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Managing in a Sea of Uncertainty

Managing in a Sea of Uncertainty

Leadership, Learning, and Resources for the High Tech Firm

  • Copyright
  • Dedicace
  • Acknowledgments
  • Introduction
  • Foreword
  • Table of contents
  • List of tables and figures
  • Chapter 1 Managing in High Tech Environments
  • 1.1 THE GROWING IMPORTANCE OF TECHNOLOGY
  • 1.2 SYSTEMATIC DOWNSIZING OR REPETITIVE ACQUISITIONS DO NOT PROVIDE FOR SUSTAINABLE COMPETITIVE ADVANTAGE
  • 1.3 THE NEED TO INTEGRATE TECHNOLOGY MANAGEMENT FIELDS OF STUDY
  • 1.4 INTEGRATING TECHNOLOGY MANAGEMENT THEORY FOR INDUSTRIAL USES
  • Chapter 2 The Unique Characteristics of High Tech Markets
  • 2.1 MARKET AND TECHNOLOGICAL UNCERTAINTY
  • 2.2 TECHNOLOGY CYCLE AND COMPETITIVE VOLATILITY
  • 2.2.1 The technology cycle
  • 2.2.2 Competitive volatility and increased intensity
  • 2.3 CUSTOMER BEHAVIOUR
  • 2.4 HIGH TECH MARKETS: SUMMARY
  • 2.5 THE UNIQUE CHARACTERISTICS OF HIGH TECH COMPANIES
  • Chapter 3 The Challenge of Developing Innovative Products and Services in a High Tech Market
  • 3.1 THE STANDARD PROCESS OF DEVELOPING NEW PRODUCTS AND SERVICES
  • 3.2 TYPICAL MARKETING ACTIVITIES IN THE TRADITIONAL NEW PRODUCT DEVELOPMENT PROCESS
  • 3.3 IMPORTANCE OF HAVING A MARKET ORIENTATION FOR THE NEW PRODUCT DEVELOPMENT PROCESS
  • 3.4 WHAT DOES MARKET ORIENTATION MEAN?
  • 3.5 CONVENTIONAL MARKET RESEARCH TECHNIQUES TO GENERATE A PRODUCT DEFINITION: THE DANGERS OF BEING CUSTOMER FOCUSED
  • 3.6 DEVELOPING SUCCESSFUL INNOVATIVE PRODUCTS IN HIGH TECH ENVIRONMENTS
  • Chapter 4 Survival Skills in Uncharted Waters: Learning and Innovation
  • 4.1 DEVELOPING THE FIRM’S CAPABILITY TO EXTRACT KNOWLEDGE FROM THE MARKETPLACE
  • 4.2 THE GROWING IMPORTANCE OF LEARNING
  • 4.3 LEARNING VERSUS KNOWLEDGE CREATION
  • 4.4 KNOWLEDGE THAT BUILDS CORE COMPETENCIES
  • 4.5 CROSS-FUNCTIONAL TEAMS VERSUS LEARNING TEAMS: COMMUNITIES THAT BUILD KNOWLEDGE
  • 4.5.1 Communities that build knowledge
  • 4.5.2 Creative abrasion and managing chaos
  • 4.5.3 A common language
  • 4.5.4 Fostering rich personal interaction
  • 4.5.5 Team leadership
  • 4.5.6 Supportive environment
  • 4.6 INNOVATION AS A LEARNING MECHANISM
  • 4.6.1 The virtues of innovation
  • 4.6.2 Problem solving and TQM
  • 4.6.3 Lead users as lead innovators
  • 4.6.4 The marketplace as an R&D lab and the empathic designer
  • 4.6.5 Experimentation
  • 4.6.6 Seeing or creating the future
  • 4.6.6.1 Forecasting markets
  • 4.6.6.2 Forecasting technology
  • 4.6.6.3 Seeing the future
  • 4.7 LEARNING FROM BEST PRACTICES
  • 4.8 LEARNING FROM PAST EXPERIENCE
  • 4.9 IMPORTING KNOWLEDGE
  • 4.10 DYNAMIC ENVIRONMENTS REQUIRE UNLEARNING SKILLS
  • 4.11 CAPTURING, TRANSFERRING AND USING KNOWLEDGE
  • 4.11.1 The role of information technologies (IT)
  • 4.11.1.1 The role of IT varies with knowledge type
  • 4.11.1.2 IT supports knowledge creation, storage and retrieval, sharing and use
  • 4.11.2 Transferring knowledge
  • 4.11.2.1 A significant issue
  • 4.11.2.2 Successful transfer mechanisms
  • 4.11.2.3 Informal networks fuel the sharing and utilization of knowledge
  • 4.11.3 Barriers to knowledge transfer and use
  • 4.11.3.1 General concepts
  • 4.11.3.2 Barriers to R&D and marketing integration
  • 4.12 GRAPHICAL SUMMARY: THE LEARNING ORGANIZATION
  • Chapter 5 Being Prepared for the Voyage: The Company Resources
  • 5.1 CORE COMPETENCIES
  • 5.1.1 Strategic thinking
  • 5.1.2 Resources and core competencies
  • 5.1.3 Products: Short-lived testimonies of the firm’s evolving competencies
  • 5.1.4 Wellsprings of products and services
  • 5.1.5 Access to other markets
  • 5.1.6 The dynamic life of the firm’s core competencies
  • 5.1.7 Path dependency and core rigidities challenge the building of new competencies
  • 5.1.8 Identifying current and future core competencies
  • 5.1.9 Nurturing and building competencies
  • 5.1.10 Transferring competencies
  • 5.2 TECHNOLOGY AS A RESOURCE
  • 5.2.1 Technology and core competencies
  • 5.2.2 The technology life cycle
  • 5.2.3 The management of technologies
  • 5.3 FIRM AND RESOURCE FLEXIBILITY
  • 5.4 THE MANAGEMENT OF HUMAN RESOURCES
  • 5.4.1 People as the most valuable resource
  • 5.4.2 The human resources department as a resource producer
  • 5.4.3 Strategic Human Resource Management
  • 5.4.4 Talent management systems
  • 5.4.5 Social capital in the organization
  • 5.5 ALLIANCES AND PARTNERSHIPS AS RESOURCES
  • 5.5.1 Outsourcing
  • 5.5.2 Alliances and partnerships
  • 5.5.3 On acquisitions
  • 5.5.4 Strategic alliances to join regulatory and technology diffusion resources
  • 5.5.5 Strategic alliances to team up with complementary skills
  • 5.5.6 Strategic alliances that build competencies
  • 5.5.7 Strategic alliances that create knowledge and hybrid products
  • 5.5.8 Network and cellular organizations
  • Chapter 6 Getting There: Company Leadership, Structure and Collaboration Mechanisms
  • 6.1 LEADING OR MANAGING: CHANGE OR CONTINUITY
  • 6.2 THE RETREAT OF THE TEN THOUSAND, 401 B.C.
  • 6.3 LEADERSHIP IN THE LEARNING ORGANIZATION
  • 6.4 ORGANIZATIONAL STRUCTURE
  • 6.4.1 The levelling of organizational pyramids
  • 6.4.2 The need for new organizational structures
  • 6.4.3 The challenges of emerging organizational structures
  • 6.4.4 Using teams against all odds
  • 6.4.4.1 The network organization
  • 6.4.4.2 Virtual teams
  • 6.4.5 Devising the management structure for an organization of task forces
  • 6.4.6 The Age of the Network
  • 6.4.7 Growing a web out of a pyramid
  • 6.5 MANAGING CHAOS: ALIGNMENT, LINKING AND SHARING MECHANISMS
  • 6.5.1 Crossing boundaries
  • 6.5.2 Rewards, incentives and recognition for knowledge workers
  • 6.5.3 Incentives that kill learning
  • 6.5.4 Career planning and leadership development for knowledge workers
  • 6.5.5 Creating shared language and convergent thinking
  • 6.5.6 Creating a unifying vision in an organization of knowledge workers
  • 6.5.7 Strategic added-value statements
  • 6.5.8 Maintaining creative tension to transform the organization
  • 6.5.9 Culture
  • 6.5.10 Core values
  • 6.5.11 From values to products
  • 6.6 LEADERSHIP IN THE HIERARCHY
  • 6.6.1 The illusion of leadership in the multinational corporation
  • 6.6.2 Where senior leadership can make a difference
  • 6.6.2.1 The challenge
  • 6.6.2.2 Reinforcing the organization’s culture and values
  • 6.6.2.3 Actions that support a learning culture
  • 6.6.3 The middle manager
  • Chapter 7 The Corporate Ship and the Corporate Diamond
  • 7.1 STRATEGY THE CREATIVE WAY
  • 7.2 PLANNING FOR MARKET OPPORTUNITIES
  • 7.2.1 Strategic market planning for short/medium-term opportunities
  • 7.2.2 Strategic planning process to compete for the future
  • 7.2.3 Organizational strategy and knowledge management
  • 7.3 THE CORPORATE SHIP
  • 7.4 THE AMBIDEXTROUS ORGANIZATION
  • 7.4.1 Juggling with conflicting priorities
  • 7.4.2 Parallel organizations
  • 7.5 THE CORPORATE DIAMOND
  • 7.5.1 Strategic management for the high tech firm
  • 7.5.2 The asset creation triangle
  • 7.5.3 The product and service creation triangle
  • 7.5.4 Toward a sustained competitive advantage
  • Chapter 8 Conclusion
  • Bibliography
  • General index
  • Index of firms and organizations

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