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70 PART 2 • STRATEGY FORMULATION

information database. The CIO is more a manager, managing the firm’s relationship with
stakeholders; the CTO is more a technician, focusing on technical issues such as data
acquisition, data processing, decision-support systems, and software and hardware
acquisition.
Technological forces represent major opportunities and threats that must be consid-
ered in formulating strategies. Technological advancements can dramatically affect
organizations’ products, services, markets, suppliers, distributors, competitors, customers,
manufacturing processes, marketing practices, and competitive position. Technological
advancements can create new markets, result in a proliferation of new and improved prod-
ucts, change the relative competitive cost positions in an industry, and render existing
products and services obsolete. Technological changes can reduce or eliminate cost barri-
ers between businesses, create shorter production runs, create shortages in technical skills,
and result in changing values and expectations of employees, managers, and customers.
Technological advancements can create new competitive advantages that are more power-
ful than existing advantages. No company or industry today is insulated against emerging
technological developments. In high-tech industries, identification and evaluation of key
technological opportunities and threats can be the most important part of the external
strategic-management audit.
Organizations that traditionally have limited technology expenditures to what they
can fund after meeting marketing and financial requirements urgently need a reversal in
thinking. The pace of technological change is increasing and literally wiping out busi-
nesses every day. An emerging consensus holds that technology management is one of
the key responsibilities of strategists. Firms should pursue strategies that take advantage
of technological opportunities to achieve sustainable, competitive advantages in the
marketplace.
In practice, critical decisions about technology too often are delegated to lower orga-
nizational levels or are made without an understanding of their strategic implications.
Many strategists spend countless hours determining market share, positioning products in
terms of features and price, forecasting sales and market size, and monitoring distributors;
yet too often, technology does not receive the same respect.
Not all sectors of the economy are affected equally by technological developments.
The communications, electronics, aeronautics, and pharmaceutical industries are much
more volatile than the textile, forestry, and metals industries. A recent article in the Wall
Street Journal detailed how wireless technology will change 10 particular industries. 5
Table 3-7 provides a glimpse of this article.

TABLE 3-7 Examples of the Impact of Wireless Technology
Airlines—Many airlines now offer wireless technology in flight.
Automotive—Vehicles are becoming wireless.
Banking—Visa sends text message alerts after unusual transactions.
Education—Many secondary (and even college) students may use smart phones for math
because research shows this to be greatly helpful.
Energy—Smart meters now provide power on demand in your home or business.
Health Care—Patients use mobile devices to monitor their own health, such as calories consumed.
Hotels—Days Inn sends daily specials and coupons to hotel guests via text messages.
Market Research—Cell phone respondents provide more honest answers, perhaps because they
are away from eavesdropping ears.
Politics—President Obama won the election partly by mobilizing Facebook and MySpace users,
revolutionizing political campaigns. Obama announced his vice presidential selection of Joe
Biden by a text message.
Publishing—eBooks are increasingly available.
Source: Based on Joe Mullich, “10 Industries That Wireless Will Change,” Wall Street Journal
(April 1, 2009): A12.