Technology Development Graph – You get everything you want in life if you get something else you want.
Light development, starting muscle, salas and so many rules now. In a short year, each of these ideas went from a concept to become a rule. For new technology and applications, a Gartner, a technology research company, has a large catalog of its hype bike and all hype cycles. The main goal of the graph is to help companies give new technology wise and evaluate their importance to solve business problems.
Technology Development Graph
Tristan Kromer wrote a deep blog message that described the lean hype cycle.
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Recently, it has been a hot idea called growth chopping. We are looking at similar adoption with this idea and now Craze Startups (and many big companies) are in front of their mind. Morgan Brown had the fastest growing company in the world and believes we are in the “application” phase as Tristan.
Growth growth lies in the white hype hype, as magazines and others have abused the meaning and assigned almost all digital digital techniques.
The number of articles on hacking hacking is increasing.
Since I started doing business on the internet about 11 years ago, I have seen that the rule of reasonable fee for these ideas has become. I often have an “inspiring” phase to learn about these ideas. I always look for better ways to start and run businesses, all parts of them. I have noticed that the principles for these ideas have become a rule, when the names of the idea disappear and the specific terminology is used less commonly, everyone exerts their version. I follow some basic rules throughout, and it is not disillusioned with all the “noise” that bubbles.
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I follow these rules about the new ideas I have seen. It has been a lot of fun and I have learned a lot. I plan to continue excited about new ideas for the best long -term pieces to implement. I know if they feel the same thing.
I wrote faster to learn and increase daily information. It makes me feel more to continue reading in the passport … Charlie Ebdy has expressed intelligently, too early to see the bright new trends are easy to waste resources and time. New technology can be very difficult to know real use and real scale and maturity for actual use (and some never remove anyone). So smart decisions where and when to experiment and when they can invest very hard.
It requires an estimate of the entire life cycle for a technology. Kurzweil described this life cycle in seven phases that indicate the development of a technology: a pioneer, invention, development, maturity, false pretend, obsolescence and seniority.
In the first phase, the factors would allow, but it requires imagination and determination to invent. Often, Kurzweil, the invention comes into the world, to imbalance and not require technology, accuracy or development, to enable scale. As this development develops, actual use cases may appear and the technology is reached and scale. Then they may be “false pretends” (actually replaced by compliance with function gaps), but they have actually been gaps), but the new compensation is created before they are a truly disturbing and the existing technology remains obsolete and eventually becomes antiquity.
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Over time, the “curve” (or sigmoid function) represents the slow surprise (which may be, after a rapid development and growth period for adoption, in advanced technology status and eventually outdated.
S-curve is everywhere. Clay Christensen used to talk about the value of innovation in the Dileman of Innovation. In 2002, Book Technology Revolution and Carlota Perez used Financial Capital form of S-Curve to show the development of complete technical revolutions. S-curve is divided into two parts. The first “installation phase” takes place that allows new technology and establish ways and ways to do things. Then follows the “implementation phase” described by Ben Thompson, as follows:
… the fabric throughout the economy is reconstructed by the modernizing force of the paradigm. It becomes the best practice, which allows its wealth. ‘
In connection with new technology, S-Curve is a particularly useful way to show its career, but also revealing important challenges in the heart of technical change. Charles Handy, empty raincoat, used S-Curve to talk about the idea of S-curve and pose the idea of overlapping S-curves to show how a paradigm can replace another. Before you emphasize the next curve, attention is important. But the challenge of navigating technical change is crucial on the so-called “Dilemma website” when the curves overlap.
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As the formation of technology was created (A), rapid development and growth in accordance with growth (B) is moving.
When the curve reaches point C, everything is very good for companies because it is very optimized about this technology / platform / model. So there is little reason to change. Processes and thinking are embedded in the existing system so that there is no relevant threat or challenging (yet). The problem with this is that if this organization does not end easily at the point, it can catch it too late.
So the value of progress technologies (and the second curve ‘) is that the value of experiments is not just knowing where the value of the company is, as well as the inertia can be a natural condition that can stop the organization and disturb the danger.
With the movie “Dilema Zone”, the second challenge is to think about the diversity of opportunities, preferential decisions, hypotheses and thoughts that can be for decades. Inheritance activities are likely to be recognized as a hypothesis or things that are no longer recognized under the previous S-curve, which is no longer recognized. They are just things.
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You give me an example. The assumption of the consumer’s Internet 90s, which was made to be removed from the highlights (newspapers and magazines were some alternatives to the type of value (productive technology and the Internet had many years of value, content, audience and financial models to deactivate embedded assumptions.
The risk of dilemma is not enough to think differently, it does not question the hypotheses that can resist again, and through the old lens (the first versions of the online magazine were the PDF files for the magazine loaded online). At the same time, intelligent and various owners who have not been ordered through Heritage’s thinking can, the next S-Curkey can quickly scale quickly with different models and thoughts. Ray Kurzweil said he can help guess the world that can guess now than now. Imagine new opportunities and what we need to work from these is to understand what we need to do now and move from one S-curve to another.
Another challenge with the area of the dilemma is of course full of uncertainty. More than that, the organization must handle very different ways of thinking in the same business. And should be delivered towards short -term goals
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