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战略思考既是宏观层次的“艺术”,也是长远成功的必备条件。目前 ,战略思考已和微观层面的生产计划管理和产品发展管理产生了直接的联系。生产计划管理和产品发展管理都是充分发挥创新和其他智力资产杠杆作用的途径。任何宏观或微观的方法本身都不具有充分应对今天高速增长的 ,以知识为基础的工业多变环境的作用。本文指出通过对企业传统价值链模型的改进和技术路标工具的应用 ,可以得到对适用于中等或大型技术主导型企业的“技术管理”战略和技术同盟的深入了解。本文中使用了 MATI项目中的分析工具和理论构建 ,MATI项目是由美国制造科学国家中心主办 ,各主要企业 ,大学以及有关政府机构共同合作 ,分析技术和相关组织过程的战略管理的项目。读者需要明确的是 MATI项目仍在进行之中 ,这些理论构建是建立在初始材料和过程扫描的基础之上的 ,而并非项目组的结论。
Strategic thinking is both an “art” at the macro level and a necessary condition for long-term success. At present, strategic thinking has had a direct connection with the production planning management and product development management at the micro level. Production planning management and product development management are all ways to give full play to the leverage of innovation and other intellectual assets. No macro or micro approach by itself has the role of adequately responding to the rapidly changing knowledge-based industrial environment that is changing today. This paper points out that through the improvement of the traditional value chain model and the application of technology roadmap tools, we can get a deep understanding of the “technology management” strategy and technology alliance applicable to medium or large technology-led enterprises. This article uses analytical tools and theoretical constructs from the MATI project, a project sponsored by the National Center for Manufacturing Science and the strategic management of major corporations, universities and government agencies working together to analyze technology and related organizational processes. The reader needs to be clear that the MATI project is still ongoing and that these theoretical constructs are based on initial material and process scans rather than the project team's conclusions.