Research Paper On Mecaplast

The original business strategy, which is still not fully implemented or thought out, is still intact and being somewhat utilized. Part of getting from where we are now to where we want to go, is to put together a comprehensive business and growth strategy plan that, brings about the most results. The original business strategy resembled that of a small business that had the most growth with the least risk. With little risk also means little or no technology. The company has changed, the competition is more intense and the economy is weakened. A new strategy that aligns with technology is essential in order to be successful. As business and technology have become increasingly intertwined, the strategic alignment of the two has emerged as a major corporate issue. With the emergence of IT from the back room to the forefront of business brings the alignment issue under the spotlight like never before. And as

The second objective is to find disruptive innovations that threaten the product roadmap and which, ideally, can be incorporated into corporate strategy to yield a competitive advantage [3].

Competition in the technology industry has been on the rise due to inventions made in the field. Technology is one of the greatest inventions in recent times as a result of increased application in various parts of the economy. Competition in the field has made it necessary for firms to adopt strategic plans in the process. Strategic plans play the vital role of guiding firms on ways to overcome competition (Saebi, & Foss, 2015). A good competitive strategy acts as a guide for a company to identify competitors and future opportunities.

Technology management (TM) for companies is about sustaining and improving a company’s competitiveness in the long-term; being able to think out-side-the-box of what will be the new best thing before its competitor. There are three main aspects that fall underneath the umbrella of TM, leadership, motivation of employees, and last appropriate management technology. A company’s goal of what they have in mind for TM is to create a synergy among all factors (i.e. research, development, planning, engineering, machines, software, productions, and communications) to make them countersink together

Technology Strategies for New Product Development Rationalist approaches to technology strategy, such as that of Porter,1 view technological innovation as a relatively unproblematic aspect of corporate strategy. This article will attempt to show that the development of new products by a rm is a more complex, dynamic and uncertain activity than this, dependent for success on organizational as well as technological factors. It will be argued that strategies for technological innovation are, by implication, risk management systems. Here we are referring to the introduction of some means of control over the cost and direction of new technologies,

Organizations must carefully invest in changing technologies to earn a profit. It is hard to estimate the technical success of a product and its market success. It is necessary that organizations recognize opportunities and threats, and generate moves that can facilitate successful commercialization. It is impossible to predict what will happen next in the market, so organizations must carefully invest and should be prepared for both the positive and negative outcomes as well as some surprises. To foresee the future and manage uncertainty organizations follow certain frameworks like following trends, relying on an expert’s opinion, conducting industrial analysis, searching for analogies from the past and constructing scenarios. All these frameworks rely on the past patterns and the present market conditions to analyze the future, but its certain that past does not fully reproduce itself in the future. These frameworks also help us to compare the events in the past to the events in future

Today’s market demands organizations to have a strategic plan. The purpose of the strategic plan describes where the organization wants their organization to go. A strategic plan is a document used to communicate goals, and the actions needed to achieve those goals. In order to remain competitive every organization needs to innovate to stay ahead of the competition. They need to develop new products and services with increasing frequency. The design of these new products and services must meet, or exceed, customer expectations and at the same time, they must generate an acceptable financial return for the organization. However, any business that does not realize the importance of developing new products will not last very long as a consequence

When organizations are developing for the future, one of the ways to make a business successful is to build a glide path that will pave the way for effective objectives

This course for juniors and seniors explores firm strategies related to innovation and technological change. We focus on how the success of technological innovations—new products, processes, and services—depends on the firm’s business model. Other key topics include intellectual property rights and the management of technological uncertainty through organizational arrangements such as corporate venturing, spinoffs, and alliances.

Given that the development of new systems can be fraught with problems and delays, there are many factors that drive organisations to develop new systems. The most important drives come directly from the companies needs and are often not related to technology, but however to technological solutions, these include:

Now a day’s technology can be easily accessible than the decade ago by the vendor’s as well as the expectations on the organization is increasing more than the previous years. As a result CIO has to work hard and think innovatively to meet their expectations and the organization’s growth. Therefore, CIO has to concentrate more on the strategy to develop the technology.

A 2011 article from MIT Technology Review, "Four Principles for Crafting Your Innovation Strategy” (by Paul B. Carroll and Chunka Mui),

Innovation models are very important as these plays a major part in the growth of technology plan.

An emergence roadmapping process is crucial to managers and policy makers taken decisions about which technologies it should be or it should not be developed, despite the uncertain trends of the market.

Within this framework, TCM has to be extended to include the whole business strategy. It can no longer be limited only to product strategies. In Toyota for example, management has to think about how to deal with TCM in the fourth technology center. This is what we mean by TCM for strategic technology management. While deciding about the use of core technology for a particular product, the implication on profitability of the product, and other products which can benefit from the same technology must also be estimated. In the case of investment decision for a particular product, the evaluation should