¶ … manager determine the feasibility of one technology alternative over another?

When a new technology is being incorporated into an organization, the first consideration must be why -- namely why is a new form of technology essential at this juncture of the organization's development? Is it because a certain form of technology is becoming ubiquitous within the industry? Should the organization aim to become a powerful 'first mover' in adopting a new, but untested form of technology? All of these questions will affect the choice of which form of new technology should be selected, or if an accepted and tested form of technology that meets practical needs, versus a technology upon the 'bleeding edge' or market development is more appropriate.

Once the need is assessed, another crucial aspect is how the technology will affect the commercial aspects of the organization. A financial analysis of implementing the new changes must be considered. How much will it cost to train new staff members, how much of a time cost will there be in setting up the new system and phasing away from the old system? Problems with adopting new technology in the past must be assessed in creating a timetable and a cost breakdown, and ideally a comparison of available alternatives must be provided.

If the technology affects the way the consumers communicate with the organization (such as shifting entirely to a web page for orders vs. phone orders) also, a market analysis of how the target consumers will react, on a personal level to this change. Additional helpful factors may be a widespread industry and technology analysis, to see if there will be a substantial cost if the organization adopts a new form of technology that might not find wide acceptance. Also, the organizational culture must be assessed, as certain workers from industries that are graphic might be more comfortable with Macs, for example, versus other industries where Windows are ubiquitous.