This book, which is based on published research and illustrated by many examples drawn from industry practice, proposes two simple models for understanding the inter-relationships among the technology management concepts that underlie the management of a high tech organization. The "Corporate Ship" analogy illustrates the dynamic nature of strategy making, and the need to reconcile the pursuit of short-term opportunity with long-term objectives in turbulent high technology environments. The "Corporate Diamond" model uncovers the strong inter-relationships that exist between key concepts in technology leadership, learning, managing resources and developing successful new products and services.
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