Organization for technological change

This is the third and last in the series of articles on Planning for Technological Innovation. It deals with change, which is seldom predictable in useful detail. A company can therefore best pursue its vital purpose through a preconditioned opportunism, applied with forcefulness and pertinacity. Since forecasting is difficult, business should be organized for change and a corresponding structure is proposed, institutionalizing a readiness for adaptation. Dynamic or adaptive planning is then tested against an historic case of innovative vigour.