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Benchmarking the Strategic Management of Technology PHẦN 2

Các phân tích trình bày ở đây được thực hiện bởi một đội ngũ hướng dẫn của tác giả, với sự đóng góp chủ yếu bởi Lauri Mitchell và Mark Bamford, cả hai trước đây của Pugh-Roberts Associates. Chúng tôi cảm ơn PA Consulting Group, và cụ thể là Paul Thornton và Stephen Payne, tài trợ cho nghiên cứu này, và Thomas Moebus, MIT Giám đốc Quan hệ doanh nghiệp, hỗ trợ tổng thể của chương trình nghiên cứu. Tiếp tục phân tích và. | Probing the database for more insights into the roles of the CTOs we again find Japanese chief technology officers more involved in overall corporate strategy. This is not looking inward to technology but outward toward the corporation as a whole. As Figure 8 demonstrates significant differences also are evident in the Insert Figure 8. extent to which the corporate CTO provides direction for technology development at the business-unit level. These influences include such elements as top-down perspectives about prioritization standards staffing considerations quality control for technology global competitive analysis on the technological dimensions of the firm. And again we find in ranking that in Japan more powerful CTOs are more prevalent than in Europe and significantly moreso than in the United States. I believe that many firms are structured inappropriately at the top of their own technological endeavors to provide a centrality of focus direction and leadership particularly with respect to strategic linkage. I am not arguing here about questions of centralized or decentralized management of R D nor of how technology must be tied effectively into individual product lines. I am talking instead of how the firm creates a strategic vision of which technologies it needs how the technology is to meet overall corporate objectives and corporate priorities how the technology is to be developed and or acquired and how technology development across the firm can benefit from coordination and synergy. Those objectives are far more likely to be fulfilled if a senior e.g. chief technology officer who is capable of tying technology to overall corporate strategy is working at or near the board level of the firm. Budgeting for R D One obviously cannot talk about management without talking about budgets. Budgets critically reflect strategy. Earlier I emphasized some differences between the corporate and the business-unit levels of the firm. Now Figure 9 presents for the overall .