The Dimensions of Technology Management
We examine technology management in terms of technology planning,
technology acquisition and technology transfer. Technology planning requires the
development of a robust technical strategy. Technology acquisition is not as simple a
build / buy decision. Technology transfer provides leverage, increasing the return on
investment of the technology.
Technology management can be defined from different, theoretical
perspectives -- we will use one that assists in building a solid technology
infrastructure. This infrastructure not only includes the technologies but, more
importantly, the processes by which the technologies are managed.
To build this infrastructure, we will use a three-step model to define
the processes:
- Technology planning
- Technology acquisition
- Technology transfer
Since the eventual return on investment is derived from the insertion of a
technology into products, services and processes, this step and the associated
technology dissemination are the usual focus of actives. By focusing on the latter stages
of the process, acceptance may not be forthcoming. The potential users do not have a stake
in the new technology; their assessment of the technology is that it is foisted on them.
It is necessary that the appropriate processes be put into place to ensure that all four
phases are conducted as part of a unified strategy.
In this document, we will briefly examine each of the four
integrated steps. In further articles, we will examine elements of this process in
detail.
We will look at the dimensions of technology planning from multiple
perspectives. The assumption of technology push vs. market pull is used as the basis for
many technology planning efforts. This assumes two roles: technology provider and
technology user. But, there is a third role: technology driver. It is important to
consider this role when building teams to identify new technologies.
But, how do we use this information. We propose that a long-term technology strategy be
developed within corporations. Rather than choose an arbitrary number of technologies to
track, the choice of technologies comes from an analysis of existing and future
applications. By following the following process, companies have been able to develop a
robust strategy:
- Identify corporate business goals and drivers
- Identify major applications and link them to the items found above
- Build a matrix linking the applications to the technologies used in their development
- Identify new technologies that will be ready for use in the next five years.
- Identify their relationship to existing applications
- Identify future applications and the technologies used for their support.
- Rank the technologies in terms of their importance, both current and future
- Use this result in determining technology expenditures over the next three years.
Using this basic, eight-step process will result in an understanding of the current and
future technology requirements. Not only can it identify technologies, but, with
additional planning, determine the timing for technology acquisition.
At the same time it assists in determining funding for different technologies. In some
cases, there may be a high investment in a technology, destined to be superceded in the
future. Or, a potentially critical technology that will open a new opportunity for the
company will be underfunded or overlooked.
Technology Acquisition
This phase determines the methods used to acquire the technology. At a
simplistic level, it can be reduced to a build / buy decision. But it consists of more. By
evaluating the technology, its importance and the time frame in which it will be needed
contribute to the further refinement of the basic build / buy decision. Simply stated, the
decision is not a question of black and white, but can be structured to examine all forms
of buying technology and the level of internal development. To make these decisions
requires an analysis of the maturity of the technology and products in which it is
incorporated.
Technology Transfer
Having acquired the technology, organizations in the company must be
made aware of its existence. Most technology organizations use a limited number of
techniques – written documents and presentations. Effectively, this phase of the
technology management process is a marketing effort. The target user must be identified.
At the least, the Innovator, Early Adopter, Early Majority, Late Majority and Laggard
classification scheme can provide a basis. Once internal stage of the technology is
determined, it is possible to determine the most appropriate written or oral delivery
technique and contents.
Even if the corporation is aware of the technology, it state of maturity
and availability, benefits do not accrue to the corporation unless it is put to use. This
is the final phase: technology insertion. In some cases, simply the process of technology
dissemination will be sufficient. This is usually coupled with the promotion of the
technology in the press. The growth of the Internet is a prime example.
In cases where it does not occur "naturally," it must be augmented by a
tactical plan. In some cases, such as one-on-one presentations, it is the follow-up
process of technology dissemination. Otherwise, it is necessary to employ proactive
techniques such as apprenticeships or consulting.
Action Items
CIO, CTO - Clearly, the process of technology transfer
and insertion can not be separated from the entire process of technology management. To
achieve a seamless integration and buy-in of standard or new technologies requires the
cooperation of all parties from the beginning. As your corporation begins to enhance its
strategic use of technology, it should strongly consider adopting this four-phase
technology management process. This does not occur by accident, but requires at
least one full time position reporting to the highest levels within the company.
Entire contents (C) 1999 by Integrated Business Information Systems Ltd..
(IBIS, www.ibisl.com) All rights reserved. Reproduction of this publication in any form
without prior written permission is forbidden. The information contained herein has been
obtained from sources believed to be reliable. IBIS disclaims all warranties as to the
accuracy, completeness or adequacy of such information. IBIS shall have no liability for
errors, omissions or inadequacies in the information contained herein or for
interpretations thereof. The reader assumes sole responsibility for the selection of these
materials to achieve its intended results. The opinions expressed herein are subject to
change without notice. |