The Main Contemporary Issue Faced by Manager with the Expansion of Technology

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The Main Contemporary Issue faced by Manager with the expansion of Technology

Introduction

In many industries, superior technology integration - the approach used to choose and refine the technologies employed in a new product, process, or service - is the key to achieving superior productivity and speed, and superior products. Access to great research is still immensely important, but if a company selects technologies that don't work well together, it can end up with a product that is hard to manufacture, is late getting to market, and does not fulfill its envisioned purpose.

Technology integration has become much more important - and challenging - for obvious reasons. The number of technologies from which companies can choose
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These developments, along with many others, are changing the nature of management. A networked company is a different kind of company, but most managers do not yet appreciate the difference.
Even the special edition of the HBR shows a strange lag in perception. It lists scores of its 'influential' articles and 'classics'. Most have no direct, and little indirect, connection with IT. The exceptions include, in the early mainframe era, 'managing to manage the computer', an understandable concern in 1996. In 1974, the horizons had expanded: now readers were told about 'managing the four stages of EDP growth'.
That must have failed. In 1979, the 'crisis in data-processing' needed to be tackled. Five years later, the frontiers of the Brave New World were at last crossed. The problems of managing the machines receded into the past as managers were told that IT 'changes the way you compete.' So it does. Then why have so few 'influential classics' covered IT's revolutionary impact since 1984? Has even Harvard run behind the pace of the revolution, and the realities of what we call 'Silicon Management'?
Merely to stay in business, IT companies, in Silicon Valley and elsewhere, have been forced to take the lead in developing brand-new managerial concepts. As Business Week enthused: 'With their flatter, more democratic organisations, giant talent pools, enormous web of interlocking relationships among companies, super speed and can-do
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