In the recruitment of managers it is increasingly necessary to attune the choice of candidate to the strategy of the company or its subsidiary.In this paper—coauthored by specialists in the fields of management recruitment and corporate strategy—the authors develop classifications of strategies and of management archetypes. Linking of these classifications leads to an approach that can assist both managers‐employees and managers‐employers when filling management vacancies. In addition, the approach can be used to assist management development programmes and to relate management planning to strategic planning.
The current state of the art of technology forecasting (TF) is critically reviewed. A statement of the aims of TF, which distinguish it from futurology, a brief history and a summary of the basic principles are provided. The last includes the technological escalation, technological succession, societal impact and methods of quantification. TF techniques are divided into two pairs of classes: extrapolative versus normative and single‐variable versus multivariable. Each is critically evaluated in terms of its potential applicability and reliability. Substitution analysis, Delphi techniques, cross impact analysis and morphological analysis are treated in some detail.
It is concluded that some form of TF is essential to the success of strategic planning and its use will undoubtedly increase in the future.
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