Lars Bækgaard

Companies are traditionally facing constant challenges in prioritization and management of technology between short and long term. Competing technologies, market demands, supplier push, scarcity of resources, adequacy of skills, and shifting management priorities all affect potential outcome of well planned technological changes. Management of technology (MOT) addresses identification, selection, (long term) planning, designing, implementation and operation of technology based business development. Information Technology (IT) is a key enabler for a vast range of contemporary corporate technologies. In management of IT, it has become increasingly popular to use Enterprise Architecture (EA) as a method and supported by a series of formal frameworks. EA maps artifacts and motives against the business strategy. In this paper, MOT and EA are reviewed for their mutual potentials and issues. Two case studies illustrate how enterprises can make major changes derived from business strategy observing both MOT and EA. This suggests a combined view inspired from the IT business’ dedication to EA using EA’s formalisms and the management orientation of MOT to improve understanding technological change. This paper suggests further research in the use of EA outside of the IT domain, concurrently with identifying the core of MOT in relation the required supporting disciplines.