Monday’s Musings: Understand The Four Organizational Personas Of Disruptive Tech Adoption by R “Ray” Wang.
From the post:
Rapid innovation, flexible deployment options, and easy consumption models create favorable conditions for the proliferation of disruptive technology. In fact, convergence in the five pillars of enterprise disruption (i.e. social, mobile, cloud, big data, and unified communications), has led to new innovations and opportunities to apply disruptive technologies to new business models. New business models abound at the intersection of cloud and big data, social and mobile, social and unified communications, and cloud and mobile.
Unfortunately, most organizations are awash with discovering, evaluating, and consuming disruptive technologies. Despite IT budgets going down from 3 to 5% year over year, technology spending is up 18 to 20%. Why? Amidst constrained budgets, resources, and time limits, executives are willing to invest in disruptive technology to improve business outcomes. Consequently, successful adoption is the key challenge in consuming this torrent of innovation. This rapid pace of change and inability to consume innovation detract organizations from the realization of business value.
“Ray” writes the analysis of organizational personas from the perspective of someone within an organization who is pushing for adoption of a disruptive technology. The insights are quite useful for anyone with that perspective.
Have you used organizational personas to target adopters of disruptive technologies?
It is a low percentage shot to pitch a disruptive technology to a known “laggard.”
Is history of organizations useful? Thinking “market leaders” who created/adopted a disruptive technology, could over time become cautious adopters or even laggards.
You can supply your own examples of current “market leaders” who are shaving algorithms but not doing anything fundamentally new or disruptive.
Suggestions/comments?