Hello

Check this book:

https://books.google.com.my/books?id=Nejqo642a4oC&pg=PA64&lpg=PA64&dq=formulating+technology+strategy+by+hi-tech+firms&source=bl&ots=O1buYn0adP&sig=UHiHgYyJeUUqhVZZwYXtLlKBnkQ&hl=en&sa=X&ei=gJX5VIGzJse5uATN6oGQCQ&ved=0CDkQ6AEwBA#v=onepage&q=formulating%20technology%20strategy%20by%20hi-tech%20firms&f=false

I am unaware of a formal technology strategy framework but Goldratt, Ptak and Schragenheim discuss technology issues in Necessary But Not Sufficient. North River Press Corp. 2000. In a business novel format similar to The Goal they describe the need to find value in technology that is translatable into a decisive competitive edge for the organization.  They describe the love of an ERP system by businesses but most businesses never realize the value of the ERP as a decisive competitive edge, they only achieve some minor cost savings. This is very similar to the MRP experiences in the 1970-80.  Many companies computerized their MRP explosions and netting and cut their calculations from a month between regenerations to overnight or weekend regenerations BUT most MRP implementers took years to realize this benefit. They still generated new schedules and net requirement, etc. once a month.  Similarly with ERP systems most implementers didn’t achieve the true benefits of the system as a decisive competitive edge only some minor cost saving.  I have listed sis technology questions below that should be answered before one purchases any new technology.  This definition is quoted from the TOCICO Dictionary, reference provided below the question.  You might also look at some of the strategy and tactics trees on this site tocico website and other publications available to nonmembers.  As a member there are over 500 videos and webinars discussing various aspects of manufacturing and services.  You might checkout the annotated bibliography of all presentations and webinars to determine if one meets your needs.

technology questions – A set of six questions used to evaluate the potential and impact of new technology:

1. What is the power of the new technology?

2. What current limitation or barrier does the new technology reduce or eliminate?

3. What usage rules, patterns and behaviors exist today that consider the limitation?

4. What rules, patterns and behaviors need to be changed to realize the benefits of the new technology?

5. What is the application of the new technology that will enable the above change without causing resistance?

6. How can the technology be used to build, capitalize and sustain the business?

Usage: The ideas stemming from answering the six technology questions can help focus development of the product‘s features and the marketing approach and help developers of the new technology reach a better understanding of the required match between the new technology and the way the user should use the technology.

Example: electronic book reader

1. The ability to store and display books in electronic format on a screen that is similar to the page format in a book, coupled with full navigation and the ability to download additional books. 

2. Two different limitations overcome by current book readers. One limitation is large space requirement for books at home. The second limitation is the difficulty of carrying a wide choice of books when traveling or in another location.

3. The current ―solutions‖ to the limitations are books in ―pocket‖ or paperback format that makes it easier to carry or store several books. The general limitations force a process of choosing books based on recommendations and then feeling compelled to finish reading even when the book is not particularly interesting.

4. The new rules are to purchase and store many books on the reader and carrying the reader with us any place we go. In some cases, one can download one or a few chapters to read prior to buying the electronic book.

5. The book reader itself should be very light, not easily breakable and fit easily into a briefcase. The price of the books should be low enough to be able to create a whole library. Reading should be possible even in bright sunlight.

6. The big problem, which still exists, is to get people to try it to overcome the resistance to reading from a screen. Making the book reader itself very affordable, thereby making it possible for more people to try it, is a move that might be worthwhile. Of course, managing a fast growing inventory of books in electronic format is a must.

 Cox III, James F., Lynn H. Boyd, Timothy T. Sullivan, Richard A. Reid, and Brad Cartier, 2012, The Theory of Constraints International Certification Organization Dictionary, Second Edition, page 118-9, URL = http://www.tocico.org/?page=dictionary

Dear Professor Cox, Thanks for your reply. This covers only limited aspects of technology strategy framework. I am looking forward to a roadmap for development, acquisition, adoption, implementation, innovation, exploiting and phasing out technology to remain competitive.  It is not just IT alone, it covers product, process, service, manufacturing and information technologies.  Thanks once again.

The technology questions focus on the exploitation step primarily.  Theory of constraints defines technology broadly as you do in include new strategic management philosophies to include the retail, project management, manufacturing, make to availability, etc. philosophies..  The strategy and tactics tree provides more of a framework encompassing your other functions. I have provided a definition below:

strategy and tactics tree (S&T tree) – 1. A thinking process (a logic tree) to define and communicate all the necessary and sufficient changes required to synchronize actions for the achievement of any ambitious target (or achieve more goal units), as well as the implementation sequence (from left to right and bottom to top). 2. A hierarchical framework guiding the processes required to cause holistic planned changes in an organization to convert it to an ever-flourishing organization by focusing on the questions of what to change, what to change to and how to cause the change, with emphasis on the third question.

Usage: The S&T tree can be built using the thinking processes or by using the plus-plus buy-in process. The S&T tree is the organizer of all the knowledge gained by analyzing an organization using the other thinking processes. The logical structure of the S&T tree guides organizational focus – starting from the highest objective, the S&T tree logically derives which actions must be taken in which order at all levels of the organization. An S&T tree provides the roadmap to build, capitalize, and sustain a decisive competitive edge. The S&T tree provides not only the necessary and sufficient conditions for achieving the strategy but also defines the specific changes in focus, measurements, processes, policies and behaviors required at each level and in each function of the organization.

Example: The diagram below provides the general framework of an S&T tree. The level 1 (L1) strategy defines the change in measures and focus that must occur for the CEO. The L1 tactic defines the change in modes of behavior and rules for the CEO. Level 2 strategies and tactics address the same issues for VPs and directors. Level 3 strategies and tactics are for functional managers and Level 4 strategies and tactics are for employees. S&T trees may contain a Level 5 which provides more details on sequencing and actions.

(I could not paste a figure of the S&T tree here).  You might go to the harmony website and view several examples:

https://www.harmonytoc.com/What-Is-TOC-Strategy-and-Tactic-Trees 

There are a number of papers on this site written by Dr. Eli Goldratt and Dr. Alan Barnard on the structure and purposes of the S&T tree that you might review. Several S&T trees exist both generic and customized to cover all aspects of organization change and management.   Dr. Barnard's (Developer of Harmony) contact information is on the website.  You might contact him directly as he has developed many S&Ts for various new technologies. 

Cox III, James F., Lynn H. Boyd, Timothy T. Sullivan, Richard A. Reid, and Brad Cartier, 2012, The Theory of Constraints International Certification Organization Dictionary, Second Edition, page 118-9, URL = http://www.tocico.org/?page=dictionary

The Technology Roadmap provides guidance to this issue. The following article contents a case study regarding these specific fields.

Sungjoo Lee Sungryong Kang Euisuk Park Yongtae Park, (2008),"Applying technology road-maps in project selection and planning", International Journal of Quality & Reliability Management, Vol. 25 Iss 1 pp. 39 - 51

Many Thanks Gustavo.

Zafar,

Mc Grath's "Product Strategy for High-Technology Companies," somewhat dated, but it may still be of help to you.

ISBN: 0-07-136246-0  McGrath, Michael, E. (2001) 2nd Ed.

Best of luck with your research.

Cheers,

Rich

Many thanks Rich,

@Zafar Husain

As you know there are three levels for strategy building in a firm: 

- Corporate Strategy

- Business unit Strategy

- Functional Strategy

Technology is an important part of each firm that needs to match with these three levels. The best place to establish technology strategies is a level of between business and functional levels. Furthermore making strategies for technology is crucial because of multi-interactions with R&D, resources and market needs. To achieve this goal a technology road-map is needed. It will help us to build appropriate strategies and use it in an proper manner.

For more sense on a practical technology road-map read the following book in my publications.

Regards,

Majid

Book Creation of Technology Road-Map, A strategic approach to change