New Technology exploitation is a process described as the process of using new scientific and technological developments to make products better. It is a process by which new ideas are converted into a technological platform. This process is iterative by this nature, and it requires a system of management tools to accomplish it. On the other hand, the idea of managing technological change is highly dependent on the process of exploiting new technology. Managing technological change involves altering your products to meet the new technological change. While these two terms may seem different, their actual meaning and intention are the same as they aim at ensuring an organization’s product is compatible with the new technology. This paper shows how these two processes are similar by comparing their various defining aspects.
First, by definition, these two technological phrases mean the same thing. New Technological exploitation involves the process of converting ideas into new technological products (Bigwood, 2004). On the other hand, managing technology is defined as the process of making an organization’s products compatible with the new technology. By making a commodity compatible with the new technology, an organization is exploiting the new technology. Similarly, exploiting new technology is the process of ensuring that an organization is on the latest technology (Konlechner, Müller, & Güttel, 2018). Hence by looking at these two definitions, it is evident that the NTE process is similar to managing technological change.
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NTE process can fail if the new technology is not achievable in an organization and so can managing technological change. For instance, a sophisticated technological idea could merge, and the organization rushes to actualize it. In the process of adopting this new technology, the organization realizes that there are not enough resources to meet the new technology (Bigwood, 2004). This scenario is defined as a failed NTE process. Similarly, managing technological change could fail if an organization does not meet the standards of the new technology (Konlechner et al. 2018). Since both NTE and managing technological change can fail, then they are similar in this way.
Both NTE and managing technological change involve complicated plans that ensure the projects run within a specified time. In NTE, the process involves a series of processes that are guarded by a plan (Bigwood, 2004). This plan ensures that the project runs within the stipulated time, failure to which the project is reconsidered. Similarly, in managing technological changes, a set of processes is used, and these processes are managed by a plan that, just like in NTE, ensures that the processes do not last forever (Konlechner et al. 2018). By having their virtue of having a plan to guide the whole process, the NTE and managing technological changes are similar.
In both the NTE and managing technological change, a pilot program is used to gauge the chances of the new design having success in the organization. For the case of managing technological change, the pilot operation is implemented in a small section of the organization. After achieving success, the program is then transferred to the other sections of the organization (Konlechner et al. 2018). Similarly, NTE, as the probability of achieving success reduces with every iteration, there is a need for having test program\m that will prevent the organization from incurring losses (Bigwood, 2004). Models are used to determine the chances that a commodity will be successful, after which the prototype is generated. By this virtue, managing technological change and NTE are similar.
In conclusion, managing technological change and the New Technological exploitation process is similar in many aspects. First, by definition and functionality, these two processes show similarity. Failure could happen in the two processes, which makes them similar. Both the NTE and managing technological change are guided by a plan that ensures they are implemented within a given timeline. Finally, these two processes involve a pilot program that ensures the whole process does not lead to losses in an organization.
References
Bigwood, M. P. (2004). Managing the new technology exploitation process. Research- Technology Management , 47 (6), 38-42.
Konlechner, S., Müller, B., & Güttel, W. H. (2018). A dynamic capabilities perspective on managing technological change: A review, framework and research agenda. International Journal of Technology Management , 76 (3-4), 188-213.
