Dietmar H Winzker

The Vital Entrepreneurial Learning Organization: A Corporate Mindset for Entrepreneurial Change Management

A globally competitive technology business environment requires a dual perspective for entrepreneurial change management to secure long-term and short-term vitality in mature organizations. Entrepreneurial organizations should shape the environment-organization relation and pursue entrepreneurial activities in new businesses and in existing businesses to integrate efficiency, innovation and adaptation. The presented concept of a vital entrepreneurial learning organization describes a systematic theoretical framework for firm-level entrepreneurship in dynamic environments. The theoretical constructs developed on theoretical exploration are: nine design elements of holistic intrapreneurship, three entrepreneurial tasks and process model, role model for the entrepreneurial organization, conceptual framework of the business environment, qualitative systems model for entrepreneurial change management, and five organizational learning elements. These theoretical building blocks provide new insights into the nature of holistic intrapreneurship.

Keys to innovation: System thinking, strategic alignment, technology focus

Innovation is crucial for any modern business, and especially so in a High-Technology environment. For a fastmoving, dynamic and exponentially changing world the demand on high-tech companies to initiate and implement breakthrough innovation for competitive positioning is increasing inexorably. The authors have considerable experience and research background in high-tech engineering companies as consultants, facilitators and academia and have researched the attributes required from different pertinent perspectives to enable breakthrough and sustainable innovation to take place. Innovation in terms of crucial elements for success is considered from the perspectives of Strategy-, System- and Technology Thinking. The Paper represents the results of appropriate research conducted over the last couple of years and suggests a management model to nurture innovation. The research methodology rests on personal research, literature studies and analysis and shows the interaction/influence of various subdimensions related to the three keys, or crucial elements of innovation. Judicious and effective Engineering & Technology Management is a pre-requisite for elevating Innovation practices, specifically the integration of System Thinking in the widest possible sense, Strategic Alignment of all aspects of the business and a sharp focus on the appropriate Technology to be utilized. Considering frequent quantum-jump changes in the global business environment due to (sometimes) revolutionary innovations by competitors create surprises and can lead to low-quality reactive responses. The results of the research lead to the development of an appropriate management methodology to pro-actively lead the way manage and enable effective innovation.

The leverage effect of holistic engineering and technology management to sustain a developing economy

High Technology Companies in Developing Countries are sometimes suspiciously viewed as ldquoexpensive endeavorsrdquo of doubtful benefit when these developing countries struggle with serious social problems such as poverty, unemployment and poor infrastructure. The argument being that the effort in high technology only benefits an elitist few and that the country has to put their resources to solving the social problems rather than dabble in high technology projects.

Qualified determinism in emergent-technology Complex Adaptive Systems

Organizations ranging from the Internet, to economies, to large global corporations, to rapidly changing technological ecosystems can be thought of as Complex Adaptive Systems (CAS). When viewed from the bottom-up CAS is often characterized by distributed control, connectivity, co-evolution, emergence, and unpredictability. When viewed from the top-down characteristics such as an implicit order, qualified determinism, and directional integrity emerge. There are advantages and a different management system required when CAS is viewed from the top-down. This paper will in particular elaborate a framework of “qualified determinism” that can be used in the management of an emergent-technology CAS.

Technology and Engineering Management in a fast changing world — Or “creating substance out of chaos”

This paper suggests a model on how we will be able to “create substance out of seeming chaos” in our quest to manage change in technology and engineering effectively? The authors introduce an integrated management model as a process which has withstood the test of practical application over the last decade, especially in an environment of equivocal change. The suggested methodology/model lends itself to understand and judiciously manipulate the dynamics of the high tech global business environment for sustained competitive advantage in a framework of an environment fraught with constant change. The management model recognizes and enables managers to address the many issues confronting them daily by giving a new strategic perspective with the help of sub-models. These sub-models form the anchors of Change Management whereby the fluid and complex situation can be managed reasonably, effectively, sustainably and hopefully, wisely, too. Limited results are provided for two case studies in an action research setting. It is the contention of this paper that a mature, analytical and intuitive management approach based on the integrated management model introduced will lead to an effective change management and management of change process in an environment of pervasive, enigmatic and paradigmatic change, when applied with in-sight, whole-sight and consistency.

System engineering management for high technology industries in developing countries

Summary form only given. The paper discusses the evolution and implementation of the system engineering process in the South African defense industry while subject to international sanctions. The paper describes the relatively fast evolution to maturity of a process with which the design and development, as well as the commissioning of complex weapon systems, had to be accomplished with very limited resources.

TQM in South African industry: a vehicle for global competitiveness

Summary form only given. The paper discusses the development of quality principles as practiced in the South African high-tech industry and is elucidated with suitable examples. Although there existed an intuitive notion for quality in a number of South African industries where safety was concerned or the consumer demanded it, the evolution of the high-tech industry in South Africa over the past 20 years can probably be seen as the main driver for industry-wide quality improvements. This quality consciousness included not just products and services but also looked at processes, systems, employees, customers and other stakeholders as well as management and leadership quality. This has resulted in constant striving for total quality management (TQM) principles since then, although the expression TQM may not have been generally used. Elements of TQM were introduced gradually and, as awareness for TQM continues to grow in the SA industry through the introduction of the South African Business Excellence Model (SABEM), this will lead to increased global competitiveness.

Leadership and management competencies for technology organizations in developing countries

Summary form only given. The development of appropriate personal and functional competencies is a critical factor in any organization. This paper discusses the development of leadership and management competencies for personnel in technology organizations and draws on the experience gained in the South African high-tech industry. South Africa had to follow an evolutionary, yet systematic approach if it wanted to effectively manage the development of a number of complex, high-tech engineering programs. The appropriate discharge of leadership and management competencies at all levels and in all areas of the organization in a multi-disciplinary high tech environment were identified as the most crucial characteristics for program success. The paper retraces the path taken which led to a conscious realization of the need to systematically identify, develop and internalize the crucial personal and functional competencies required for success. It further discusses the means that were used to achieve a high degree of personal acceptance, of internalization and a change in behavior of the individual as well as the company culture as reflected in its shared value system. This promoted multi-disciplinary team work, personal and technical integrity and resulted in a mature and professional approach to problem solving, negotiations and conflict resolution. The paper also briefly touches the technical manpower selection process, the mentorship/leadership roles of senior managers, the building of a learning company culture and the practical implementation in a real world scenario.