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	<title>Comments on: Two Bits On Technology Management</title>
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	<link>http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/</link>
	<description>practical ideas on innovation and technology management</description>
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		<title>By: Technology Management: A Brief Introduction &#124; KiteTail: innovation management for growth</title>
		<link>http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/comment-page-1/#comment-38662</link>
		<dc:creator>Technology Management: A Brief Introduction &#124; KiteTail: innovation management for growth</dc:creator>
		<pubDate>Wed, 09 Feb 2011 06:44:28 +0000</pubDate>
		<guid isPermaLink="false">http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/#comment-38662</guid>
		<description>[...] Two Bits on Technology Management [...]</description>
		<content:encoded><![CDATA[<p>[...] Two Bits on Technology Management [...]</p>
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		<title>By: &#187; Blog Archive Technology vs. Product Management &#124; KiteTail: innovation management for growth</title>
		<link>http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/comment-page-1/#comment-6001</link>
		<dc:creator>&#187; Blog Archive Technology vs. Product Management &#124; KiteTail: innovation management for growth</dc:creator>
		<pubDate>Tue, 09 Oct 2007 00:53:34 +0000</pubDate>
		<guid isPermaLink="false">http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/#comment-6001</guid>
		<description>[...] previously wrote about technology management, its definition and areas where a technology manager often struggles. In high-tech companies, especially startups, the technologist also plays the role of a product [...]</description>
		<content:encoded><![CDATA[<p>[...] previously wrote about technology management, its definition and areas where a technology manager often struggles. In high-tech companies, especially startups, the technologist also plays the role of a product [...]</p>
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		<title>By: binnur</title>
		<link>http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/comment-page-1/#comment-671</link>
		<dc:creator>binnur</dc:creator>
		<pubDate>Thu, 12 Apr 2007 18:00:50 +0000</pubDate>
		<guid isPermaLink="false">http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/#comment-671</guid>
		<description>Neha,

Thank you for stopping by and the pointer to your site. I plan to check it out.

--B</description>
		<content:encoded><![CDATA[<p>Neha,</p>
<p>Thank you for stopping by and the pointer to your site. I plan to check it out.</p>
<p>&#8211;B</p>
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	<item>
		<title>By: Neha</title>
		<link>http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/comment-page-1/#comment-669</link>
		<dc:creator>Neha</dc:creator>
		<pubDate>Thu, 12 Apr 2007 16:45:22 +0000</pubDate>
		<guid isPermaLink="false">http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/#comment-669</guid>
		<description>Good information regarding secrets of technology innovation strategies.What you is said is exactly correct. Well said about the strategies .My site has the essential information on innovation technology.For more information on this please visit &lt;a href=&quot;www.ovalideas.com&quot; rel=&quot;nofollow&quot;&gt;Innovation Technological&lt;/a&gt;</description>
		<content:encoded><![CDATA[<p>Good information regarding secrets of technology innovation strategies.What you is said is exactly correct. Well said about the strategies .My site has the essential information on innovation technology.For more information on this please visit <a href="www.ovalideas.com" rel="nofollow">Innovation Technological</a></p>
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		<title>By: binnur</title>
		<link>http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/comment-page-1/#comment-462</link>
		<dc:creator>binnur</dc:creator>
		<pubDate>Sat, 10 Mar 2007 20:48:51 +0000</pubDate>
		<guid isPermaLink="false">http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/#comment-462</guid>
		<description>Jerome, thank you for your thought provoking comment.

I certainly agree that searching for silver bullets is like looking for the holly grail: full of hope, disappointments with nothing to show after all the hype. However, &quot;what is a fad&quot; is also subjective: I am no fan of platform shoes, but the niche market seems to love them! Would you consider these management practices and ideas a fad: management by objective, knowledge management or innovation? Some certainly do... Management practices and theories are focused on improving the organizational effectiveness, management competencies and competitiveness. According to Darwin, corporate evolution is inevitable; thanks to globalization, the evolution is happening faster than firms can handle it. In many ways, most of these new management theories have valid concepts and ideas. However, the problem comes when people latch on to them without adequate understanding, without recognizing that the change must be managed, and not committing the resources required for the implementation: i.e. the silver bullet syndrome. The result: wasted effort, disappointed and cynical workforce and management, not to forget the loss of credibility of the leaders. So, the question is, should we be blaming the &quot;new religion&quot; or the &quot;prophets&quot; for not delivering the heavens, or us for not recognizing that evolution starts with understanding of self? At the same time, there are certainly few charlatan doctors and snake-oil salesmen that travel from a firm to a firm, and we certainly beware of those.  But with the proper process of vigilance to all new ideas we shall never be caught by their traps.

Thanks for stopping by!</description>
		<content:encoded><![CDATA[<p>Jerome, thank you for your thought provoking comment.</p>
<p>I certainly agree that searching for silver bullets is like looking for the holly grail: full of hope, disappointments with nothing to show after all the hype. However, &#8220;what is a fad&#8221; is also subjective: I am no fan of platform shoes, but the niche market seems to love them! Would you consider these management practices and ideas a fad: management by objective, knowledge management or innovation? Some certainly do&#8230; Management practices and theories are focused on improving the organizational effectiveness, management competencies and competitiveness. According to Darwin, corporate evolution is inevitable; thanks to globalization, the evolution is happening faster than firms can handle it. In many ways, most of these new management theories have valid concepts and ideas. However, the problem comes when people latch on to them without adequate understanding, without recognizing that the change must be managed, and not committing the resources required for the implementation: i.e. the silver bullet syndrome. The result: wasted effort, disappointed and cynical workforce and management, not to forget the loss of credibility of the leaders. So, the question is, should we be blaming the &#8220;new religion&#8221; or the &#8220;prophets&#8221; for not delivering the heavens, or us for not recognizing that evolution starts with understanding of self? At the same time, there are certainly few charlatan doctors and snake-oil salesmen that travel from a firm to a firm, and we certainly beware of those.  But with the proper process of vigilance to all new ideas we shall never be caught by their traps.</p>
<p>Thanks for stopping by!</p>
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		<title>By: Jerome Alexander</title>
		<link>http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/comment-page-1/#comment-458</link>
		<dc:creator>Jerome Alexander</dc:creator>
		<pubDate>Sat, 10 Mar 2007 18:16:08 +0000</pubDate>
		<guid isPermaLink="false">http://blog.kitetail.com/2007/02/22/two-bits-on-technology-management/#comment-458</guid>
		<description>When will they learn that all management fads have a limited life! There are no &quot;silver bullets&quot; and no substitutes for good smart work. Worse yet is when some consultant tries to evangelize the workforce into believing in some &quot;new religion&quot; replete with its own rituals, icons, and Bibles. It&#039;s all intended to convince the masses that their attitudes about pay cuts, grueling schedules and idiot managers are wrongminded. God forbid (the real one)that anyone ever gets on the wrong side of one of these &quot;prophets&quot; by having an original thought or by daring to question the doctrine. Remember the Spanish inquisition? What an insult to the intelligence of employees and good managers. 
Successful organizations innovate. They are honest with their workforce and respect divergent opinions. They do not need to use goofy gimmicks and play games with employees&#039; psyches.
In fact, there is really only one thing that all successful organizations have in common - they are successful. Excerpted from &quot;160 Degrees of Deviation: The Case for the Corporate Cynic.&quot;</description>
		<content:encoded><![CDATA[<p>When will they learn that all management fads have a limited life! There are no &#8220;silver bullets&#8221; and no substitutes for good smart work. Worse yet is when some consultant tries to evangelize the workforce into believing in some &#8220;new religion&#8221; replete with its own rituals, icons, and Bibles. It&#8217;s all intended to convince the masses that their attitudes about pay cuts, grueling schedules and idiot managers are wrongminded. God forbid (the real one)that anyone ever gets on the wrong side of one of these &#8220;prophets&#8221; by having an original thought or by daring to question the doctrine. Remember the Spanish inquisition? What an insult to the intelligence of employees and good managers.<br />
Successful organizations innovate. They are honest with their workforce and respect divergent opinions. They do not need to use goofy gimmicks and play games with employees&#8217; psyches.<br />
In fact, there is really only one thing that all successful organizations have in common &#8211; they are successful. Excerpted from &#8220;160 Degrees of Deviation: The Case for the Corporate Cynic.&#8221;</p>
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