This document discusses technology management. It defines technology management as the integrated planning, design, and control of technological products and processes. It states that effective technology use provides a competitive advantage but that technology is a means, not an end, and that people are the most important resource. It notes that most projects fail due to poor management.

1. MOHAMMED FAHEEM KHAN

3.  Technology refers to the techniques, skills and
processes that helps a business carry out its
functions.
 Components of technology includes:
 Computer hardware/software
 Telecommunications,
 Networks and database and other technologies
 Functions of management include planning,
organizing, , leading and controlling.

4.  Technology management refers to the
integrated planning, designing and controlling
of all the technological and advance products
and processes.
 Facts:
 Effective use of technology provides a competitive
edge.
 Technology is a means, not an end.
 People are the most important resources.
 Most projects fail due to poor management.

5.  Innovation refers to new products, new
processes, new managerial approaches, and
combinations of the above.
 An important aspect of innovation is
“Adoption and implementation of latest
technology.”

6.  Resource availability and allocation
 Ability to understand competitors’ innovative
strategies
 The business’ technological environment
 Structure and cultural context
 Strategic management capacity in dealing
with entrepreneurial behavior

7.  Business focus
 Adaptability
 Organizational cohesion
 Entrepreneurial culture
 A sense of integrity
 Hands-on top management

8.  Discovery of a new idea or product
 Emergence of the proposed idea or design concept
 Verification of the theory or design
 Demonstration of a prototype
 Trial and evaluation
 Commercial introduction or initial operation of the
innovation
 Innovation adoption
 Innovation proliferation

9.  Balancing between technology push and
market pull
 Proactive approach for technical
development
 Feasibility of an innovation: technologically
and commercially
 Congruent of an innovation with corporate
objectives and goals

10.  Advanced technology can create an abrupt
change in businesses.
 New technology requires (Beatty 1992)
 A skilled champion
 A plan for systems integration
 Organizational integration

11.  Failure of a champion
 Lack of systems integration
 Incompatible systems
 Lack of a cross-functional team

12.  Imbalance between technology generation and
technology diffusion.
 Requirements of international facility location and
technology transfer.
 Technology will be useful only when it is used.
 More emphasis needs to be placed on adoption,
adaptation, and exploitation of technology.
 Protecting existing technology rather than promptly
embracing new technology becomes a “dead end”
strategy.

13.  Customer involvement leads to success.
 Managers today must understand
 Impact of Technology on the strategic and organizational
changes
 New role of IT in integrating different business functions in
systems design

14.  Similar to tangible assets, technology
can be bought, sold, or lease.
 Intellectual property rights can also be
bought and sold, or licensed for a
limited time, to another party.
 Inward and outward licensing deals with
the issue of intellectual property.

15.  Flexible systems and computer integrated
manufacturing (CIM) are used in manufacturing.
 It is not clear whether or not there is a direct link
between flexibility and increased performance.
 Other factors such as organizational structure,
culture, and management processes can influence
the outcome.

16. Evolution of R&D Management
 1950-1975: TF is tactical, isolated, and not a
pervasive part of strategic planning.
 1975-1990: TF is a data-gathering and
environmental scanning exercise, still an isolated
subtask of strategic planning.
 1990-present: TF is an integral part of strategic
planning and business intelligence.

17.  It is true that people’s abilities haven’t changed much while
technology (esp. IT) has changed dramatically Harrison & Samson
(2002). However, people’s behavior has changed significantly.
Thus, the way we manage people must be changed as well.
 Although Harrison & Samson (2002) argue “technological resources
are becoming more important than human resources in
determining competitive outcomes” (p. 15), but so many IS
project fail due to lack of skilled people and poor
management. Research in the past few years has begun to
call for more studies done on the human factor because it has
been ignored for too long.

18.  Technology management is critical for not only creating
but also sustaining a competitive advantage of an
organization.
 Technology consideration must be an integral part of a
firm’s business strategy.
 Change in technology without change in the way it is used
can lead to failure.
 Technology and human resources must be working in an
integral manner to ensure success.
 Leaders must have a strong knowledge and capability in
managing both technology and people.