Just in case anyone's forgotten, we overspent on technology, deployed questionable killer apps, and generally suspended the use of due diligence, business cases, total cost of ownership analyses and return on investment requirements.
It was a great question. Here's an answer -- and some thoughts about what we may have missed while we were intoxicated.
The Perfect Storm
All of this contributed to a massive misinterpretation of events that made too many of us believe that the world had indeed changed, that the "old economy" had collapsed under the weight of the "new economy." We were off and running. Or so we thought.
The net effect of all this was one of the deepest retrenchments of capital technology spending we've ever seen. Way, way overdone.
The Glass is Half Full
But there's another way to look at the perfect storm. While many eBusiness models failed (at least in the short-term), the storm got everybody thinking hard about how to exploit a new communications and transaction channel. We also averted any major Y2K catastrophes; and finally, the bear market scared most of the amateur venture capitalists off the playing field (to the chagrin of their investors still searching for returns on their investments).
But it's also important to understand the period from 1995 to 2000 as the period that built the foundation upon which serious technology integration and interoperability now rests. Many of us missed a new generation integration/interoperability technologies that enable new collaborative business models. What began in the form of published applications programming interfaces (APIs) evolved to generic enterprise application integration (EAI) tools, and now we're making significant progress in uber glue: Web Services.
Computing and communications technology is actually starting to work; the stuff is coming together in ways we couldn't imagine 10 years ago and had trouble describing even five years ago. Business models are morphing toward collaboration, supply chain integration, personalization and customization, among other connectivity-based processes. There's a rhythm to these trends: collaborative business models moving nicely with integration technology.
The inertia of old business technology management practices is still, however, driving too many of our technology investment decisions, still driving us toward piecemeal applications, ill-conceived sourcing and staffing strategies, crazy organizational strategies, and metrics that measure the wrong things.
It's time for a second look. Shake off the hangover and look at the collaboration and integration possibilities around you. The frenzy of the mid- to late-1990s shouldn't paralyze us. Isn't it amazing how we over-react -- and then over-react? The pendulum never seems to adjust to reality. Just as we lost our minds in the 1990s and did some really stupid things, now we're not doing any smart things, which of course is stupid. When will we get it right? Let's just hope that in five or 10 years when the frenzy returns (over god knows what) -- we'll recognize it for what it is.
What do you think? Will we be smarter next time?
Steve Andriole is the Thomas G. Labrecque Professor of Business at Villanova University where he conducts applied research in business/technology convergence. He is also the founder and CTO of TechVestCo, a new-economy consortium that focuses on optimizing investments in information technology. He can be reached at firstname.lastname@example.org.