The dawn of Technology Age was marked by the mainframe. The tipping for lock stock societal change has been The Internet.This Technological progress has changed everything in business since. Information Technology has fed the winds of the Schumpeterian Gale, increasing the rate of creative destruction and upending business models are rate never seen before.Now more than ever the importance of managing an organisations technological capability is critical for business survival. Organisations require their Chief Technology Officers to go further, creating competitive advantage through astute technological management.The purpose of this study was to ascertain the strategic responsibilities of a Chief Technology Officer and what skills are required to meet these responsibilities.The findings of this research are underscored by the works of respected scholars and explored through the development of a Skills and Responsibilities Matrix developed through the research. This research highlights the importance of the CTO role as an executive of the business and the importance of having the correct individual. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Compulsory interventions are widely used in general adult psychiatry for the treatment and care of patients with severe mental illness. While involuntary hospitalisation is established in practice around the world, the use of compulsory interventions outside of hospital – so called community treatment orders (CTOs) – is a more recent development. Three randomised controlled trials of CTO effectiveness have been conducted to date finding no benefits for patients in terms of reduced relapse and readmission to hospital. However, these trials have been relatively short (11-12 months) and focused almost exclusively on CTO effects on clinical functioning and service use. Little attention has been given to patients' social outcomes and broader welfare despite their recognised importance. A sub-sample (n = 121) from the Oxford Community Treatment Order Evaluation Trial (OCTET) were interviewed 48-months after randomisation to assess whether the duration of the CTO intervention was associated with more or less favourable social outcomes at follow-up. Social outcomes were assessed using three main concepts: social networks (Study 1), social inclusion (Study 2), and capabilities (Study 3). No significant associations between the duration of the CTO intervention and social outcomes at follow-up were found. The association between involuntary hospitalisation and social outcomes was also tested but no significant associations were found. Because the field of social outcome measurement is relatively undeveloped, a further aim was to contribute to the validation and testing of two recently developed instruments: the Social and Community Opportunities Profile (SCOPE) (Study 4) and the Oxford Capability Questionnaire for Mental Health (OxCAP-MH) (Study 5). The SCOPE performed well overall as a measure of social inclusion but questions were raised about its feasibility (length) and the reliability of one of its sub-scales. The OxCAP-MH demonstrated good psychometric properties (reliability and validity) and represents a promising new multi-dimensional patient-reported outcome measure for use in mental health research.

No description available.

我國PC(個人電腦，Personal Computer)產業產值佔全球的60%以上，但幾乎97%以上都是為人作嫁，替他廠牌代工，在辛苦、薄利的製造領域鑽營7%不到的毛利。反觀一些品牌大廠卻能在買賣之間，獲得近乎製造兩倍以上的毛利，並且將庫存風險、交運、售後服務等煩瑣的業務要求製造者承擔。尤其筆記型電腦因體積小，CTO (Configure To Order)與CDS (China Direct Shipment)能力成為國際品牌大廠評核製造者能力的必要條件。 更因為市場競價的關係，品牌廠商以比價、競價、公開成本資訊的手法，遊走於我製造廠之間，把代工利潤壓到微乎其微的地步。製造廠只好移廠大陸，尋求更低廉的製造成本，並且擴大產能、執行垂直整合，意圖以規模經濟和範疇經濟來彌補獲利的不足。 本研究以Dorothy的企業核心能力與知識創造活動理論為依據，探討我國筆記型電腦業者發展CTO/CDS的知識創造活動和技術跨國移轉問題，並以價值鏈分析，探討我國筆記型電腦業者在產業國際分工移轉過程中所扮演的角色。全文分四大部份： 1. 文獻探討：以專家的理論作為本研究的基礎，一方面使本研究有所依據，快速進行；另一方面可驗證理論的實用性。 2. CTO/CDS實務研究：CTO/CDS的實現必須仰賴強大的資訊系統支援，本研究一方面提供CTO/CDS的電腦化實務經驗供產業參考；另一方面以CTO/CDS系統為例，探討我國筆記型電腦的實體系統和技術能力。 3. 知識創造活動研究：以一家公司為個案深入探討，再輔以其他四家公司訪談資訊相比對印證，研究筆記型電腦產業知識創造的過程和應用，以期提升活用知識的能力。 4. 價值鏈與創新模型分析：研究產業價值鏈各階段的附加價值貢獻，我國業者的能力、秉賦和扮演的角色，以期往高附加價值領域開拓。 最後希望能藉由結論，串連「實體系統、技術能力」→「活用知識」→「高附加價值」而建議出「贏的策略」。 本文僅研究者個人的意見，在有限的研究領域裡提出心得與建議，若能為產業所認同，實感榮幸。但產業環境複雜，要考慮的因素相當多，諾大疏漏的領域，祈望產業先進及專家學者多加批評指教！ / Although the PC production value of Taiwan is beyond 60% to the world, most of them were made by term of OEM/ODM. Taiwan PC companies earned no more than 7% gross profit through their hard production routine. Not only the brand-named companies could earn double just by trade, but also they asked the makers to bear the risk of inventory, delivery and service jobs. Especially, because of the small size of notebook, CTO/CDS capability became the “must criteria” when the brand-named companies survey the producers for OEM/ODM. Due to the market price competition, brand-named companies strangulated the profit of makers by way of bidding and cost analysis. Taiwan makers had no choice but to move their works to Grand China for the purpose of lower cost. They enlarged the production capacity and diversified the PC production by vertical integration, in order to cover the shortage of profit by economic of scale and scope. This thesis was base on theory of Dorothy Leonard-Barton“ Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation”, researched the issues of CTO/CDS knowledge development and cross-national shift of skill of Taiwan NB makers, and also studied the roles that Taiwan makers played at the value chain of NB industry. The article can be divided into the following four parts according to their different natures: 1. Review of academic papers: The basic theories that can make the study going smoothly and rapidly. 2. Study of CTO/CDS practice: To study the CTO/CDS information system and skill, and provide CTO/CDS practice for reference. 3. Study of knowledge creation activities: A deep case study plus the surveys of the other four companies describe the process of knowledge creation and skill innovation in order to enhance the application ability of knowledge. 4. Value chain and innovation model analysis: To study the added value of each segment in the NB value chain, and the industry innovation model to find out Taiwan NB makers’ ability and capability. Finally, I try to come out the “winner strategies” by integrating “ systems”, “abilities”, “capacities”, “knowledge” and “high value” in the ending. All deductive inferences of this limited research are my personal viewpoints only. I will be very proud if they can be recognized by others. Actually, the business environment is more complex than what we think. Any comments, views and opinions toward this paper are welcome and will be highly appreciated.

The Role and Contribution of the Chief Technology OfficerThe role of the Chief Technology Officer (CTO) came about because of new organisational demands on technology leaders in the 1980s. The initial research objective of this dissertation was to provide a clear scope of activities (a remit) for the CTO role. However, the analysis did not support a generic description for the role. Therefore, the approach taken explores CTO perspectives on technology management priorities when the technology context changes. There is limited literature on the role and contribution of the CTO per se. The resulting gap in the knowledge about the role is amplified by a wide variety of research methods and academic perspectives. From a theoretical point of view, the existing research tends to focus in isolation on the work being done, the working context or the worker (i.e. the CTO). There are studies that consider how the working context is changing, and studies that consider the work of the CTO, for example, the technology management priorities. There are still other studies that consider the attributes of the CTO. In this dissertation, these three perspectives - the working context, the work and the worker - are investigated in an integrated way using a data collection technique called 'personal role mapping' that is based on cognitive mapping. The 'personal role mapping' approach has been developed as part of this work. The evidence collected and analysed shows that the role of the CTO is highly idiosyncratic. This is because the CTO role changes as the organisation adapts in order to compete. Also, the role differs from one industry to another and between organisations within the same industry. To help deal with these variations, a CTO/Context Framework has been derived for use in conjunction with 'technology transition points'. The CTO/Context Framework has 20 sub-elements that support 6 primary elements including, 'technology management infrastructure', 'technology entry/exit points', 'technology business case & funding', 'operational improvement', 'people management' and 'technology business model & strategy'. The CTO can review each element with related sub-elements in anticipation or at the point of a 'technology transition'. This model for the CTO role is proposed as an alternative to a generic 'job description' (remit) for the CTO role. It is intended to be used as a platform for planning and decision-making. Together, the framework and the research approach for mapping an individual's role are offered as a unique contribution to knowledge.

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A startup’s ability to make correct decisions regarding their Cloud choices is essential if they intend to stay competitively relevant in their business. Choosing the Cloud solutions that allow for an optimal level of production can give startups that operate in most industries a competitive advantage. However, new startups have a plethora of factors to consider when choosing a Cloud provider, which is the basis of the thesis. The purpose of the study is to explore and gain insight regarding how new startups can make suitable decisions when selecting different Cloud services. The study’s main data collection method is a set of interviews that were conducted with CTOs from some of Sweden’s most promising startup companies. The study thoroughly discusses the three largest Cloud providers (Amazon Web Services, Azure, and Google Cloud Platform), and attempts to reveal how these Cloud services are positioned in the eyes of the customers that use them on a daily basis. A main finding of the study was that the most important factors to consider when selecting a Cloud provider is its compatibility with your company’s IT-environment, the quality and quantity of its services, how well managed it is, if it offers data protection compliances, and ultimately, the prices of the services it offers. Furthermore, information derived from the interviews imply that new startups ought to make their IT-solution as simple as possible in order to reduce the chances of running into integration problems with different Cloud solutions. The author intends for the study to be a guideline for new startups to better understand what factors they ought to prioritize when selecting Cloud providers. / En startups förmåga att ta de rätta besluten när det kommer till deras val av molntjänster är otroligt viktigt. Genom att välja de rätta molnlösningar så kan man se till att företaget får en bra möjlighet att växa, och att rätt molnlösningar kan det kan ge de flesta startups digitala verktyg som kan ge konkurransfördel. Det finns däremot mycket att tänka på när man väljer en molntjänst, och det är vad studien bygger på. Syftet med detta projekt var att utforska och bättre förstå hur nya startups kan ta de rätta besluten när det kommer till deras val av molntjänster. Studiens huvudsakliga datainsamlingsmetod var tolv intervjuer som utfördes tillsammans med CTOs från några av Sveriges mest framgångsrika startupföretag. Studien utför en noggrann diskussion och jämförelse på de tre största molntjänsterna i världen (Amazon Web Services, Azure, och Google Cloud Platform), och försöker att visa hur dessa molntjänster är positionerade enligt de kunder som använder sig av molntjänsterna vardaligen. Studien visar att de viktigaste faktorerna som man bör tänka på när man väljer molntjänst är: hur pass kompatibel den är med företagets IT-miljö, kvaliteten och mängden tjänster som leverantören erbjuder, hur pass managerade leverantörens tjänster är, om leverantören överensstämmer med regler för uppgiftsskydd, och kostnaden för molnleverantörens tjänster. Ytterligare så fann man indikationer från intervjuerna att nya startups bör försöka sikta på molnlösningar som är så simpla som möjligt och helst att dessa lösningar är integrerade lösningar som molnleverantören själv erbjuder, och detta på grund av att det kan vara svårt att integrera molnlösningar från olika företag. Författarens avsikt för denna rapport är att den ska vara en riktlinje för nya startups så att de kan förstå vad de bör tänka på när de väljer sina molntjänster.

電腦資訊產業在1997年左右，受到DELL以嶄新的商業模式與運籌模式的影響以及產業環境的變化之下，過去採取間接行銷通路以及預測式生產(Build to Forecaster, BTF)的各大電腦公司紛紛開始設法朝向直接行銷通路以及接單後生產╱組裝 (Build to Order, BTO╱Configuration to Order, CTO) 的製造模式。但近年來在實務界中發現，我國專為國際品牌電腦大廠代工生產電腦的電腦廠商，越來越多的生產線逐漸開始採用過去的預測式生產的製造模式，而非前些年不斷被倡導的BTO╱CTO。如此的情勢發展，似乎意味著整個產業環境出現了一些變化，使得過去電腦大廠紛紛相繼採用BTO╱CTO的局勢已然不再，取而代之的是傳統的BTF逐漸增加。 為探討近年來廠商在製造模式上的轉變因素，本研究採用個案研究法，以Compaq、DELL、HP與IBM四家國際品牌大廠作為研究對象，進行個案描述、分析與比較，並根據近年來產業環境的變化，從中推敲廠商改變製造模式的關鍵因素。 研究結果發現，零組件價格波動的劇烈程度對於廠商決定製造模式具有關鍵性的影響，當價格跌價的幅度越大，時間越短，廠商越有誘因採用BTO與CTO的製造模式。此外，本研究更進一步推論，當零組件每月價格波動小於CTO所額外增加的製造與運籌成本時，廠商會採用BTO或BTF方式生產。 / By the effects of DELL’s new business model, process model and the industrial change, the traditional copmuter like IBM, Compaq who use indirect marketing channel and BTF, had changed around 1997. They tried to implement the BTO / CTO, furthermore, the direct marketing channel. But in the recent years, we found that more and more production lines, owned by OEM/ODM companies in Taiwan, adopted BTF rather than the BTO or CTO. It implies that something has changed, so the used BTO/CTO is not as popular as before. In order to dicuss why the corporates change their manuacturing models, case study was used by this research. By collecting and analyzing the recent developments of Compaq, DELL, HP, IBM and the industrial change, the research tried to find out the key factors that influence the corporates’ decision in manufacturing model. The research found when the key components’ price falled dramastically, corporate prefer implemeting BTO/CTO. Moreover, the research conclude that when component’s price reduction is less than CTO’s added manufacturing and logistical cost, corporate will adopt BTO or BTF.

筆記型電腦由於本身產品的生命週期短，技術淘汰率高、製程組裝不易、市場反應快速、原料價值變動大以及競爭性高的特性，客製化生產CTO (Configure To Order)生產模式成為筆記型電腦廠商的核心競爭能力，關係著未來的競爭優勢，因此我國各大筆記型電腦生產廠商莫不積極開發建立CTO生產模式。 　　研究者作為國內電子業廠商推動CTO工作的實務工作者，以1999年突破接單內兩天生產挑戰的個案公司為個案，在遵守商業倫理的必要限制下，以個人實際開創CTO生產流程之實務經驗敘述為主，撰寫研究報告，探討筆記型電腦產業CTO的生產流程作業，分析關鍵因素，據以提出生產管理與控制CTO的運作模式與建議，提供相關產業參考。 　　本研究主要研究目的分述如下： 　　　一、CTO生產模式之意義、功能與限制。 　　　二、探究CTO生產模式各流程之主要內涵。 　　　三、就個案公司實例分析CTO生產模式之關鍵因素。 　　　四、就個案公司之經驗，探討CTO生產模式台灣經驗移植至大陸的可行性與限制，提供建議與我國資訊產業實施參考。 　　討論部分，研究者針對政府ABCDE計畫對CTO生產模式的影響、OEM大廠對BTO/CTO的要求、CTO生產模式的構建成本與其所帶來附加價值以及CTO生產模式的應用範圍與移植大陸的可行性，做了詳盡的論述。最後研究者分別針對相關產業以及後續研究者提出建議，以供參考。 / Notebook computer is a short life, high technology, difficult assembly, fast marketing change, fluctuated material pricing and highly competed product. CTO (Configure To Order) manufacturing capability becomes Notebook PC manufacturers' core competence. All Taiwan Notebook PC manufacturers aggressively make a lot of efforts to build up CTO process capability. 　　The researcher has CTO process establishment experience. The established CTO process has achieved 2 days delivery after receipt of the orders. The researcher is willing to share his CTO process experience with public under business morality constraint. The analysis includes CTO process flow, the key success elements, CTO operation model and production control for associated industry's reference. 　　The purpose for this search is as follows: 　　　1). The meaning, function and limitation of CTO process. 　　　2). CTO process flow content 　　　3). CTO process key success elements 　　　4). The feasibility and constraint to transfer CTO process to China 　　With regard to the discussion that covers several areas: 1) How did government “ABCDE” project affect CTO process? 2) Major OEM customers' such as Compaq & Dell requirement in terms of BTO/CTO process, 3) The cost to build up CTO process and the added value CTO process may generate, 4) The suitable products to use CTO process and the feasibility to transfer CTO process to China. At last, the researcher made some suggestion to the associated industry and the follow-up researchers.

The technology landscape has changed dramatically over the past three decades. Organisations encounter extreme difficulty in managing their core capabilities which are enabled by technology. In light of this, organisations require strategic individuals who can continually carry the organisation to the new s-curve which will afford them the competitive advantage. The purpose of this study is to assist the Chief Technology Officer (CTO) and the c-level suite executives to effectively and appropriately position the CTO in an orgainsation. This will prevent Chief Information Officer (CIO) / CTO distortion and ensure that the CTO is being evaluated fairly. The findings of academics, as is evident in the literature review, underscore the essence of my finding that the position of the CTO in an organisation is not fully understood. The researcher has revised the current CTO models to develop the new ‘CTO TIE model’. This research highlights the viewpoint that the positioning of the CTO role will be influenced by two key variables; whether the CTO reports to the CIO or CEO? and whether the company is internally or externally technology focused? Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted