different practices of TM are playing a key role for the underlying industry. For example: Technology Strategy: The five stage gate model is necessary for gaining competitive advan- tage, increasing market share and for product differentiation. This practice can be applied to any components (radio, transport, etc.) of the mobile network and for the development of devices. Technology Development and New Product Development: These are extremely impor- tant factors for the success of MCI and again applied to any component of the network or the device. The players in the developed and emerging world are highly vocal about it and also practice these fundamentals to a large extent. Contrary to its high value in the developed/emerging world it is almost absent from the MCI industry of the developing world. Any technology and product centric to mobile networks and devices is not get de- veloped or manufactured in the developing world. As is the case of WiMAX, presented in Chapter 11. Innovation and Knowledge Management: MCI is by far one of the largest contributors of innovation. Millions of IPR have been granted and filed and development of innovative processes is an ongoing activity. Again, IM and KM are not on the radar screens of many of the developing nations. The important thing to remember is that if IM and KM are ignored from one component it will have an impact on the other components thus the net shock will be considerable. Cultural Management: It is one of the least formally practiced domains and mainly put on the front burner during mergers and acquisitions. Mobile Communications has no cultural and national boundaries; Western companies have offices in Eastern countries, the call centers in India and Pakistan are entertaining calls of US customers and Chinese firms are present in the Western world. Along the same lines, R&D is non-stop 24/7 all year long activity due to the presence of global R&D centers where the clash of low context and high context cultures need to be avoided. At the same time, a lot of U