By Tom Standage
From the economic revolution to the railway age, during the period of electrification, the arrival of mass construction and eventually to the info age, an analogous trend retains repeating itself. a thrilling, vivid section of innovation and fiscal hypothesis is through a crash, and then starts off an extended, extra stately interval in which the know-how is admittedly deployed thoroughly. This ebook examines the post-technology period, drawing at the top writing on expertise that has seemed within the Economist * half one seems to be at themes akin to the ''greying'' (maturing) of IT, the starting to be significance of defense, the increase of outsourcing and the problem of complexity, all of that have extra to do with implementation than innovation. * half seems on the shift from company computing in the direction of buyer expertise wherein new applied sciences now seem first in shopper devices similar to cell phones. subject matters lined will comprise the emergence of the cell phone because the electronic ''Swiss Army'' knife; the increase of electronic cameras, which now outsell film-based ones; the starting to be dimension and significance of the video games and its ever-closer hyperlinks with different extra conventional components of the leisure undefined; and the social influence of applied sciences equivalent to textual content messaging, wireless and digicam telephones. * half 3 considers which know-how will lead the subsequent nice part of technological disruption and focuses biotechnology, strength expertise and nanotechnology.
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Extra resources for The Future of Technology
In future, Messrs Gilbert and Sood predict, a large part of software development will be “outshored” to countries such as India and China, which are already generating much code (and not just the easy stuff). This will mean that big software vendors will become more like aggregators. At least one of them, sap, is aiming at exactly that. It wants suppliers to develop applications, so-called xapps, and assemble them along with its own components into software suites. But perhaps the best news for the industry is that there are still plenty of opportunities in the new world of it.
A similar shift is bound to take place in the it industry, predicts Geoffrey Moore of the Chasm Group. He says the sector’s traditional business models are past their prime. Software firms, for instance, have made much of their money from shrink-wrapped products and platforms such as operating systems and databases. Increasingly, selling services of all kinds would be a better business to be in. But it is not just it firms that are becoming service providers, writes David Moschella in his recent book, Customer-Driven IT (Harvard Business School Press, 2003).
Network effects make it even more attractive to control a technology, argue Carl Shapiro and Hal Varian, two economics professors, in Information Rules, still the best read on the network economy (Harvard Business School Press, 1998). If the value of a technology depends not just on its quality but also on the number of users, positive feedback can help one firm to dominate the market. For example, the more people are already connected to a data network using a particular transmission standard, the more people will see the point of hooking up to it.