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In today’s high-velocity environment, Scott Klososky believes you need to understand how to guide your organization in the implementation and usage of technology—in short, how your organization “does” technology. [As The thing you want to be these days is a “fastfollower.”
Even the swiftest of fastfollowers will struggle to not choke on the dust of first movers in today’s world. Stop thinking about managing the risk of technology, tools, and process improvement. If you’re stuck in the purgatory of a legacy based business model, don’t transform – reinvent.
The speed of technology advances in the market are making the old paradigm of first mover versus fastfollower largely irrelevant – every business must now become some version of a first mover. Many leaders have fallen into the trap of believing digital transformation is like playing a game of technology catch-up.
Yet, here are some of the questions that audience members asked me at a talk I gave at a recent banking conference (courtesy of Pigeonhole , one of my favorite Singaporean startups): "There are often education costs and risks of losing business among the technology laggards. Are the majority of our banking customers ready for change?".
But Samsung’s new mobile wallet strategy may be a sign that they are finally becoming a true leader and shedding their image as a fastfollower. The irony is that they are embracing an older payment technology to pave the way for new growth, new visibility, and new strategic wiggle room.
Of these 5 articles, some were self-explanatory: " Nation spurs development of new, green technologies ". " The theme of the big event was "Technology-led Transition and Innovation-driven Development," which sounds broad. VW: Tooling up for sustainability ". Batteries still drag 'green vehicle' effort ". And on and on. In the U.S.
China's brilliant "FastFollower" innovation policy is generating the biggest transfer of technology in history. It isn't producing results in terms of new companies, jobs, or economic growth in general, yet billions more flow into NIH and universities every year.
I discovered Xbox Live first via my brother-in-law Joel, a technology executive and gaming enthusiast from Seattle, and my junior high buddies, Emmett and Reid, from Hawaii. Fair or not, Microsoft has long had a reputation for being a fastfollower. Not bad for the old guy.
The theme of the big event was "Technology-led Transition and Innovation-driven Development," which sounds broad. The Ministry of Commerce was showing how some companies "have made use of technology to.promote a low-carbon economy and environmental protection." This last article is the one that really grabbed my attention. In the U.S.
I discovered Xbox Live first via my brother-in-law Joel, a technology executive and gaming enthusiast from Seattle, and my junior high buddies, Emmett and Reid, from Hawaii. Fair or not, Microsoft has long had a reputation for being a fastfollower. Not bad for the old guy.
Apple's recent legal victory over Samsung has prompted an outpouring of worried speculation about the future of technology and design that's almost unprecedented. Bloggers and reporters are pushing this idea from a business- or technology-oriented mindset. Some of the concerns being raised are valid.
As clever as Amazon's technological innovations have been, Bezos's flair for ecosystem innovation is even more impressive. Even when Bezos appears to be a fastfollower, he's attempting to generate leapfrog momentum. Cloud and mobile technologies are generations away from maturity.
The Verizon Wireless side of the telecom giant, which is 45 percent owned by Vodafone, is also deepening ties with Google for the Droid and betting on its faster fourth generation (4G) network based on new LTE (long term evolution) technology to leap forward in the wireless marketplace.
All this represents a considerable turn away from anything resembling a Washington Consensus and towards a more highly managed system favoring preferential terms for developing countries and redistribution over competition and efficiency. This convergence hypothesis is reassuring on many fronts.
I recently participated in a spirited panel discussion with Bruce Brown, Procter & Gamble's Chief Technology Officer, and Erich Joachimsthaler, Vivaldi Partners' managing director and CEO. How should companies hedge against the practice of copying your products as you go into those markets? IKEA is a great example of this.
Instead they are waiting for the technology to mature and for expertise in AI to become more widely available. They are planning to be “fastfollowers” — a strategy that has worked with most information technologies. We think this is a bad idea. System Development Time. System Development Time.
Rather it’s an on-going nipping and tucking of organizational resources to achieve both growth and efficiency at multiple levels: the company overall, the operating group level, and even within functional groups like human resources and information technology. Are you competing on the basis of on-going product or technological innovation?
For podcast startup Gimlet Media , an abstract question — “Should we become a technology company?” Sprints encourage fastfollow-up. Too many projects get stuck in an alternate universe where debates, theories, and hunches are plentiful, but progress is rare.
The contrast could not be clearer: Amazon – fearlessly making big, risky bets like a serial entrepreneur; and Microsoft, eschewing disruptive innovation in favor of remaining the “ fastfollower ” it has always been, wringing profit from previously proven technologies.
The problem with timing is that every innovation only has a relatively small window of opportunity that happens when the technology and customers are ready, but there isn’t much entrenched competition. But, there’s more to being too early than just technology. Being too early.
But massive disruptions in business models, technology, and the work force have been throwing up massive new challenges for CIOs and other technology leaders. Consequently, CIOs and business leaders with a technology focus face more cacophony and challenge than ever before. Organizational DNA. See accompanying chart.)
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