trends in technology management in uk

UNITED KINGDOM :TRENDS IN

TECHNOLOGY MANAGEMENT

INTRODUCTION

• UK/United Kingdom = Great Britain + Northern Ireland

• UK is a developed country

• The UK-led Industrial Revolution transformed the country and fuelled the growing British Empire.

Introduction Contd.

• Extensive use of ICTs (Information & Communication Technologies).

• Also thoughtful policies & effective implementation of national economic development policies that integrate economic, social, and technological strategies are essential to compete effectively.

Introduction Contd.

• Growing urgency for to incorporate ICT into economic policies

• ICT has clearly become an important part of national strategy

• World’s largest economies, within a specific tier, share similar sets of political, economic, social & technological attributes, & can be categorized into three tiers based on the extent of ICT deployment:

Introduction Contd.

• Established Leaders (or Tier 1 countries)

• Rapid Adopters (or Tier 2 countries)

• Late Entrants (or Tier 3 countries)

Introduction Contd.

MANAGEMENT OF CHANGING TRENDS OF

TECHNOLOGY• Changes come more rapidly • establish an operating organization • examine how Responsive Organizational Dynamism

corresponds to theories in organizational change • Burke (2002) states that most organizational change is

evolutionary• he defines two distinct types of change: planned versus

unplanned, & revolutionary versus evolutionary.• Burke also suggests that the external environmental

changes are more rapid today & that most organizations "are playing catch up."

Management of Changing trends of technology contd.

• Many rapid changes to the external environment can be attributed to emerging technologies, which have accelerated the divide between what an organization does and what it needs to do to remain competitive. This is the situation that creates the need for Responsive Organizational Dynamism (ROD).

Management of Changing trends of technology contd.

• ROD supports the eventual establishment of an operating organization that can deal with unplanned and evolutionary change on an ongoing basis

• most organizational change is not successful in providing its intended outcomes because of cultural lock-in

• Cultural lock-in is defined by Foster and Kaplan (2001) as an organization's inability to change its corporate culture even when there are clear market threats.

Management of Changing trends of technology contd.

• To best show the relationship of Responsive Organizational Dynamism to organizational change theory, Burke has given six major points in assisting change in organizations:

Management of Changing trends of technology contd.

1. Understanding the external environment

2. Evaluation of the inside of the organization

3. Readiness of the organization

4. Cultural change as inevitable

5. Making the case for change

6. Sustaining change

PRIORITISATION AND POLICY IMPLICATIONS FOR 2007-2017

● Accepting that new technological knowledge, whether acquired from abroad or produced by domestic R&D, has major positive externalities provides a reason to encourage technological advance with public funds.

● Accepting that technology changes endogenously provides a reason why present comparative advantage need not be accepted as immutable; it can be changed by public policy as well as by the activities of private agents.

Prioritization & policy implications for 2007-2017

● Accepting that technological change is highly dependent on local contexts implies that the best policies are context-specific rather than being the same for all countries at all times.

● Accepting the conclusion that there is no unique optimum allocation of resources…has important consequences for how we view economic policy in the area of growth and technological change…Policy with respect to these matters must be based on a mixture of theory, measurement and subjective judgment (from Lipsey).

Prioritization & policy implications for 2007-2017

• differentiate technologies of apparent worldwide importance

• differentiating between those which affect one or a few companies from those affecting whole industries and infrastructures

Prioritization & policy implications for 2007-2017

• technologies can be judged in terms of their likely:

1. Scale and scope

2. Temporal characteristics

3. Controls available

HOW CAN WE BETTER ENGAGE IN TECHNOLOGY PRIORITIZATION?

• factors affecting the introduction of new technologies

• we can use resources and levers of governance • encourage and nurture early adopters • Prioritizing will always be a process of bringing

together a careful analysis of capabilities with an awareness of what is desirable

• Any ten-year planning period is one in which existing trends can be fostered, the seeds of future developments planted, and dreams encouraged

ENVIRONMENTAL CONCERNS

• finite source of cheap, dirty energy

• will probably have no economically recoverable deposits of oil and gas left by 2050

• we must use a multi-pronged approach, including innovation in technology and fundamental changes in our daily actions

• we must undergo a global transformation

THANK YOU ALL FORHEARING ME PATIENTLY

ANY QUESTIONS!

Presentation completed by:

• Shilpi Jain