Exploiting a conceptual representation to integrate business and technology strategies

Technology strategies and business strategies are interrelated, but affected by different, sometimes contradictory, external forces. When several people are jointly responsible for concurrently addressing these complex, dynamic strategies as part of their responsibilities, maintaining a focus can be difficult. To integrate these strategies, the authors employ a conceptual representation of their interaction based on two intersecting, dynamic planes, each with individual characteristics and specific linkages and interfaces at multiple levels. They exploit the representation as both a means of forming a shared vision among individual R&D project leaders and of communicating goals for the overall R&D program