MANAGING THE INFORMATION TECHNOLOGY RESOURCE LUFTMAN PDF

Download Now Emerging technologies such as the Internet and biotechnology have the potential to create new industries and transform existing ones. Incumbent firms, despite their superior resources, often lose out to smaller rivals in developing emerging technologies. Why do these incumbents have so much difficulty with disruptive technologies? How can they anticipate and overcome their handicaps? This pioneering industry-academic partnership, established in , is one of the longest and broadest initiatives on the management of emerging technologies.

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Download Now Emerging technologies such as the Internet and biotechnology have the potential to create new industries and transform existing ones. Incumbent firms, despite their superior resources, often lose out to smaller rivals in developing emerging technologies. Why do these incumbents have so much difficulty with disruptive technologies? How can they anticipate and overcome their handicaps? This pioneering industry-academic partnership, established in , is one of the longest and broadest initiatives on the management of emerging technologies.

For the first time, this book distills the insights from the program into a single volume for managers, covering a wide range of issues related to the successful management of emerging technologies. The editors contend that managing emerging technologies represents a "different game," requiring a different set of management skills, frameworks, and strategies than those used by established firms to manage existing technologies. In this book, experts from diverse fields examine key issues such as: Common pitfalls and potential solutions for incumbent firms in managing emerging technologies Strategies for assessing the potential of new markets and designing technologies to take advantage of market "lumpiness" The need for scenario planning and "disciplined imagination" to develop strategies under uncertainty The limits of patents in protecting gains from technology, and the use of lead time and other strategies The power of innovative financial strategies and the use of real options in making investments Using alliances and new organizational forms Developing a "customized workplace" Wharton on Managing Emerging Technologies represents a powerful survival kit for managers "dropped behind the lines" of these new technologies.

The authors provide a comprehensive set of tools and insights that will help you understand the new challenges and develop effective strategies to succeed at this different game.

We have a critical need for better road maps for managing our way through this new terrain. This book offers critical insights and useful new models for thinking through these challenges. The authors prove, once again, the power of research to yield deep insight into tough business problems. Eisenhardt, Professor of Strategy and Organization, Stanford University and coauthor, Competing on the Edge: Strategy As Structured Chaos "Wharton on Managing Emerging Technologies offers valuable insight for large established companies seeking growth in a dynamic market of rapid technological advancement.

The entertaining cases and thoughtful analyses help managers create strategies, select options, and organize to successfully manage the interface between imagination and knowledge.

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Managing the Information Technology Resource: Leadership in the Information Age

Originally written as a graduate or advanced undergraduate level textbook, if you update several of the excellent but turn of the century examples, even now the book provides good baseline reading to the subject of IT management. The chapter on IT processes, even though it was written before the new versions of Cobit and ITIL, provides a good overview on the variety of ways IT activities may be grouped into processes from 9 processes to over 70 processes and I would definitely recommend reading it before plunging into any IT management framework. I would also recommend reading chapter 13 Measuring, Reporting and Controlling which includes some very practical and very sound advice on Service Level Agreements SLAs. Chapter 9 Human Resource Considerations is well researched and covers interesting ground, even though I feel the ethics of IT deserves a chapter to itself and chapter 10 Management of Change was a careful, well developed chapter.

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