One day as I was watching television about robotic manufacturing, one wonder has come into my mind; what the differences between art and technology are. So far, to me, two differences between technology and art are that technology seems to serve only one purpose and there is no any flexibility, whereas art is designed to serve more purposes and flexibility is contained inside. Every day, we see countless technological inventions or betterments ranking from bicycle to the most advanced space shuttles. However, I see only one purpose behind these miracles serving the pioneer purpose or purposes. Lets us see the concrete example! A pioneer of a television may have a vision to see other parts of the world or to see any surrounding at any time he/she wants; this vision provoked him or her to produce what we call television. I think this one example is adequate and make you clear enough for other technological invention or betterment.
On the contrary, art does serve more purpose. For instance, the art of Socrates does serve almost every aspect of human life, ranking from family administration to international relations. The purposes are countless. History does not only serve the purpose of knowing the past, but it is also seriously read by politics or law students as school curriculum. The second theme of technology that is different from art is inflexibility. Technology must be straight; robot must be robot, computer must be computer, glass must be glass, telephone must be telephone, and if changed just any gadget, that technological device cannot be used or be used for any specific purpose at all. Art, on the other hands, is always flexible, because it allows interpretation. Interpretation is the clearest flexibility of art. For example, a criminal accused may be acquitted, fully sentenced or lessen the term of sentences, depending on the interpretation of his/her defense lawyer. Above all art is flexible and technology is not at all.
To formulate and deploy strategy, the management of an enterprise must develop aspirations that establish direction for the long-term and a reasonably achievable vision for the near-term. Even the achievement of near-term vision has both short-term and long-term components. Short-term components consist of quick hits that can be addressed immediately. They are consistent with the vision, even though some rework may be required in the future. Therefore strategy is not just about the long-term, but also about positioning that can make a difference over time. Values and guiding principles should always be developed first because all downstream activities are dependent upon them. Values provide the basis for how the employee, customer, supplier, investor, regulator, and competitor constituencies are to be treated. In entrepreneurial enterprises, a vision statement is developed as the ideas for products and/or services emerge. A mission statement may be developed later as the emerging products and/or services are transformed into the enterprise.
Institutional enterprises have a track record. Therefore, the development, enhancement, or maintenance of a mission statement will usually precede the development of a vision statement. It is a long process for an institutional enterprise to change its mission, and extensive planning, policy development, and communications are necessary. For example, IBM has made a transition over time from being a computer company to a provider of business insight and information technology solutions, which include hardware, software, and services. The aspiration statements provide the foundation for industry position and posture. Thus the competitive position and posture in selected markets with specific products and/or services can be determined. The performance improvement component of strategy sets the agenda for continuous improvement between breakthroughs through repositioning, restructuring, and reengineering activities. These activities address both revenue increase and cost and expense reduction opportunities aimed at excellence. Strategy is further elaborated in constituency-based objectives, goals, and strategic initiatives that form the basis for collaborative and cooperative relationships.