According to Ronald Compton, the renowned CEO of Aetna Life and casualty, a $590 billion US insurance giant and a highly successful example of organization reengineering, "Technology is never really a problem. The problem is how to use it". In other words, military decision makers will have to be more deliberate and methodical than hither to fore in their approach to induction and absorption of technology into the armed forces. The other critical areas in technology management is the 'Make or Buy' decisions. The delays and cost overruns in the Main Battle Tank and Light combat Aircraft projects for Army and the Air force respectively, and possible adverse impact on our force capability are some of the glaring examples of our lop sided approach in these areas. We therefore need to address this problem urgently and focus on developing very high skills and institutionalized structures for environment and technology force casting, coordination between all agencies, synergy of efforts and training of personnel.
Technology management or management of technology (MOT) can be viewed from many different perspectives since the word technology itself is subject to various interpretations. However, the author of this editorial approaches the topics from different experiences that are associated with different environments and backgrounds. It is hoped that this editorial will present the many facets of technology management. The two words of management and technology not only carry the burden of many different meanings, but also present additional sophistication due the anthropological diversity. To many, MOT means managing engineering and technology. To others, MOT indicates managing knowledge and information, managing research and development, managing manufacture and operation, managing the activities of engineers and scientists or managing the functional activities without concern for the total of activities that encompass the business concepts to commercialization process. According to Gaynor (1996), these interrelated activities must be integrated into a technology system. MOT means not only managing the system, but also managing the pieces, which involves integrating the “pieces” into an acceptable “whole” by focusing attention on the interdependence of the pieces. However, these elaborations are only part of the process of MOT by this editorial.
According to the 1987 workshop report of National Research Council (NRC) of USA, “Management of Technology” is the hidden competitive advantage bridging “the knowledge and practice gap” between science, engineering and business management (Khalil, 2001). Management of Technology (MOT) as a field links “engineering, science, and management disciplines to plan, develop, implement technological capabilities to shape and accomplish the strategic and operational objectives of an organisation.” The NRC report summarises important contributions to industry that management of technology knowledge can make as follows:-
How to integrate technology into the overall strategic objectives of organization
How to get into and out of technologies faster and more efficiently
How to assess/evaluate technology more efficiently
How best to accomplish technology transfer
How to manage large, complex and interdisciplinary or inter-organisational projects/systems
How to leverage to effectiveness of technical professionals.