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In Memory of Guillaume Couillard de Lespinay (St-Malo 1588–Québec 1663) Shipwright Pioneer in a new worldAlfred Couillard (Montmagny 1860–1920) Master mariner Alone with his crew against the sea
Pierre Couillard (Montmagny 1928–Montréal 2001) Ph.D. Marine Biology Searching the common good ahead of his own
En souvenir de Guillaume Couillard de Lespinay (St-Malo 1588 – Québec 1663) Charpentier de marine Pionnier d'un nouveau mondeAlfred Couillard (Montmagny 1860 – 1920) Capitaine au long cours Seul avec son équipage, face à la mer Pierre Couillard (Montmagny 1928 – Montréal 2001) Ph.D. biologie marine À la recherche du bien commun, avant le sien
AcknowledgmentsNeed I say that such integration and creation efforts can only be carried out in collaboration with others. I am grateful to ProfessorAdrian Ryansand his colleagues from the Richard Ivey School of Business at Western Ontario for eloquently introducing me to many of these powerful concepts. I am also indebted toJozée Lapierreof Montréal’s École Polytechnique andBernard Sinclair-Desgagné of HEC Montréal. The diversity of views and sustained encouragement they provided over several months made for a better product–and a better learner.Hugo Tschirkyof the Swiss Federal Institute of Technology in Zürich gave me that final push I needed when he advocated for integration of technology management concepts in an article published in 2000 (“On the path of enterprise science: an approach to establishing the correspondence of theory and reality in technology-intensive com-panies”). These professors and the countless academics who studied related domains in the last 100 years provided all the material I needed to complete this work.Jozée Lapierre’s perseverance and the enthusiastic editing team atPresses internationales Polytechniqueensured it would be published and made available to others.
My colleagues at Harris Corporation and more recently at Ultra Electronics afforded me the knowledge to bring these academic concepts closer to reality, hopefully making them accessible to a larger audience. I am particularly indebted toMyriam Martinez of Harris Corporation,Louis Cavanagh of Cisco Systems, andSteven RochefortEricsson LMC for generously contributing some of the of most interesting examples used in this book.
These acknowledgements would not be complete without thank-ing my wife Julie Anastasopoulos whose sustained encouragement over the last eight years supported both the birth and the completion of this work. Our childrenLouis,Nicolas,Sophieand their expectedbaby brotherLucas should be recognized for having patiently shared some of their quality time with the book.
It is hoped that this integrated view of technology management will help both practitioners and academics who share an interest in this emerging field.
Introduction The idea of this book formed gradually as many of us high tech managers suddenly found ourselves caught in an increasingly rapid spiral of change. Over the last 15 years, new competitors, partners, technologies and virtual teams started to pop-up from everywhere, loyalty and job security became history, and organizational structure change a seasonal activity. With time, the manager’s daily focus became the reconciliation of short and long term objectives, and the capability to choose between managing efficiency and leading change. Questions began sprouting much faster than answers: How can an engineering driven company develop a market-based strategy? Why develop a strategy if environment and opportunities change faster than that strategy can be executed? How can opportunities be chased if resources are not available to address them rapidly? How can resources be built and opportunities pursued if the weight of matrix organizations crushes initiative?
With changes in our environment apparently threatening to over-take our capability to adapt, I felt the need to consult with academics. My question for them: how should one try to manage in such uncertain technological environments? I received as many answers as PhDs I listened to. Each field of study – Management, Economics, Marketing, Engineering, Innovation Management and Social Sciences (Industrial Relations and Leadership) – had its own view of the real world. Unfortunately, there is just no simple answer or magical formula for managing in high technology. The reality is as complex as the merging of all these fields of research.
Giving birth to this book, an integration of key technology man-agement concepts, became the only option left to generate answers to all these questions and understand the new business we were in: a business of developing leadership, learning together and dynamically managing resources. Based on these three poles (Leadership, Learning and Resources), this book proposes a simple model (the “Corporate
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Diamond”) to elucidate theinter-relationships between the concepts underlying the management of a department – or an entire corporation. These key technology management concepts are also explained in detail and illustrated with examples taken from the high tech industry. The chapters in this book follow a logical order, and can be assembled into five themes.
Chapters 1, 2 and 3 Developing high tech products and services Market, technology and competitive uncertainties Product development Market orientation
Chapter 4 Learning Learning teams and communities Collaboration, innovation and adaptation Total quality management (TQM) Information sharing and technologies Managing knowledge
Chapter 5 Resources Core competencies and technologies Human resources and social capital Alliances
Chapter 6 Leadership Evolution of structures, networks and virtual teams Incentives, rewards and leadership development Values, culture and vision Value creation Empowering leaders
Chapter 7 Summary: The Corporate Ship  and the Corporate Diamond Strategy The Corporation as a ship Ambidextrous leaders The Corporate Diamond of asset, product and service creation
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