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在不同行业、不同所有制的企业中,技术管理者承担的责任是不同的,打个比方,在研发IT产品、以技术为主的公司,CTO对未来IT技术的发展要有一个宏观把握,如未来5至10年,哪些技术将流行?哪些技术对公司的发展是必不可少的?对于一些非IT公司来说,如银行、电信企业,虽然他们不直接参与IT产品的研发,但是其业务的发展要依赖IT技术,IT技术可以增强其核心竞争力。在这种情况下,技术管理者则要关注IT技术对业务将产生哪些有利和不利的影响。为了解不同行业、不同所有制企业在技术管理上的特征,2006年12月29日,上海市CTO培训办公室和本刊共同组织了一场小型的技术管理座谈会,与会企业有国有企业、民营企业和中外合资企业。会上,8位技术管理者从企业自身情况出发,详细阐述了对技术管理的理解以及企业的技术管理现状、问题等。
In different industries and enterprises with different ownership systems, the responsibilities of technical managers are different. For example, CTO should have a macroscopic grasp of the future development of IT technologies in the research and development of IT products and technology-based companies In the next 5 to 10 years, which technologies will be popular and which technologies are necessary for the development of the company? For some non-IT companies, such as banks and telecom companies, although they are not directly involved in the research and development of IT products, their businesses The development depends on IT technology, IT technology can enhance its core competitiveness. In this case, technology managers are concerned about the benefits and negatives that IT technology will have on business. In order to understand the characteristics of technology management in different industries and enterprises with different ownerships, on December 29, 2006, the Shanghai CTO Training Office and the magazine jointly organized a small forum on technology management. The participating enterprises included state-owned enterprises and private-owned enterprises And Sino-foreign joint ventures. At the meeting, eight technical managers set out from their own circumstances and elaborated on the understanding of technical management as well as the status quo and problems of technical management of enterprises.