For the past few decades, agility in the technology sector has largely meant moving faster and faster down a predetermined path; innovation has largely been driven by our ability to cram more translators onto a silicon wafer. With every new generation of chips came new possibilities and new applications. The firms that developed those applications the fastest won.
Over the coming decades, however, agility will take on a new meaning: the ability to explore multiple domains at once and combine them into something that can produce value. We'll need computer scientists working with cancer scientists, for example, to identify specific genetic markers that could lead to a cure. To do this, we'll need to learn how to go slower to have a greater impact.
This change will be profound. We will need to rethink old notions about how we compete, collaborate, and bring new products to market. More specifically, we will have to manage three profound shifts that will force us to widen and deepen connections between talent, technology, and information rather than just moving fast and breaking things.
From Harvard Business Review
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