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The role of technology management is to understand the value of certain technology for the organization in dynamics, for technology changes with time and decision must be made when to invest in a certain technology and when to withdraw.

There are three types of planning:
• Operational planning
• Tactical planning
• Strategic planning

Businesses usually turn to operational planning. They sometimes resort to tactical planning, but they scarcely turn to strategic planning. Actually, businesses do not simply care about long term changes, they try to be as efficient as possible today, without caring about increasing the efficiency

However, there are alternatives, which are complementary study of the future
Businesses study the future not only for the sake of forecasting? They do it for:
• Technology monitoring: analyzing relevant information and data
• Technology intelligence: using collected data and information for decision-making and to be aware of technology threats and opportunities
• Technology roadmapping: connect predicted technological changes and products into strategic plans; matching short-term and long term goals with specific technology solutions.
• Technology assessment: the study and evaluation of new technologies contribute to the formation of public and political opinion on societal aspects of science and technology
• “ la prospective”: focuses more on proactivity and building the future
• Technology readiness level: for estimating the maturity of technologies during the acquisition phase of a program
• Foresight (future studies): to identify future technology developments and their interactions with society; it includes future, planning, and networking

The practice of technological forecasting for strategic decisions is based on the points:
• Numerous quantitative approaches are useful for forecasting (operational and tactical); but they are limited for strategic decision making
• Explorative qualitative methods are widely applied to forecast changes, but they are limited for answering questions when and where
• The effective strategic decisions are limited by information-processing capabilities, cognitive biases and believes of decision makers.