"Nobody ever got fired for buying IBM" was a maxim of the
industry for many years. While the phrase certainly reflected the
respect - even awe - Big Blue was held in, it was also a wry
comment on the "I'd better watch my back" school of IT
procurement.
Not only did it draw attention to the reluctance of many IT
directors to stick their necks out, it also illustrated the general
ignorance of IT among senior managers and directors.
Much has changed, or has it? Certainly, IBM has transformed itself
almost beyond recognition from the days when it bestrode the
mainframe and PC worlds like a colossus. It is still highly
respected, but more as one among equals, each with their own
special expertise and approach.
And as computing has moved into the mainstream, it would be
impossible to find a senior manager who did not know the names of
at least a handful of major IT suppliers.
What may not have changed, however, is the tendency towards
conservatism by those responsible for buying IT products and
services. Not surprisingly, the phrase "Nobody ever got fired for
buying Microsoft" has occasionally been proffered as the mantra for
today.
So why should anyone take the risk of being an early adopter of new
technology or take a punt on a high-tech start-up? The dangers are
many: for example, possible lack of financial backbone leading to
the supplier's collapse; the lack of standards and other obstacles
to interoperability; the need for re-education of both management
and staff - and perhaps, just plain old inertia.
On page 40, Sally Flood takes a look at three companies whose
management decided to stick their necks out and be among the first
kids on the block with new technologies, products or
suppliers.
While none would claim that taking a leading-edge position is the
way to an easy life in the short term, all were confirmed in their
belief that short-term pain can equal long-term gain in the shape
of improved competitive advantage through greater efficiency and
greater control over ongoing costs. And all learned valuable
lessons which they are happy to share with other Computer Weekly
readers.
Being an early adopter will always require the confidence to
communicate your innovative schemes to other senior management.
There is always the chance things may go wrong. But maybe one day
we will hear the maxim: "Nobody ever got fired for taking a
calculated risk."