The management of technology (MOT) The management of technology argues that we are all technologists, every one of us who 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 capitalises on the ideation process to develop an innovative product, service, process or system, and, as a result commercialises and implements such innovation.
The management of people (MOP) 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.
In linking and integrating the above domains with each other, Da Vinci argues that people should be able to demonstrate the following behaviours:
Being agile Integrating the dynamics of the management of technology and the management of innovation such that, as the organisation develops, improves and adapts its technology needs, appropriate amounts of innovation are applied to generate real market value and profitability.
Being aligned Integrating the management of technology and the management of people by ensuring that the organisation upskills (by acquisition or development) the appropriate human capabilities to match and ideally exceed the technological needs at any one time.
Being engaged Integrating the management of people and the management of innovation by way of evaluating the commitment and motivation of people in the workplace. It is measured in terms of the total incentive cost within the organisation.
The management of systems (MOS) 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.
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