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The purpose of this paper is to describe an approach to information technology (IT) strategic planning for libraries and institutions of higher education.

The “why, what, and how” of IT strategic planning for libraries is explained, to show the efficacy and value of long‐term IT planning and budgeting. The organization, design, processes, templates, and methodologies of IT strategic planning practices that have been proven and constantly refined through projects with academic, public, and national libraries are described.

Principles described for IT strategic planning as a team‐based enterprise learning process apply as well to the design and conduct of major IT procurements, where the organization also seeks best value IT outcomes for the long term. The approach is scalable with respect to the human resources and time required (e.g. three months, six months); the design and steps of the process; the methodologies employed; and the number, design, format, components, and contents of internal working documents and the published report(s).

IT strategic planning educates the institution about choices and consequences, decides on technology priorities and investments, makes informed decisions with confidence, and delivers consensus‐based outcomes and stakeholders' buy‐in.

The purpose of this paper is to help firms establish successful technology planning processes in the context of open innovation.

Although some pioneering firms realise enormous benefits from outward technology transfer, many others experience major difficulties in managing external technology exploitation. To overcome these managerial challenges, firms need to establish strategic technology planning processes, which takes into account the increasing importance of external technology commercialisation. Therefore, this paper conceptually explores strategic technology planning in open innovation systems.

After detailing the characteristics of external technology exploitation, two instruments that may help firms incorporate external technology exploitation in strategic technology planning are developed. First, the concept of product‐technology roadmaps is extended to include external technology exploitation. Second, the functional market concept is transferred from the level of product markets to the level of technology markets.

In many industries, external technology commercialisation is critical to gain and sustain a competitive advantage. Opening up strategic technology planning therefore contributes to firm performance in a knowledge‐based economy. As a result, this paper has major implications for research into strategic planning, technology management and open innovation.

The successful placing of long‐range technology planning decisions in the context of overall corporate strategic planning requires a mechanism for synthesizing R&D strategy and business strategy. This article argues that formalized technology forecasting has an important operational role to play in achieving the synthesis. Descriptive guidelines for an integrative framework are developed on the basis of a literature review and the author′s technology forecasting work which has been conducted to help devise long‐term research strategy in the offshore industry. Several factors are discussed which are considered to have an important integrative role. Technology forecasting is discussed with respect to these factors and the influence they have on the planning process.

Under such circumstances, how to assign the highest priority for future products which will create the greatest value will be the key success factor for a product planning model. The purpose of this study is to construct an improved planning model for new products based on the theoretical structures of technology roadmaps and patent analysis.

This study takes the perspective of a product planning strategy, using technology roadmap developed by Institute of Manufacturing Technology of the University of Cambridge, combining with scenario planning and patent analysis. The main body of the proposed model is the technology roadmap of the product. Through patent analysis, the technology roadmap was integrated into the hierarchical execution of product planning to improve the disadvantages of the original technology roadmap and thereby clarify the content of the implemented procedure. With the planning of digital home products in a large household appliance manufacturer in China as a case study, the feasibility of the proposed model was verified.

The improved planning model for new products comprised five planning phases: market scenario planning, product feature analysis, technological development analysis, patent combination analysis, and resource allocation. A matrix corresponding to product planning was established. The case study is to find out the developing trends in next‐generation product features in six different scenarios of digital home for M, a home appliance manufacturer. There are five steps of the product planning model. The product planning model provides enterprises with integrated information from market demand, technology as well as patents. At the same time, it is easy to maintain and reproduce. The authors expect the model to make a contribution to practical product planning.

This model should become an essential prediction tool for enterprises developing new products and can assist in decision‐making and strategic implementation.

Business plan writing seems the panacea to gain stakeholder legitimacy and financial backing. Our chapter explores the contributions and disconnections between business plan writing and the start-up process for incubated technology entrepreneurs. The study is set in the South East Enterprise Platform Programme (SEEPP), an incubator programme for technology graduate entrepreneurs in the South East of Ireland. Using a purposive sample of technology entrepreneurs in start-up mode, we took a qualitative approach consisting of content analysis of 40 business plans and in-depth interviews with 25 technology entrepreneurs. Our research found that writing a detailed business plan constrains the technology entrepreneur’s natural penchant for action, compelling them to focus on business plan writing rather than enactment. Technology entrepreneurs favour a market-led rather than funding-led operational level document to plan, and learn from, near-term activities using milestones.

The rapid technological change of recent years has played a major role in changing the structure of established industries as well as creating new industries. It has elevated the management of technology into the arena of strategic issues. This paper reviews the work of authors who argue that technology management must be given a strategic role in the firm. It does not take issue with the general tenor of their views; but, it counsels caution on the grounds that a focus on technology supply may lead to a product orientation which subverts the influence of customer considerations in strategy making. The author argues for an approach to the strategic management of technology that integrates the technology supply and technology demand perspectives. Descriptive guidelines are developed for an integrative framework by means of which technology strategy can be formulated.

The objective of this paper is to explore, describe, and explicate the processes which are related to the strategic planning for technology management, and to provide beneficial suggestions for China's high technology enterprises to promote technology management capability.

In this paper, a model for strategic planning for management of technology is developed, which is expected to be used to provide effective processes of articulating strategic planning. The model involves several key points including defining the current situations of technology management, determining the objectives of managing technology, and designing the approaches for the promotion of technology management capability. Capability maturity model (CMM) and fitness landscape theory are applied in this model to construct useful analysis tools. The model is used to make the strategic planning for management of technology of China's high technology enterprises. A survey of 43 high technology companies in China is conducted. Technology management maturity model (TMMM) is employed to assess the technology management maturity level, and fitness landscape of technology management is developed to explore the routines of promoting technology management capability.

The authors find that there is still much room for China's high technology enterprises to improve their technology management capability, since the average technology management maturity is only in the managed level. And the maturity of quality management is lower than that of organization management and resource management, and so quality management should have more importance attached to it, promoting holistic technology management capability. All such findings imply that our research makes theoretical contributions to technology management and strategy related literature with significant managerial implications.

The paper contributes to technology management literature by constructing the model of strategic planning for technology management, viewing it as the roadmap of the development of technology management, explaining three interrelated points and illustrating three processes. Second, the paper uses fitness landscape and NK model to explore the routines of promoting technology management capability.

Uses information gathered from the advanced manufacturing technology (AMT) literature to develop an integrated conceptual framework for effectively planning and implementing these systems. Then examines the efficacy of this framework by investigating the relationship between adoption of various advanced manufacturing technology (AMT), the way that firms plan for and implement them and their eventual performance. A detailed survey instrument was administered to a cross‐section of manufacturing firms in the USA to collect the required data. The results of this investigation indicate that the rate of adoption for integrated technologies was higher among firms that adopted more extensive formal planning approaches. In addition, these firms were found to be outperforming other firms. Also provides managerial and research implications of these and the other findings of this study.

The purpose of this paper is to describe the application of scenario planning methods to: identifying disruptive innovations at an early stage, mapping out potential development paths for such innovations, and building appropriate organizational capabilities.

A combination of scenario planning with technology road‐mapping, expert analysis and creative group processes. The techniques described can be integrated with traditional tools of strategic technology planning. The paper presents a short illustrative case study and examples from practice.

Scenario techniques can be successfully applied to analysing disruptive innovation.

Scenario techniques help guide managers to more effective decision making by preparing for a wide range of uncertainty and by counteracting typical biases of over‐optimism and decision “framing”. The techniques presented can be used in executive development and in strategic planning for innovative and high‐tech industries.

This paper presents a novel way to combine scenario methods with technology road‐mapping and creative group analysis. It also provides an overview of the literature and research related to scenario planning for disruptive innovation.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.