By J. Carlopio
The point of interest of this booklet is upon the implementation of latest know-how, method, company versions, and new suggestions. It takes a social-psychological standpoint at the administration of switch and technology/strategy implementation and crosses the bounds of switch administration, know-how implementation, and organizational technique.
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Additional resources for Changing Gears: The Strategic Implementation of Technology
Consider the following excerpt from Fahey (2000) as he refers to the questions above: These questions almost always lead to a discussion about the content and state of your company’s knowledge – what it knows and doesn’t know. Consider the following example: as part of identifying the driving forces that might affect a range of potential scenarios, a consumer foods company described a variety of demographic, leisure and social-value trends. Members of the scenario team began to collect and organize data and information pertaining to changes in geographic mobility patterns, income distribution across age groups, home ownership, eating out practices, and attitudes toward dieting and physical fitness.
6 Is there a robust strategy that would succeed in each potential future? 7 What are the crucial differences between our current strategy and the potentially successful strategies? 8 What would we have to do to develop and execute that strategy? Some potential problems of which you should be aware include the following: 1 The prediction urge: the search for too much accuracy and no uncertainty. 2 The simplification urge: aversion to complexity. 3 Illusory expertise: specialists and experts are not necessarily the best forecasters.
Strategic Knowledge and Awareness 17 While each of these models has its strengths and weaknesses, neither of them focuses on technology as a major element. In both models, technology would be considered as one of the organisational processes. Since we are focused in this book on technology and strategy, I prefer a model that has come out of the Management in the 1990s Research Program conducted by a group of faculty members at the Massachusetts Institute of Technology (MIT) Sloan School of Management (Scott Morton, 1991).
Changing Gears: The Strategic Implementation of Technology by J. Carlopio