This approach works on internal projects but once companies start building outward-facing technology such as extranets, it is much less predictable what is going to happen. An executive who plans to spend several million on a new system does not want to encounter ambiguity about the business payback of that system. However, those who wait to implement new technology until after the early adopters hammer out most of the problems are deceiving themselves. Many companies convince themselves that they can be fast followers of a successful IT strategy, but in reality, they are ill-prepared to respond quickly. Companies with a techno-business strategist that explores the learning curve are going to be the ones who build the capabilities to take advantage of the new technologies.
Innovation is driven by how technology tools are applied.
The basic theories of business, which are relatively simple, have been replaced with complicated analysis. Most industry executives are thinking of change in terms of internal cost and cycle time reductions rather than as a force that can generate new revenue for the business. Maybe some savings are realized, but essentially everyone still does what they always did to make products or supply services. Exclusive internal focus serves as a poor plan for dealing with external forces of change. Think about it.