Although the company's products are currently priced lower than those of existing competitors, trends in the Philippine economy may not be helpful in addressing them. These principles continue to guide the company in formulating its strategies and action plans. A challenge facing the company in 1996 was setting up an HR system for the 100,000-strong organization of the Philippine Army.
The founder of the company, who is also currently the chief executive officer (CEO) and chief software architect (CSA) is Nilo Poso, a graduate of the Master of Technology Management (MTM) program of the University of the Philippines. Digital Infostructure has an RD&E division that invents, develops, innovates, models and prototypes all of the company's products, solutions and technologies, which are ultimately brought to market. The company attributes this to the lack of a local venture capital market for software companies.
Meanwhile, the company's collaboration with business process outsourcing (BPO) providers such as the Bank of Commerce allows the company to expand its market offering. When the company started, it had a vision to become the market leader in digital business software technologies in the Philippines. Digital Infostructure owes its success to innovations based on the DIET framework (Digital Infostructure Enterprise Technology), a system that the company developed in-house.
This technology is fully integrated with the Digital Infostructure Business Process Methodology (BPM), the company's bible in business systems design. During the conception of the business, it was in the area of software architecture that the CEO and chief software architect (CSA) believed would differentiate the company from all the other packaged software businesses around. NJ iTechnology which the company will refer to as "The World's First Web Infostructure System".
For each of the phases in Digital Infostructure's business, the following have been identified as the company's most important technology needs. Digital Infostructure develops close ties with its suppliers for the non-procurement decisions as it provides several benefits to the company. The company also conducts quality audits on its products, processes, people and projects that provide insightful feedback on the appropriateness of the frameworks and tools that have been adapted.
Every five years, Digital Infostructure hires an independent business auditor to conduct a due diligence study on the key elements of the company's business as if there were a company interested in buying Digital Infostructure. The study provides the strategic management board with informative findings and recommendations, which trigger relevant changes in the company's strategic plans. The generation of solid waste and high production costs, due to heavy use of water and fuel, was the company's predicament.
Awareness of the importance of resource conservation has enabled the company to make significant savings.
RECOMMENDATIONS TO ENTERPRISES
The question to be asked is whether MOT has contributed to the success of the companies presented in this paper. Each of them – unique vision, optimal use of underlying technology, competitive advantage, and resilience and innovation – are common concepts, a mixture of tools, techniques, learning and practices from all three domains of knowledge. Create a vision based on the company's unique characteristics and clearly understand the role of technology in realizing that vision.
The starting point in technology management is the identification of technology and sub-technologies that will become the basis for defining the company's core activity. Knowing your core technology also means understanding the relationship of that technology to other technologies in your company's value chain. Focus on the optimal use of your core technology with the goal of differentiating the company from everyone else in the industry.
Remember to keep track of the change path your core technology, as well as related technologies, are likely to take. Its sub-technologies may change, but maturity can only be a sign of the lack of effort in technological innovation. Even if you focus on your core technology, you must be on the lookout for potentially relevant or emerging technologies in other industries.
Useful technologies often come from outside an industry, and they can be a source of innovation and competitive advantage for the firm. Promising technologies are those with a major impact on the firm's ability to reduce costs or achieve differentiation. Explore partnerships and alliances, especially those that will introduce new technological capabilities to the company or complement and strengthen the firm's existing technological capability (hardware, software and people).
Those who accurately recognize market needs and develop product or process technologies that address such needs;. Those who can benefit from the resources provided by government, industry and academia, primarily through collaboration. Incorporating these elements into the general MOT framework presented in Section I produces the modified framework shown in Figure 2, referred to as the MOT framework for MSME success and sustainability.
RECOMMENDATIONS TO GOVERNMENT
Government policy should have a direct hand in improving the pool of advanced and specialized human resources, scientific knowledge, economic information, infrastructure and other factors of production. Despite some significant gaps in implementation, the Plan was a good framework within which to organize and execute programs and projects for the MSME sector. However, issues such as adequacy of budget and mandate must be addressed to guarantee effectiveness of the implementation of the SMED plan.
Technological collaboration between government, industry and academia is vital in addressing the country's MOT problems. We can follow the Japanese model for cooperation: the government serves as a motivator and facilitator for industry and universities by building research and innovation centers and providing. In determining the terms of cooperation, it is important to understand the motivations and interests of the key players.
The university is particularly interested in conducting fundamental research; The industry is particularly interested in the return on investment from technologies with commercial value. To benefit from the resources of these two players – brainpower from academia and commercial machinery from industry – the government must be able to provide each player with the right incentives. The government must use its resources to focus academic research on commercializable results, and encourage companies to support university research.
However, academia must take the lead in addressing issues directly related to the development of technology management skills. If academia is able to maintain its strong links with government and industry, it will have little problem pooling resources to develop appropriate MOT educational programs.
CONCLUSIONS
The challenge for academia, on the other hand, is to initiate curricular reforms that would address the needs of the Philippines' MOT. 1 'IX' stands for two things: firstly, the Roman numeral nine, which refers to the nine Guiding Principles of Innovatronix, and secondly, the short name for Tronix. 2 A business case is similar to a business plan, except that the focus of a business case is on a particular solution that is perceived to address a market need.
It is a complete documentation prepared before the start of product research and development. The business case is then communicated to all teams and boards involved in the product R&D process. An indication that the business case is clearly defined is when the flow of work and communication between the innovation, technology, product, program, project and market management teams is coherent throughout and the solution is warmly accepted by the market during the soft period. launch.
DOST-IPCT PostCP Success Stories, 1, Retrieved from http://cptech.dost.gov.ph/ success%20stories.php.
