George M. Scott

Strategic Planning for High-Tech Product Development

A three-questionnaire DELPHI management issues study of technology management problems identifies the top 24 technology management problems of advanced-technology product companies. These problems are ranked in order of importance. Strategic planning for technology products is found to be the dominant problem. A striking theme of the findings is the extent to which several of the twenty four issues are related to this dominant problem. Arguably, not only is strategic planning the top technology management problem of product development in high-tech companies but it is also the cornerstone problem. Dealing effectively with this top problem will require attention to aspects of several others of the management problems. This article first examines the area of strategic planning in advanced-technology product development. It then summarizes the DELPHI studys findings and explores the central role among these findings of strategic planning for technology products. The next 10 problems in importance then are examined in the context of their relationship to the top issue of strategic planning for technology products.

Strategic planning for technology products

A DELPHI Questionnaire study was completed that evaluates the relative importance of management of technology (MOT) problems and ranks 24 problems in order of importance, as perceived by MOT expert participants in industry and academia. The problem of ‘Strategic Planning for Technology Products’ ranked well above all others in terms of its evaluated importance. A follow-up DELPHI study was completed to clarify the nature and dimensions of the top problem. This second study identifies the 21 top ranked sub-problems within the Strategic Planning for Technology Products general problem and ranks these sub-problems in order of importance. The two most important of these sub-problems are ‘Linking Technology Strategic Planning to Corporate Strategic Planning’, and ‘Linking R&D Strategic Planning to Business Unit Product Development Planning’. Seen as closely related, these two problems are discussed in this article as ‘the linkage problem’. The 11 highest ranked problems of this second study are considered individually in this article. This follow-up study has important implications for both academic researchers and company managers. For researchers the results suggest specific avenues of research that can fruitfully be followed. For technology managers as well as corporate managers the study offers strong indications of areas where company planning performance may be weak, as well as steps that can be taken to deal with any planning weaknesses perceived.

The new age of new product development: are we there yet?

A three-questionnaire DELPHI issues study identifies and ranks in importance the top twenty-four management of technology (MOT) issues (unresolved problems) in new product development involving advanced technologies. The study was conducted because of a dearth of studies evaluating the relative importance of MOT problems that are shared across advanced-technology industries. The study relates each of the top ten MOT issues to the ‘new product development paradigm’ to help explain the importance of each issue. Discussion of participants’ comments provides insights into their concerns about each issue. Strategic Planning for Technology Products was identified as the top priority issue, but European and USA participants did not fully agree on the importance of several issues. The findings aid in identifying priority new product development research projects, and show R&D managers the extent to which specific MOT issues are of general concern among companies.

Management issues of internet/web systems

Both rapid development and the ways they are used make managing Internet/Web systems different from managing traditional computer systems. Understanding the differences is important for developing and managing these systems.

Internet/Web systems development: what can be learned from hi-tech new product strategic planning

A DELPHI questionnaire study of the management problems of Internet/Web systems development was completed in 2001 and its results have been reported in the literature. The most important problems collectively consist of a cluster of problems involving Internet strategic planning and other strategy-related problems. This cluster includes 4 of the first 5 problems and a total of 7 of the top 16. Other recent research studies have reached similar conclusions about the high importance of strategy considerations in the field of high-tech product development, where strategic planning for new product development was found to be the top problem. High-tech product development occurs in a different operating (and usually mutually exclusive) environment from that of Internet/Web systems (Web systems) development in that the former involves R&D, engineering, and production activities and produces a (usually) physical product suited for the marketplace, whereas Web systems development creates systems for internal use by the developing company, using analysis and development tools and methodologies that differ significantly from those of traditional IT systems development. However, the new-product development activities and Web systems development activities also have a great deal in common: each takes place in a highly uncertain, rapidly changing, complex, advanced-technology environment that is difficult for other managers to understand and properly consider during the strategy planning processes. A large body of knowledge has emerged about strategic planning and management of new-product development, but no such body of knowledge has yet emerged with respect to Web systems development strategic planning activities. This article is directed to strategic planning management knowledge transfer from the high-tech product development arena to the field of Web systems development. The article first describes, and then compares the processes of both activities. Then considered is how high-tech product development planning and management practices can be used for Web systems development.

Managing the new-technology cycle from R&D to product introduction: a framework and overall technology strategy

Concern is shown that the multiple dimensions of new-technology product development are not managed in a coordinated manner across the entire product development cycle. The complexity of doing this is likened to managing the wave patterns of an ocean. A phase model framework is presented that shows five phases of technology and high-tech product development activities, the interrelationships among these activities, and the need to integrate and coordinate these activities. An overall technology management strategy for the entire cycle is presented that consists of a set of seventeen component strategies, in five groups. This overall technology management strategy is believed to help integrate the technology and high-tech product development cycle activities and to provide focus for competing on the basis of technology.<<ETX>>