STRATEGIC TECHNOLOGY SCANNING

This article proposes a procedure for strategic technology scanning, a n activity that has received insufficient attention in the literature to date. Strategic technology scanning is needed to strengthen the lin k between technology and corporate strategy. This link is ever present although not always explicitly managed. For instance, while it is com monly recognized that the corporate mission dictates the technological interests of the organization, it is not always sufficiently emphasiz ed that it is the quality of technology foresight that shapes the corp orate mission in the first place. Scanning enhances technology foresig ht by seeking major distinguishing features in the technological lands cape. These features are termed landmark technologies and serve as ind icators of evolving technological and economic potential. For the stra tegic manager landmark technologies can become focal points for unders tanding the external environment, very much as core competencies have become focal points for understanding the internal capabilities of the organization. The scanning procedure proposed here is tailored to fit conventional procedures for strategic planning. However, it employs n ew theoretical structures from the field of strategic technology analy sis; and calls for involvement of all levels of the corporate hierarch y-from the corporate board to the technology analyst. It seeks to maxi mize corporate learning. (C) 1997 Elsevier Science Inc.