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One of the biggest challenges with implementing new technology is ensuring that it meets a current or future business problem. Which approach is best for your company? In an effort to shed a little light on the subject, Senior Analyst Tim Fielden and Section Editor Steve Jefferson debate two differing corporate attitudes toward bleeding-edge technologies. The various approaches have many supporters, but most agree on one variable: A technology must solve a specific business problem to justify implementation. Or they can simply ignore the issue altogether. They can look at new technologies only when a problem needs to be solved.
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If it jumps the gun and doesn't wait for the technology to be proven, it may end up with a big mess on its hands.īut how do companies strike a balance when it comes to choosing how to track and implement new technologies? They can dedicate a team of technologists to track bleeding-edge technologies. If a company waits too long, its competition increases or surpasses it.
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Were they early adopters of these technologies? Or are they playing catch-up? Implementing new technology can be a double-edged sword. But if these CTOs were to step back a few years, their answers would have been markedly different. Mention Linux, VPNs, Java, or even wireless to just about any CTO or CIO and the last thing that comes to mind is that those technologies are still unproven, bleeding-edge ideas.