Technology management curricula typically comprise a variety of scientific disciplines: Management, Economics, Marketing, Engineering, Innovation Management and Social Sciences (e.g. Industrial Relations and Leadership). Practising managers wishing to improve their organization's chances of success are faced with a huge body of disconnected scientific knowledge. In seeking to improve their next management decision, they must somehow integrate and make sense of all that input. This book, which is based on published research and illustrated by many examples drawn from industry practice, proposes two simple models for understanding the inter-relationships among the technology management concepts that underlie the management of a high tech organization. The «Corporate Ship» analogy illustrates the dynamic nature of strategy making, and the need to reconcile the pursuit of short-term opportunity with long-term objectives in turbulent high technology environments. The «Corporate Diamond» model uncovers the strong inter-relationships that exist between key concepts in technology management: leadership, learning, managing resources and developing successful new products and services.
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