- Email: [email protected]
Managing technology: The strategic view
193
ure, the authors make convincing arguments that executives should take these steps or face the consequences. Individually, there are few new ideas in this book. ost have been expressed before either by these authors in the Harvard Busmess Review or other authors who have likewise tried to convey how American organizations can become competitive. In fact, some ideas are rather traditional - the authors promote the matrix organization as a means of increasing cross-functional communication, years after Galbraith and others demonstrated the uses and advantages inherent in that structure, e.g., increasing cross-functional communication, cross-functional planning, and independent project leadership. What is new is finally having someone bring together 15 years of ideas and present it in a comprehensive package, brought to life by rich case histories illuminating successful change scenarios. Academics, especially those who have followed the work of the three authors, will probably find this book an iknportant addition to their library and course syllabuses. It provides an excellent framework to understand modern manufacturing organizations. Students will also find it enlightening and should be stimulated by the authors’ enthusiasm. Managers can gain a lot from this book. It offers an alternative to traditional strategies that should stimulate an increase in training to improve corporate competitiveness. The book may not be well-received by insular engineers who are able to divorce their work from the rest of the company, Those who see design as the main factor in corporate success will be unhappy that the authors want them to share their power with manufacturing and marketing. “Throwing designs over the wall” is not to be tolerated any longer. Dismantling those walls is a prerequisite to corporate survival. Reviewed by Elliot LITTLER Institute of Safety and Systems Management University of Southern California Los Angeles, CA, U.S.A.
Managing Technology: T Graw-Will, New York, NY, 1989.
,
by Lowell W. Steele,
The book is both wise and timely. It is about what technology is, an fits within business. There is a great deal o elp for engineers, general mantigers? research directors and CEOs. Lowell eele starts with the proposition that, altho&li’ our succe& in technical endeavors is perhaps the key to OLI” economic power and compet.itive position5 -ge fear that we are not as effective as we once were, and we also question management’s commitm cohipetence. He then addresses the challenge of effectively spectrum of tee
194
Much of the difficulty we experience in managing technology arises because many of the key players, including scientists, engineers, functional and general managers, as well as CGOs, start with very di rent perceptions of what is most important, and what in an ideal situation should occur. One of the book’s major contributions is to provide frameworks and ways of looking at things, which bridge these separate viewpoints and allow us to reach consensus on priorities. For example, at the OF2rating level, there is plenty of savvy guidance for CEOs and R&D directors alike on managing projects, transferring technology, and managing risk. Guidance which has been distilled out of watching and making it happen, in many industries and in different organizational settings. There is also a wealth of practical insight on strategic management which deals comprehensively with the translation of general aspirations for the business into technical strategies which lead ultimately to decisions within a framework with which general management 1s comfortable, i.e., decisions ai out the allocation of money. The very different perspectives of corporate labcratories and operating departments are well understood, and the shift in empnasis and resource allocation as programs move from a laboratory setting toward commercialization is captured. The supporting role of planners and planning tools such as forecasts, scenarios and life cycle or resource allocation charts, is recognized as a way to link technical and general management perspectives and give improved focus to technical programs. Throughout, illustrations of the challenges to personnel management abound, as maintaining the delicate balance between too much control and lack af direction is particularly important in Icreating an environment which nurtures innovation. However, this, as r.inebo& makes it clear, is largely in the hands 01”management who must recW&X
195
mation to the general manager, the player who deserves our greatest sympathy, is the CEO. Steele observes that the CEO lives in a very unforgiving world, in which resistance to change is quite rational. Because he often cannot judge technical proposals in depth, he must resort to judging the proposer. CE clearly want to succeed, and contrary to the conventional wisdom at the research bench, they are almost universally convinced of the vital role of technology in the success, and even survival, of the business. The challenge to technical people is to help CEOs to see the way in which technology can help them achieve their own goals and make them comfortable with the stewardship of technical management. Giving them a long list of individual programs presented with no strategic context is unlikely to do it. The book devotes a chapter to the topic of selling technology to top management, and the discussion of’ what is likely to be running through the chief executive’s mind when hearing a presentation on technology, should be compulsory reading for all aspiring technical managers. There is also a chapter on the evaluation of technical organizations, which includes a short checklist which is equally clear to the technical and non technical manager alike. Some in the technical community might regard this as too dangerous a book to leave in the hands of the CEO. Throughout the book it is implied that the management of technology is difficult because it is a leading indicator of management. Managers of technology were pioneers in the development and motivation of professionals. As the use of professionals continues to expand into other fields of management, many of the techniques, particularly the effective use of real-time knowledge are becoming critical issues in all areas. The need to integrate functional perspectives and to increasingly develop a systems-oriented view which embraces information technology is seen throughout this book as critics1 to effective management. Given current trends, what starts as a guide on managing tech nology, not only deals with this specific field, but inevitably says a great deal about the future direction of general management. Reviewed by Graham
MITCI-IELL
GTE Laboratorks Waltham, MA, U.S.A.
ure, the authors make convincing arguments that executives should take these steps or face the consequences. Individually, there are few new ideas in this book. ost have been expressed before either by these authors in the Harvard Busmess Review or other authors who have likewise tried to convey how American organizations can become competitive. In fact, some ideas are rather traditional - the authors promote the matrix organization as a means of increasing cross-functional communication, years after Galbraith and others demonstrated the uses and advantages inherent in that structure, e.g., increasing cross-functional communication, cross-functional planning, and independent project leadership. What is new is finally having someone bring together 15 years of ideas and present it in a comprehensive package, brought to life by rich case histories illuminating successful change scenarios. Academics, especially those who have followed the work of the three authors, will probably find this book an iknportant addition to their library and course syllabuses. It provides an excellent framework to understand modern manufacturing organizations. Students will also find it enlightening and should be stimulated by the authors’ enthusiasm. Managers can gain a lot from this book. It offers an alternative to traditional strategies that should stimulate an increase in training to improve corporate competitiveness. The book may not be well-received by insular engineers who are able to divorce their work from the rest of the company, Those who see design as the main factor in corporate success will be unhappy that the authors want them to share their power with manufacturing and marketing. “Throwing designs over the wall” is not to be tolerated any longer. Dismantling those walls is a prerequisite to corporate survival. Reviewed by Elliot LITTLER Institute of Safety and Systems Management University of Southern California Los Angeles, CA, U.S.A.
Managing Technology: T Graw-Will, New York, NY, 1989.
,
by Lowell W. Steele,
The book is both wise and timely. It is about what technology is, an fits within business. There is a great deal o elp for engineers, general mantigers? research directors and CEOs. Lowell eele starts with the proposition that, altho&li’ our succe& in technical endeavors is perhaps the key to OLI” economic power and compet.itive position5 -ge fear that we are not as effective as we once were, and we also question management’s commitm cohipetence. He then addresses the challenge of effectively spectrum of tee
194
Much of the difficulty we experience in managing technology arises because many of the key players, including scientists, engineers, functional and general managers, as well as CGOs, start with very di rent perceptions of what is most important, and what in an ideal situation should occur. One of the book’s major contributions is to provide frameworks and ways of looking at things, which bridge these separate viewpoints and allow us to reach consensus on priorities. For example, at the OF2rating level, there is plenty of savvy guidance for CEOs and R&D directors alike on managing projects, transferring technology, and managing risk. Guidance which has been distilled out of watching and making it happen, in many industries and in different organizational settings. There is also a wealth of practical insight on strategic management which deals comprehensively with the translation of general aspirations for the business into technical strategies which lead ultimately to decisions within a framework with which general management 1s comfortable, i.e., decisions ai out the allocation of money. The very different perspectives of corporate labcratories and operating departments are well understood, and the shift in empnasis and resource allocation as programs move from a laboratory setting toward commercialization is captured. The supporting role of planners and planning tools such as forecasts, scenarios and life cycle or resource allocation charts, is recognized as a way to link technical and general management perspectives and give improved focus to technical programs. Throughout, illustrations of the challenges to personnel management abound, as maintaining the delicate balance between too much control and lack af direction is particularly important in Icreating an environment which nurtures innovation. However, this, as r.inebo& makes it clear, is largely in the hands 01”management who must recW&X
195
mation to the general manager, the player who deserves our greatest sympathy, is the CEO. Steele observes that the CEO lives in a very unforgiving world, in which resistance to change is quite rational. Because he often cannot judge technical proposals in depth, he must resort to judging the proposer. CE clearly want to succeed, and contrary to the conventional wisdom at the research bench, they are almost universally convinced of the vital role of technology in the success, and even survival, of the business. The challenge to technical people is to help CEOs to see the way in which technology can help them achieve their own goals and make them comfortable with the stewardship of technical management. Giving them a long list of individual programs presented with no strategic context is unlikely to do it. The book devotes a chapter to the topic of selling technology to top management, and the discussion of’ what is likely to be running through the chief executive’s mind when hearing a presentation on technology, should be compulsory reading for all aspiring technical managers. There is also a chapter on the evaluation of technical organizations, which includes a short checklist which is equally clear to the technical and non technical manager alike. Some in the technical community might regard this as too dangerous a book to leave in the hands of the CEO. Throughout the book it is implied that the management of technology is difficult because it is a leading indicator of management. Managers of technology were pioneers in the development and motivation of professionals. As the use of professionals continues to expand into other fields of management, many of the techniques, particularly the effective use of real-time knowledge are becoming critical issues in all areas. The need to integrate functional perspectives and to increasingly develop a systems-oriented view which embraces information technology is seen throughout this book as critics1 to effective management. Given current trends, what starts as a guide on managing tech nology, not only deals with this specific field, but inevitably says a great deal about the future direction of general management. Reviewed by Graham
MITCI-IELL
GTE Laboratorks Waltham, MA, U.S.A.