Managing new technologies

Abstract

Factors impinging upon new technologies are not new, merely more complex, more dynamic and more expensive. The additive effect of these factors calls for management attention. Genetic and genomic technologies are used to illustrate key issues in managing new technologies. The starting point for analysis is the market; who buys, what is bought and why, are key considerations. Fundamental to the new technologies is instrumentation that has magnified the scale and rate at which discoveries can be made. New cross-over disciplines, such as bioinformatics, have emerged to manage huge volumes of data. Never-the-less, the capability to exemplify gene function remains a competitive advantage. Complexity as it applies to science, the research organisation and to collaboration is discussed. Commercialisation is explored in relation to Intellectual Property, social and political acceptability and commercial returns. Benefits to industry are potentially high, but need to take into account attrition due to variables that were not envisaged or insufficiently quantified. Commercial benefits are difficult to capture, and returns are likely to be low. Applied research skills will be necessary to optimise new technologies within the total farming system. Four case studies are used to illustrate the various factors at work.