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Management
Introduction
Technology has been changing rapidly and over the last 15 years its
advancement has been manifold
US since beginning has been leading the industrialized world because of its
ability to organize and manage technological developments
Now the situation has changed drastically and the gap of technological
advancement between America and rest of world is shortening especially
Japan and European countries
Some US companies have successfully showed their excellence to the rest of
the world and these firms are included on the lists of Americas best-managed
companies
Introduction
It could be seen that high technological firms are the most admired firms in
US. For ex: Google, Fb, IBM etc.
Introduction
In this study the authors and their assistants have interviewed several
CEOs, executives over the past two decades and interacted
formally/informally with them to know about the strategies, policies,
practices, and decisions that they have taken for successful management
of their high-technology firms
Introduction
They all had common thread which is pretty obvious that is rapid changing
environment of technology and its effects on their products
With advancement, the old capital base was of no use so new design and
manufacturing processes had to be designed in such rapid changing
environment
Organizational Cohesion
Entrepreneurial Culture
Sense of Integrity
Business Focus
In general, the smaller the company, the more highly focused it is.
Tandon concentrates on disk drives; Tandem on high-reliability
computers; Analog Devices on linear integrated circuits; and Cul-linet on
software products
This extraordinary concentration does not stop with the dominant product line.
When the company grows and establishes a secondary product line, it is usually
closely related to the first.
Hewlett-Packard, for instance, has two product families, each of which accounts for
about half of its sales. Both families electronic instruments and data processors
are focused on the same technical, scientific, and process control markets
IBM also makes two closely related product lines data processors (approximately
80 percent of sales) and office equipment both of which emphasize the business
market.
Companies that took the opposite path have not fared well. Two of yesterday's
technological leaders, ITT and RCA, have paid dearly for diversifying away from
their strengths. Today, both firms are trying to divest many of what were once
highly touted acquisitions.
A communications firm that became the world's largest conglomerate, ITT began to
slip in the early 1970s after an acquisition wave orchestrated by Harold
Focused R&D
Consistent Priorities
Adaptability
Adaptability
During the same period, GM, whose dominance of the U.S. auto industry
approached IBM's dominance of the computer mainframe industry, stoutly
resisted such a rejuvenation. Instead, it became more and more centralized and
inflexible.Yet, GM was also once a high-technology company. In its early days
when Alfred P. Sloan ran the company, engines were viewed as high-technology
products.
Organisation Cohesion
The key to success for a high-tech firm is not simply periodic renewal. There must also be
cooperation in the translation of new ideas into new products and processes.
Younger people in a rapidly evolving technological field are often as good and
sometimes even better a source of new ideas as are older ones. In some high-tech
firms, in fact, the notion of a "halflife of knowledge" is used; that is, the amount of time
that has to elapse before half of what one knows is obsolete.
A source of division, and one which distracts the attention of people from the needs of the
firm to their own needs, are the executive "perks" that are found in many mature
organizations: pretentious job titles, separate dining rooms and restrooms for executives,
larger and more luxurious offices all tend to establish "distance" between managers and
doers and substitute artificial goals for the crucial real ones of creating successful new
products and customers.
Good Communication
One way to combat the development of such distance is by making top executives more visible
and accessible. IBM, for instance, has an open-door policy that encourages managers at different
levels of the organization to talk to department heads and vice-presidents.
This emphasis on communication is not restricted to internal operations. Such a firm supports and
often sponsors industry-wide technical conferences, sabbaticals for staff members, and
cooperative projects with technical universities.
Again, a strategic business focus contributes to organizational cohesion. Managers of firms that
have a strong theme or culture and that concentrate on closely related markets and technologies
generally display a sophisticated understanding of their businesses.
Job Rotation
Integration Of Roles
Entrepreneurial Culture
One of the most important characteristics of a successful high-technology firm is an entrepreneurial culture.
The success of Apple 2, which created a new industry and Genentechs genetically engineered insulin are
examples of this genre.
One of the main characteristics is that the companys technical people are in continuous contact and thus
understand and appreciate the difficulties and challenges of each other.
Key decisions can be made immediately by the people who first recognize a problem and not by top
management who barely understands the problem.
The concentration of power in the leader makes it possible to deploy the firms resources very rapidly and
also the small firm will have access to multiple funding channels unlike a project in a large firm whose only
source is the corporate bank.
In order to re-create the entrepreneurial climate of the small firm, successful large high technology firms
often employ a variety of organizational devices and personnel policies.
Entrepreneurial Culture
1) Their own division, 2) corporate R&D and 3) the new ventures division.
Sense of Integrity
Honesty, fairness and openness are not sacrificed for short term gains. Such
companies dont knowingly promise what they cant deliver to customers,
stockholders or employees.
Technological changes can be rapid, hence uncertainty is high, risks are difficult to
access and market opportunities and profits are hard to predict.
At IBM, the principle is people must be free to disagree and to be heard. Similarly at
HP, there is an extraordinary blend of strength and humility. Successful high tech
companies are able to reconcile their dream with what they can realistically achieve.
Not withstanding their deep sense of respect and trust for individuals, CEOs of
successful high-technology firms are usually actively involved in the innovation
process to such an extent that they are sometimes accused of meddling. Tom
McAvoy, Coming's president, sifts through hundreds of project proposals each year
trying to identify those that can have a "significant strategic impact on the company"
the potential to restructure the company's business.
Not surprisingly, most of these projects deal with new technologies. For one or two of
the most salient ones, he adopts the role of "field general": he frequently visits the
line operations, receives direct updates from those working on the project, and
assures himself that the required resources are being provided.
"The manager of a PCC controls the resources and operations for his entire
family ... in the simplest terms, the PCC manager is to be an entrepreneur,"
explained Fred Bucy, TI's president.
Older products, upon which the current success of the firm was built, at some
point have to be abandoned: just as the long-term success of the firm requires
the planting and nurturing of new products, it also requires the conscious,
even ruthless, pruning of other products so that the resources they consume
can be used elsewhere.
Yet, firms also need a certain amount of continuity because major change
often emerges from the accretion of a number of smaller, less visible
improvements. Indeed, most engineers, managers, technologists, and
manufacturing and marketing specialists work on what Thomas Kuhn might
have called "normal innovation," the little steps that improve or extend
existing product lines and processes.
Managing Ambivalently
Managing Ambivalently
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