How We Do It


The management of technology involves the ‘tools’ and metrics organisations use
to gain competitive advantage. Simplistically it is ‘a way of doing things better’ and
may involve the use of anything from computers and hi-tech, to simple hand-held
tools. In this context, we refer to the small ‘t’ in technology where organisations
manage their technology to best position their products or services to maximise
their market share.

The management of innovation is how an organisation stimulates and capitalises
on the ideation process, to develop an innovative product or service which
has either commercial or social value. It is about hard metrics such as income
generated from new products, processes or services, as well as success rates in commercialising new offerings.

The management of people involves the human interface. It embraces both the
employee and the end user. It is about the processes that organisations deploy
in engaging people, how people choose their levels of engagement, creating and
sharing of knowledge by all involved, their participation in incentive practices and
their contributions towards securing the longevity of the organisation.

Figure: Core elements of The TIPS™ Managerial Leadership Framework

The Management Of
Technology (MOT)

Here we argue that we are all technologists, everyone of us who to knows how to do something in a certain way and uses tools to do it, be they pencils or personal computers, machine tools or video screens. Teachers, auto designers, builders of factories or financial plans, whether we use language labs or lasers in whatever we do, we participate in the management of technology of our age.

The Management Of
Innovation (MOI)

This is essentially about how an organisation firstly capitalises on the ideation process to develop an innovative product, service, process of system and as a result to commercialise and implement such innovation.

The Management Of
People (MOP)

This is about the understanding of the human bridge in implementing organisational processes and how the organisational human factor is leveraged, showing how and where people make the real difference in sustaining organisational growth and competence.

The Management Of
Systems (MOS)

Here we focus on the synthesis of all organisational activities and performances systemically, in an attempt to solve unique problems. The re-design of a competitive landscape may result in being hyper competitive. It also assumes that one perceives reality as a combination of known, knowable, complex and chaotic dimensions.