When you are trying to sell an innovative technology, it is important that you understand how people integrate technological innovation into their lives because it is the source of energy driving market growth.
Established markets resist change. In 1900 a lot of people owned horses and buggies. Most technological innovations require people to change their behavior to embrace the benefits of the applied technology Trizetto login . Markets don’t grow until people believe the potential benefits of the new technology outweigh the risks and effort of change.
The more “discontinuous” an innovation, the longer it takes the market to adopt it. Discontinuous innovations are new ideas, products, services, etc. that require us to change our current behavior to something very new and different – the automobile, telephone or personal computer. By contrast, continuous innovation doesn’t require a change of behavior, because it is merely a better way of doing what we are already doing – the automatic gearshift, the cell phone or the next generation of word processing programs. A new technology representing a discontinuous innovation is one that has the greatest potential to create wealth. It is also the hardest kind of innovation to sell because it means you have to convince people to dramatically change their behavior.
The laws of physics teach us that it takes a lot of energy to overcome inertia. Human inertia is what keeps people from adopting your new technology. It takes a lot of energy to get people to change their behavior. So if you want to sell into an early market, you must find and use market energy.
Much has been written about the technology of training. The story is often the same: companies are chomping at the bit for the opportunity to exercise the latest and greatest training technologies in an effort to reduce costs and reach employees effectively.
The trend is understandable. Technology has made training much more convenient, and essential for global enterprises that need to train employees across the world. Instead of big travel budgets to bring employees to the home office or training center, companies are reducing the bottom line by using technology to push training out into regional offices.
But are employees better trained as a result of this technology boom? With companies fast abandoning traditional instructor lead training in favor of tech-based training, it is increasingly important to ensure technology remains the training messenger and does not become the message.
Regardless of whether a training system is a high-ticket technological wonder, or simply a bound, paper manual, the quality of training results should be the same. All training methods should: