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"Why don't technology managers want our analyses? And what can we do about it?" This was the title of the effort to contrast the perspectives of analysts and managers in a 2001 SCIP (Society of Competitive Intelligence Professionals) presentation. The issue struck a chord with both si...

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Bibliographic Details
Published in:Research technology management 2004-11, Vol.47 (6), p.16-19
Main Authors: Porter, Alan L., Yglesias, Elmer, Kongthon, Alisa, Courseault, Cherie, Newman, Nils C.
Format: Article
Language:English
Subjects:
Analysis
Analysts
Credibility
Decision making
Executives
Financial management
Guidelines
High tech industries
Industrial management
Information management
Information technology
Information technology workers
Knowledge
Management science
Managers
MANAGERS AT WORK
Product development
Production management
Professional relationships
Services
Systems engineering
Technology forecasting
Technology intelligence
Technology policy
User needs
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Summary:"Why don't technology managers want our analyses? And what can we do about it?" This was the title of the effort to contrast the perspectives of analysts and managers in a 2001 SCIP (Society of Competitive Intelligence Professionals) presentation. The issue struck a chord with both sides. Analysts feel frustrated that their hard work is under-appreciated; managers feel frustrated that they're not getting the information they want, when they need it. Empirical technology analyses can take many forms, including: competitive technological intelligence, and technology forecasting, foresight, roadmapping, and assessment. Such analyses can aid various technology managers and professionals, including CIOs, R managers, new product development managers, operations managers, IP managers, strategic planners, and the Executive Suite. Some ways for managers to improve this include: 1. know thy analysts, 2. get involved, 3. enhance the organizational climate, and 4. work together to build credibility.
ISSN:0895-6308
1930-0166
DOI:10.1080/08956308.2004.11671658