It's Not About the Technology is about a phenomenon most dreaded by high-technology industry executives: a failure at the execution leading to a missed market window. High-tech executives agree that a critical factor that drives the company to such a failure is the breakdown of interaction between marketing and engineering. This book is predicated on the notion that the success of execution lies neither in the technology nor in the market strategy. On the contrary, it is shaped by the context of an individual, whether an engineer or a marketer. From this viewpoint, successful execution in a high-tech company is manifest in a confluence of 3 contexts: the technological, the customer and the economic contexts. This book tackles the big questions of how to develop the basic craft of the thinking required in high-tech companies. Drawing from basic economic principles and practical experience in the semiconductor business, it breaks new ground in our understanding of the complexities of high-tech execution.

It's Not About the Technology is about a phenomenon most dreaded by high-technology industry executives: a failure at the execution leading to a missed market window. High-tech executives agree that a critical factor that drives the company to such a failure is the breakdown of interaction between marketing and engineering. This book is predicated on the notion that the success of execution lies neither in the technology nor in the market strategy. On the contrary, it is shaped by the context of an individual, whether an engineer or a marketer. From this viewpoint, successful execution in a high-tech company is manifest in a confluence of 3 contexts: the technological, the customer and the economic contexts. This book tackles the big questions of how to develop the basic craft of the thinking required in high-tech companies. Drawing from basic economic principles and practical experience in the semiconductor business, it breaks new ground in our understanding of the complexities of high-tech execution.

This is the Simplified Chinese translation of the book with the same name in English.

If you are working in a China-U.S. company, then this book is written with you in mind. More generally, it is about the disconnect patterns that appear repeatedly in a high technology company with operations in the U.S. and in China.

"It is very difficult to work with China folks," "The U.S. team doesn't understand China."

Disconnects like these are at the center of most China-U.S. companies. They run deep. They do not spare anything, contaminating the company's day-to-day decisions, its execution and its communication.

This book exposes such disconnect patterns. When a China-U.S. company is infected with these disconnect patterns, it is like being thrown into a big washing machine, into that irreconcilable mix of the U.S. and China skill differences, time differences, language differences, geographical distance and culture differences - and spinning out of control into a maelstrom of execution failures, product delays, unhappy customers and eventually, layoffs.

Based on the author's experience as a COO and VP of product marketing in a pioneering China-U.S. fab-less semiconductor company, this book suggests ways to think about these disconnect patterns. It won't give you easy solutions. But it will help you get a start. After that you are on your own.

Most revealingly, this book humanizes these disconnects by setting them in a fictional company, Emory Semiconductors. By showing the real-world struggles of the Emory employees, and showing how, after a crushing loss of their #1 customer, they crawl their way back out of the hole, it suggests directions, so you may craft your own solutions that fit your company, before it is too late to act.

The arrival of this book is a calming event in the turbulent day-to-day world of China-U.S. high technology company managers.