On June 16th, The Wall Street Journal published an article written by Jason Gay on innovation where he talks about the early adoption of the Apple Vision Pro. He says he is the opposite of an early adopter. He labeled himself a “skeptical jerk”. His defamation of late majority and laggard adopters seems to indicate that he sees early adopters as better but is there an advantage to being on the earlier side of the disruption cycle?
The Apple Vision Pro “goggles” are priced at $3499. Early adopters are going to spend a lot of money to be the first to have this new Apple innovation. Just like the people who stood in lines around the block to get the first iPhone. The people who don’t need to have the latest model pay less. Apple does a terrific job of constantly improving the iPhone so that people keep standing in line, but is there an advantage? Of course, if you can gain an advantage from the new innovation that puts you ahead of your competition or makes your life better. Otherwise, waiting a bit might save you a boatload of money, and time standing in line.
What is the best strategy for firms?
Planning for Innovations. Or Not.
Companies need to manage technology innovations and disruption to ensure that their business stays competitive. Tools like CRM and ERP can make a huge difference in the productivity and profitability of a business. When employees were given the ability to send and receive emails on their phones, it improved productivity by helping them do things in real time. Now, CRM phone apps can allow reps in the field to manage customer records, input data from calls they are making and change forecasts so that executives understand revenue projections faster. Innovation is expensive though, and companies need to make sure they have a strategy for turning an innovation expense into a revenue stream.
Years ago, Chrysler had a strategy of following the industry. They decided that it was too expensive to innovate, so they waited for the technology to mature, the market to develop, and the prices to drop and then they adopted. At the time I was trying to sell them the newest technology and they shut that down fast. They said, “we will wait and see.” I thought this was nuts! But when you understand disruption better you realize that you have to be committed to an innovation with a plan for diffusion in order to get profitability from early adoption, otherwise you may be wasting money. Chrysler didn’t think they had the right resources to create a market for new innovations so instead they waited and made a more mature technology in an identified market work for them. Think minivan. They waited and took advantage of established supply chains and reduced material costs and a market that had fallen in love with the convenience of a minivan, and they did very well. Being a late adopter or a laggard might be the right strategy.
It would drive me crazy, but it might be a good idea.
At an individual level, is it okay to be a “skeptical jerk” like the WSJ’s Jason Gay? Of course it is. Our tendency toward or away from innovation and newness is natural. We couldn’t have the bell curve without both sides. I have never waited in line for a new phone, but I have never purchased last year’s model either. My husband, on the other hand, has no particular desire for the newest phone technology. He keeps his phones for YEARS! He thinks what he has is fine. His favorite expression is “This works fine for what I use it for.” Exactly. The product works adequately for the applications that he has assigned to it. The point is, what if the product could do more? Would it make his life better, and what about in business? What could your business be missing? Let’s look at a couple quick examples.
The Opportunity Cost of Delay
What about professional athletes? Would they want the new titanium racquet or lacrosse stick or would they hold out until the other competitors worked out the bugs? How many professional athletes are innovators? Working closely with manufacturers like Nike or Wilson to improve the products that bear their names. That is an area where my husband becomes at least an earlier adopter, with golf clubs! He might be waiting for the bargain basement deal on phones but he is in the early queue for golf equipment. He believes that new technology can help him shave points off his scorecard.
What about AI? QAD recently acquired a technology company called LiveJourney (now called QAD Process Intelligence) which uses AI to help detect anomalies in company processes and alert management to potential changes to improve productivity. What if you had a way to identify or predict a process anomaly and remedy it with real-time data and AI advice? Now, if you are an early adopter, you are making real time adjustments and saving the company money. If you are an AI laggard, you are managing your processes the old fashioned way and potentially costing the firm money. I guess the question you have to ask yourself is, what is the opportunity cost of inaction? What happens if your competitors are early adopters and your firm is made up of late adopters, or laggards?
