Globalisation
The world is rapidly migrating to one very large network, whose attraction is irresistible. Improvements in distribution logistics and communications have allowed many local businesses to become global ones overnight–including discount distributors of everything from contact lenses to bathroom tiles. It is also now common for companies to draw on a global network of partners and suppliers. Customers, meanwhile, are happy to engage in border-less shopping for everything from entertainment to software to cars and electronics. So, competition has kicked into overdrive.
Meanwhile, for time-sensitive processes, organizations in industries as varied as manufacturing and high finance take advantage of the rotation of the earth by passing work back and forth between Asia, Europe and the Americas, allowing for true 24-hour operations. (Source: http://www.contextmag.com)
Again, the result is disruption on a scale that the traditional approach to strategy just can’t handle.
Deregulation
The current mania for deregulation reflects a belief by governments and regulated industries alike that the disease (open, international competition) is better than the cure (laws to protect local economies). This shrinking of government can be seen in the airline, communications, utilities and banking industries in the U.S. and Europe; in the passage of GATT and NAFTA; in the development of the European Union; and in the dramatic collapse of the highly regulated economies of the former Soviet republics. The open market, which adopts information technology more quickly than did industries with a legacy of regulation, is becoming a viable alternative for many activities. The change is contributing to the radical shrinking, outsourcing, and restructuring of traditional enterprises.
Impressive enough on their own, the New Forces feed off each other. Digital technologies make it easier to manage larger numbers of buyers and suppliers, thus speeding up globalisation. As the economy becomes more global, countries find they need to roll back more regulations if they want to participate profitably. As deregulation takes hold, previously protected companies find they have to step up sharply their strategic use of digital technology. And the whole cycle starts over again. What results is a fundamental redefinition of markets–and the pace of change is accelerating.
The international telephone market, for instance, was neatly segregated for decades among heavily regulated national carriers. But technological improvements led by leased data lines, satellites, and automated call-back systems gave customers a way around the high monopoly prices they were being charged. Governments responded by deregulating. Companies then began expanding internationally, as evidenced by British Telecom’s attempt to buy MCI. Now, with competition intensifying, telecommunications companies are investing more in technology.
One telecommunications expert was quoted in the New York Times as saying that customers will save $1 trillion in phone costs over the next 10 to 12 years because of increased competition. (Source: http://www.contextmag.com)
While commercial banking isn’t as far along, the pressure is building for a similar upheaval. Banks invested in technologies such as ATMs, telephone banking, and now Internet banking largely as means for cutting costs. As electronic banking improved, banks found that customers derived little value from in-person branch banking. So, two years ago, Security First Network Bank opened a bank that operates only on the Internet–becoming the first virtual bank. While banks are ferociously merging to reduce the number of branches they operate, Security First doesn’t have any. (Source: http://www.contextmag.com)
Deregulation will now pick up speed. Competition will spread throughout the U.S., then the world. Soon, your choice for basic checking may be the savings and loan down the street or your very own Swiss bank account.
No doubt the foremost difference between strategy in the Porter world and in the world of the New Forces is in the role of information technology. In the old world, technology was a tool for implementing change. Planners decided how they wanted the business to change, then tossed requirements over the wall to the I/S department. This approach largely fails today; in the future, the problems will get worse.
Technology, in other words, isn’t the solution. It is the problem
Shapiro and Varian explain in their book „Information Rules“ that the economical laws that apply to products and services cannot be simply transferred to the new category information good.