Published by:
Harvard Business Publishing
Length: 11 pages
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Abstract
A hypothetical case illustrates managerial problems in a firm that has lost strategic control of technology and its competitive edge by becoming insulated from technological realities and by allowing important technological decisions to be made by lower-level management or technical people. The company redefines its focus and prescribes remedies in terms of R&D project selection, competitive product position, strategic performance, and a more disciplined approach to monitoring the progress of R&D projects.
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Abstract
A hypothetical case illustrates managerial problems in a firm that has lost strategic control of technology and its competitive edge by becoming insulated from technological realities and by allowing important technological decisions to be made by lower-level management or technical people. The company redefines its focus and prescribes remedies in terms of R&D project selection, competitive product position, strategic performance, and a more disciplined approach to monitoring the progress of R&D projects.