It's Not About the Technology

1 rating: 5.0

A book by Raj Karamchedu

It’s Not about the Technologycenters on one of the most difficult challenges for any high-tech executive: how to manage the interaction between marketers and engineers. Amply thought provoking, full of real-life examples, its goal is to bridge the … see full wiki

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Author: Raj Karamchedu

Publisher: Springer

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It's All About Appropriate Thinking

Jan 20, 2005

by Robert1936
posted in Cafe Libri: Reviewing Books & More

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In the Preface, Karamchedu offers a core premise that senior-level executives in high-technology companies must have a specific mindset which enables them to remain connected, not only with their employer organizations and colleagues but also with their family members and friends. "This book is an attempt to record the [in italics] makings [end italics] of such a mindset. More important, we attempt to establish [in italics] why [end italics] the thinking must be in such a way." Karamchedu also examines the reasons for the failure for so many new product designs which are launched in the high technology sector. "Either the product is not what the customer wanted, or the product did not arrive in time, or [it] did not have a compelling advantage over that of its competitor's. Karamchedu identifies three reasons, any one of which could ensure failure. I was also interested in what Karamchedu had to say about an especially formidable challenge: To coordinate, indeed integrate harmonious collaboration between engineering groups and marketing teams.

Karamchedu carefully organizes 20 chapters within four Parts: The Thinking (e.g. "The Problem"), The Forward Movement Latent in Execution (e.g. "The Context of Execution"), High Tech Contexts: A Semiconductor Company View (e.g. "The Semiconductor Value Chain"), and The Craft and the Mindset (e.g. "Manage Expectations"). If I understand Karamchedu correctly (and I may not), he asserts that more often than not, failure in the high-tech marketplace is not the result of faulty technology and/or a defective strategy; rather, because of a lack of cooperation and collaboration between/among engineers and marketers. This lack of interaction almost always results in ineffective execution. Market windows come and go unrecognized until it is too late. Karamchedu responds to one of the most important questions posed in this book: How is it that, in spite of making remarkable strides in high technology product design, development and deployment of these products in markets, we are still struggling to create a harmony between marketing and engineering professionals?"

For me, Chapter 10 ("The Context of Execution") is one of the most interesting and most valuable because it is in this chapter that Karamchedu focuses on a framework of contexts: the technological, the customer, and the economic. All three must be engaged in driving whatever individual employees create, build, and deploy in the market. Thus viewed, "a high technology company is simply a confluence of the three contexts." Karamchedu views all this as a powerful new paradigm to connect the three contexts with the circle of execution. How? Please see page 92.

Lest these brief remarks incorrectly suggest that this is an especially theoretical, hypothetical book, I hasten to observe that Karamchedu seems well aware of that peril and for that reason includes dozens of concrete examples which effectively illustrate his key points. If I have a concern, it is that the material may seem too technical to marketing executives and not technical enough to engineers. I agree with Karamchedu that "the strength of any high technology product is differentiation and a focused approach to selected markets." Hence the importance of having a vision which provides a clear, unquestionable, solid identity as to [in italics] what we are as a company." Karamchedu views his approach in this book as an "experiment" and it probably is. Be that as it may, executives in high technology companies are indeed provided with "something useful to think about" as they continue to explore and refine the craft of thinking on which the success of their organizations so heavily depends.

Well-done, Raj Karamchedu!

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