onsisted solely of deciding what to do after lunch." CONTEXT OF TECHNOLOGY FORECASTING AND STRATEGIC PLANNING Why should something like technology forecasting and long- range strategic planning be part of communications (cost) manage- ment? Because communications is the lifeblood of any organization, and if the blood gets clogged, slows down, or stops, the organiza- tion will cease to exist. Technological forecasting and long-range planning assures that communications capabilities and facilities continue to change and evolve to meet the needs of a growing organization operating in an environment subject to change brought on by competitive pressure and regulatory and technological change. Technology forecasting and strategic planning should be con- sidered in the broader context of the organization's mission and objectives. It should deal with all fundamental requirements of the organization, such as revenue producing products and/or ser- vices structure, human and capital resources, physical facilities, and utilities. This chapter introduces the concept of long-range strategic business planning, explains how to do communications technology and long-range planning, and its use in the overall plan. 13 TECHNOLOGY FORECASTING AND STRATEGIC PLANNING Long-Range Strategic Planning Does your organization have a long-range business plan, also called long-range strategic plan, or simply just a strategic plan? Have you seen it? If the answer to both questions is yes, consider your good fortune in the sense that most companies don't have a long-range plan, let alone a technology plan. Much like the story about RCA, they worry about what to after lunch, eventually getting bought up, or taken over by another organization. Others take forever to get an annual budget prepared and agreed to by their banks and other lenders whose primary interest is that they receive each month's interest payment on the money the company owes, not on the com- pany's product and service revenue, gross margin, and net income. If your organization do