Collective Wisdom from the Experts 117
Being the first to market (speed) may not matter at all in your organization’s
business plan. The technology world is replete with examples of first-comers
who washed out, or fell victim to too much focus on energy (speed), and not
enough on energy management (applying that speed only when it served a
business function):
• Communications satellites. Iridium (a global satellite-phone technol-
ogy) was outsold by easier, cheaper communication systems that became
more accessible to the average person.
• VCRs (Videocassette recorders). The Betamax recorder, developed
before the Video Home System (VHS), was a superior product that was
first to market. The technology became obsolete when the company
refused to cross-license its products, services, and spin-offs.
• PDAs (Personal digital assistants). Apple Computer’s Apple Newton
digital assistant, although early to market, was ultimately surpassed in
sales by the interactive Palm phones.
• TV-to-Web. WebTV was an early, innovative product that used a televi-
sion for a display rather than a computer monitor. It just never caught on.Ask yourself, how do you as a software project manager balance speed to
release with ensuring long-term relevance? What are the tools or practices you
use to make sure that your new solution does not fall victim to obsolescence?
Do you have a “speed is life; more is better” focus? Is it a strength, or is it
a weakness? In your environment, what does speed represent? What does
energy management mean to your project team?