2. The allocation of appropriate staff to the transfer and application of the technology. The projectmanager must be at senior level while his colleagues need to have engineering application and changemanagement skills.3. The corporate objectives, capability and the technology transfer track record of the prospectivetransferor need to be considered. Effective technology acquisition is often based on a longer-termrelationship.4. Clear technical and contract specifications are essential. Because of the nature of the technology and itsintegration in intellectual property, the transfer constituents vary in type and character. Where the transfer is from a different culture, special attention has to be given to detail and the meaning of language.5. Contract negotiations can be onerous. They require diplomatic skills and careful record-keeping.6. Because of the nature of its acquisition, transferred process technology needs to be handled with evenmore care than indigenous technological change. It is important that all affected company staff appreciatethe nature and reasons for the acquisition.
2. What are the ten tenets? Discuss. With the help of examples, show how wehave become /are becoming servants of technology.
Ten Basic Tenets for the Management of Technology (MOT)
A tenet is a principle based on observation, intuition, experience, and in some cases, empirical analysis.Ten tenets, proposed in available literature, are presented below as guiding principles for an enterprise tooperate within a technology cycle (TC) framework. David Sumanth in his work (1988) proposed a totalsystems approach to technology management (TSTM) what he called the technology cycle. He contendedthat the management of technology in enterprises is not just a one-shot deal, but a continuous process,involving five distinctly different phases of technology, namely,
(of marketable inventions)
(by self-generation or transfer)
(by minor modifications of acquired technologyfor specific needs)
(innovation involving major modifications of acquired technology)
(of obsolete technology)
The tenets recognize that short-term treatments of any issuein general, and technology management in particular, are at best sub-optimizations, and so, will not leadto more long- Lasting solutions in adapting and advancing technology. Let us take some time now todiscuss these principles in detail.
1.Value diversification is a poor substitute for MOT
Value diversification refers to the improvement of stockholders' investments in a company through quick-fix solutions on paper, such as mergers, acquisitions, and other stock-enhancing strategies. Unfortunately,this traditional approach to value enhancement results in mostly short-term gains and long-term pains.Every company ought to identify core technologies and core competencies, and then hone them to get themost
out of those for innovating products and/or services. When IBM acquired ROLM Corporation manyyears ago, IBM was trying to complement its core technologies in mainframe computers and personalcomputers with the core technology of ROLM, communication systems. Unfortunately, this did not work out very well, and IBM eventually sold ROLM. In the early 1980s, McGraw-Hill, whose coretechnologies are in publishing, books, journals, and related products, went into the personal computer business with Odyssey with a totally different core technology that didn't work, either.