The paper is mainly about the management of the high-tech companies in a successful way. The article is written as the result of a research that exceeds two decades which consists of surveys and interviews with several CEOs and executives from different high-tech industries and different-sized firms.
In the article the authors define six key headings for a successful management of high-tech companies. After explaining all, they also put these topics in two groups which are paradoxical.
The themes mentioned in the article which are “business focus”, “organizational cohesion” and “sense of integrity” represent the static and stable side of the paradox. On the other hand “adaptability”, “entrepreneurial culture” and “hands-on top management” are dynamic and changing side of the paradox.

Six themes of the successful high-tech management that are mentioned in the article:

Business Focus: To succeed as a technology firm, companies should focus their attention on production lines, R&D stage and business priorities. Instead of making effort for irrelevant and wide product portfolio, they should concentrate on well-known and well-done products, areas or trying to create new product lines or business opportunities which are related to these. For the technological leadership of the companies, R&D expenses also should be enduring in a few areas instead of being in many areas and discontinuous.

Adaptability: A high technology company should be able to adapt and lead the rapid changes in its sector or market. To manage or achieve these changes under external competitive conditions, firstly companies internally should keep or build up their competitive and daring company atmosphere among its members.

Organizational Cohesion can be achieved by better communication between managers and technical staff and extinguishing the hierarchy between them. Job rotation,