Why is it that big companies fail when the technology changes? It happens in every industry, so what's the pattern? What are they all doing wrong?
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When someone takes their existing business and tries to transform it into something else - they fail. In technology that is often the case. Look at Kodak: it was the dominant imaging company in the world. They did fabulously during the great depression, but then wiped out the shareholders because of technological change.
Lots of companies don't succeed over time. What do they fundamentally do wrong? They usually miss the future.
So many technologies start out with a burst of idealism, democratization, and opportunity, and over time, they close down and become less friendly to entrepreneurship, to innovation, to new ideas. Over time, the companies that become dominant take more out of the ecosystem than they put back in.
Societies or companies that expect a glorious past to shield them from the forces of change driven by advancing technology will fail and fall. That applies as much to my own, the media industry, as to every other business on the planet.
Big companies have trouble with innovation. Innovation is about bad ideas, or ideas that look like bad ideas. That's the fundamental thing.
Smart companies fail because they do everything right. They cater to high-profit-margin customers and ignore the low end of the market, where disruptive innovations emerge from.
But if you look at WorldCom, which is the biggest failure to date, they grew dramatically, they were buying companies that were bigger than they were and they were doing it off inflated stock.
Big companies are looking closer term, and even the most technological companies spend less than 1% of sales on research. Startups have suffered the burst bubble.
As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.
An awful lot of successful technology companies ended up being in a slightly different market than they started out in.
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