolution and revolution” Department of Engineering, University of Cambridge, Mill Lane, Cambridge, CB2 1RX, UK, Received 9 May 2003; received in revised form 20 May 2003; accepted 26 May 2003
- 2. Technology change is one of the principal drivers of competition. It play major role in industry structural change, as well as in creating new industries. The technological change itself lower cost or enhances differentiation and the firm’s technological lead is sustainable. Product &Process Technology & the Generic Strategies Technological Cost Differentiation Cost Focus Differentiation change Leadership Focus Product Product Product Product Product design Technological development to development to development to to meet the need Change reduce to enhance product design in only of particular product cost by quality, feature, enough segment better lowering deliverability, or performance for then broadly- material content, switching cost the target target facilitating ease segment need competitor of manufacture simply logistical requirement etc Process Learning curve process Process Process Technological process development to development to development to Change improvement to support high tune the value tune the value reduce material tolerance , chain to chain to segment usage or lower greater quality segment's needs needs in order to labour input control, more in order to lower raise buyer Process reliable the cost of value development to scheduling, enhance serving the economies of faster response segment scale time to order & other dimension that raise buyer value Formulating technology Strategy Analytical steps in formulating technology strategy in order to turn technology into a competitive weapons rather then scientific curiosity Identify all the distinct technologies & sub technologies in the value chain Identify potentially relevant technologies in other industries or under scientific development Determine the likely path of change of key technologies Determine which technology & potential technological change are most significant for competitive advantage and industry structure Access firm relative capabilities in important technologies & the cost of making improvement Select a technology strategy, encompassing all important technologies, that reinforces the firm overall competitive strategy Refine the business unit technologies strategies at the corporate level Bibliography - Michael E. porter “Competitive Advantage” article “Technology & Competitive Advantage” Free press A division of Simons & Schuster,Inc new York 10020, Vol.1 (2004) page No(164-200)