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Chapter
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1
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Introduction
to Technology Leaders
Who are the technology leaders and why are they important?
This chapter considers the notable characteristics of technology
leaders, including: what distinguishes a technology leader
from its peers; and what distinguishes the performance of
the technology leaders. |
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2
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Definition
of Terms
Technology leaders have introduced new management processes,
the understanding of which demands an understanding of new
management concepts. This chapter defines elements of the
new management vocabulary including: success cycles; and the
four sources of advantage that drive superior return on innovation.
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3
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The
Evolution of Technological Innovation
Technological innovation has driven human progress since the
discovery of fire. This chapter examines technological innovation
over the last 100 years. It includes: a brief essay on the
driving forces of technological innovation over the last 100
years; and a timeline that traces key technological innovations
- and related management breakthroughs - from 1900 to 1999.
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4
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The
E-Dimension
Technology leaders eat their own cooking. This chapter shows
how technology leaders use e-commerce to best advantage. It
includes: Cisco's Cisco Connection Online case; IBM's e-engineering
of its HR activities; and five best practices of e-business.
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5
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The
Global Dimension
Globalization and technology have evolved together over the
last couple of decades. This chapter highlights this co-evolution,
providing a roadmap for managers. This chapter includes: an
essay on the co-evolution of globalization and technology;
key issues for management of globalization and technology;
and best practices for harnessing globalization and technology
to strengthen a firm's competitive position. |
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6
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The
State of the Art
Management of innovation is a topic that continues to evolve,
so what are today's hot topics? This chapter explores the
following topics: key technological changes influencing the
structure of industries and the management of innovation;
significant issues that these changes create for managers,
technologists, and employees; and implications of these challenges
for managers, investors, workers, and consumers. |
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7
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In
Practice: Case Studies in Technology Leadership
What does it take to profit from successive waves of technology?
This chapter provides the answer by presenting case studies
of global technology leaders including: Hewlett-Packard; EMC;
Schlumberger; Microsoft; and Gillette. |
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8
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Key
Concepts and Thinkers
There are many thinkers and concepts that form the foundation
of the management of technological innovation. The lexicon
of innovation management concepts in this chapter covers:
key concepts and key thinkers. |
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9
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Resources
There are many useful resources on the management of innovation.
This chapter identifies the best such resources, including:
books; articles; and selected Web sites. |
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10
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Eight
Steps to Technology Leadership
Putting the management secrets of the technology leaders into
practice is easier said than done. This final chapter helps
managers adapt their organizations to achieve the performance-enhancing
characteristics of technology leaders by covering the following
steps: use the "Innovation Scorecard" as a diagnostic tool;
pick a "trial" division; build a "change team"; develop a
change plan; map the current process; study the process of
"admired" companies; design a new process; and train the rest
of the organization. |
