{"id":1402,"date":"2013-07-02T12:50:21","date_gmt":"2013-07-02T05:50:21","guid":{"rendered":"http:\/\/science-technology.vn\/?p=1402"},"modified":"2013-07-02T12:50:21","modified_gmt":"2013-07-02T05:50:21","slug":"bai-hoc-cua-lich-su","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=1402","title":{"rendered":"B\u00e0i h\u1ecdc c\u1ee7a l\u1ecbch s\u1eed"},"content":{"rendered":"

Ch\u00fang ta \u0111ang s\u1ed1ng trong m\u1ed9t th\u1ebf gi\u1edbi th\u01b0\u1eddng xuy\u00ean thay \u0111\u1ed5i. V\u1edbi to\u00e0n c\u1ea7u ho\u00e1 v\u00e0 c\u00f4ng ngh\u1ec7 th\u00f4ng tin, t\u1ec9 l\u1ec7 thay \u0111\u1ed5i \u0111\u00e3 \u0111\u01b0\u1ee3c t\u0103ng t\u1ed1c l\u00ean. Kh\u1ea3 n\u0103ng \u0111\u00e1p \u1ee9ng v\u1edbi thay \u0111\u1ed5i y\u00eau c\u1ea7u t\u01b0 duy m\u1edbi d\u1ef1a tr\u00ean th\u00f4ng tin m\u1edbi v\u00e0 kh\u1ea3 n\u0103ng d\u00f9ng ch\u00fang t\u1edbi \u01b0u th\u1ebf t\u1ed1t nh\u1ea5t. Tuy nhi\u00ean, c\u00f4ng ngh\u1ec7 c\u00f3 th\u1ec3 thay \u0111\u1ed5i nhanh ch\u00f3ng nh\u01b0ng ph\u1ea3i m\u1ea5t th\u1eddi gian l\u00e2u h\u01a1n cho con ng\u01b0\u1eddi thay \u0111\u1ed5i v\u00e0 \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao c\u00f4ng nghi\u1ec7p C\u00f4ng ngh\u1ec7 th\u00f4ng tin (CNTT) c\u00f3 nhi\u1ec1u th\u1ea5t b\u1ea1i th\u1ebf v\u1edbi chuy\u1ec3n giao ch\u1eadm, ch\u1ea5t l\u01b0\u1ee3ng k\u00e9m, v\u00e0 chi ph\u00ed cao. Nhi\u1ec1u l\u1ea7n th\u1ebf ch\u00fang ta th\u1ea5y nh\u1eefng c\u00f4ng ti l\u1edbn th\u1ea5t b\u1ea1i v\u00ec h\u1ecd kh\u00f4ng th\u1ec3 \u0111i\u1ec1u ch\u1ec9nh \u0111\u01b0\u1ee3c theo thay \u0111\u1ed5i. M\u1ed9t ng\u01b0\u1eddi \u0111i\u1ec1u h\u00e0nh c\u1ea5p cao th\u1eeba nh\u1eadn: \u201cCh\u00fang t\u00f4i \u0111\u00e3 th\u00e0nh c\u00f4ng v\u1ec1 \u0111i\u1ec1u ch\u00fang t\u00f4i l\u00e0m, kh\u00f4ng c\u00f3 l\u00ed do cho thay \u0111\u1ed5i v\u00e0 \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao ch\u00fang t\u00f4i th\u1ea5t b\u1ea1i.\u201d<\/span><\/p>\n

B\u1ed1n m\u01b0\u01a1i n\u0103m tr\u01b0\u1edbc, IBM \u0111\u00e3 l\u00e0 c\u00f4ng ti c\u00f4ng ngh\u1ec7 m\u1ea1nh nh\u1ea5t v\u00e0 l\u1edbn nh\u1ea5t tr\u00ean th\u1ebf gi\u1edbi. C\u00e1c h\u1ec7 th\u1ed1ng m\u00e1y t\u00ednh v\u00e0 ph\u1ea7n m\u1ec1m c\u1ee7a n\u00f3 \u0111\u00e3 \u0111\u01b0\u1ee3c d\u00f9ng trong h\u01a1n 70% c\u00f4ng ti. L\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng c\u1ee7a n\u00f3 t\u1edbi 300,000 ng\u01b0\u1eddi k\u0129 thu\u1eadt \u0111\u01b0\u1ee3c coi l\u00e0 \u01b0u t\u00fa trong th\u1ebf gi\u1edbi k\u0129 thu\u1eadt. Khi hai sinh vi\u00ean \u0111\u1ea1i h\u1ecdc b\u1ecf h\u1ecdc n\u1eeda ch\u1eebng t\u1ea1o ra m\u1ed9t c\u00f4ng ti nh\u1ecf c\u00f3 t\u00ean \u201cApple\u201d trong ga ra xe h\u01a1i c\u1ee7a h\u1ecd, IBM \u0111\u00e3 c\u1ed1 g\u1eafng l\u00e0m c\u00f9ng \u0111i\u1ec1u \u0111\u00f3 nh\u01b0ng kh\u00f4ng th\u1ec3 x\u00e2y d\u1ef1ng \u0111\u01b0\u1ee3c c\u00e1c thi\u1ebft b\u1ecb nh\u1ecf nh\u01b0 v\u1eady. T\u1ea1i sao m\u1ed9t c\u00f4ng ti m\u1ea1nh v\u1edbi v\u00e0i trung t\u00e2m nghi\u00ean c\u1ee9u v\u00e0 h\u00e0ng ngh\u00ecn nh\u00e0 khoa h\u1ecdc gi\u1ecfi nh\u1ea5t m\u00e0 kh\u00f4ng th\u1ec3 c\u1ea1nh tranh \u0111\u01b0\u1ee3c v\u1edbi hai thanh ni\u00ean \u00edt \u0111\u01b0\u1ee3c gi\u00e1o d\u1ee5c h\u01a1n? C\u00e2u tr\u1ea3 l\u1eddi l\u00e0 \u0111\u01a1n gi\u1ea3n, trong nhi\u1ec1u n\u0103m th\u1ebf h\u1ecd \u0111\u00e3 \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o ngh\u0129 l\u1edbn (m\u00e1y t\u00ednh l\u1edbn) v\u00e0 kh\u00f4ng th\u1ec3 \u0111\u1ed5i \u0111\u01b0\u1ee3c t\u01b0 duy c\u1ee7a h\u1ecd \u0111\u1ec3 ngh\u0129 c\u00e1i g\u00ec \u0111\u00f3 nh\u1ecf. IBM \u0111\u00e3 m\u1ea5t v\u00e0i n\u0103m v\u00e0 g\u1eb7p nhi\u1ec1u th\u1ea5t b\u1ea1i cho t\u1edbi khi h\u1ecd thu\u00ea \u0111\u01b0\u1ee3c m\u1ed9t nh\u00f3m sinh vi\u00ean m\u1edbi t\u1ed1t nghi\u1ec7p, \u0111\u1eb7t nh\u1eefng ng\u01b0\u1eddi n\u00e0y v\u00e0o khu v\u1ef1c bi\u1ec7t l\u1eadp, cho ph\u00e9p h\u1ecd ngh\u0129 kh\u00e1c \u0111i v\u00e0 h\u1ecd \u0111\u00e3 th\u00e0nh c\u00f4ng ph\u00e1t tri\u1ec3n m\u00e1y IBM PC (m\u00e1y t\u00ednh c\u00e1 nh\u00e2n). Ngay c\u1ea3 v\u1edbi PC, c\u00f4ng ti ph\u1ea7n m\u1ec1m l\u1edbn nh\u1ea5t v\u1edbi h\u00e0ng tr\u0103m ngh\u00ecn k\u0129 s\u01b0 c\u0169ng v\u1eabn kh\u00f4ng th\u1ec3 ph\u00e1t tri\u1ec3n \u0111\u01b0\u1ee3c h\u1ec7 \u0111i\u1ec1u h\u00e0nh cho n\u00f3. H\u1ecd \u0111\u00e3 quen ngh\u0129 t\u1edbi h\u1ec7 \u0111i\u1ec1u h\u00e0nh l\u1edbn v\u1edbi nhi\u1ec1u t\u1ea7ng ph\u1ea7n m\u1ec1m ph\u1ee9c t\u1ea1p cho n\u00ean IBM kh\u00f4ng th\u1ec3 x\u00e2y d\u1ef1ng \u0111\u01b0\u1ee3c c\u00e1i g\u00ec \u0111\u00f3 nh\u1ecf v\u00e0 \u0111\u01a1n gi\u1ea3n. Nh\u1eefng ng\u01b0\u1eddi \u0111i\u1ec1u h\u00e0nh IBM lo l\u1eafng v\u1ec1 vi\u1ec7c l\u1ea1i b\u1ecb ch\u1eadm cho n\u00ean h\u1ecd \u0111\u00e3 thu\u00ea m\u1ed9t c\u00f4ng ti v\u00f4 danh ti\u1ec3u t\u1ed1t c\u00f3 t\u00ean \u201cMicrosoft\u201d \u0111\u1ec3 x\u00e2y d\u1ef1ng ph\u1ea7n m\u1ec1m cho h\u1ecd. Khi IBM c\u00f4ng b\u1ed1 PC, \u0111\u00f3 \u0111\u00e3 l\u00e0 th\u00e0nh c\u00f4ng l\u1edbn. C\u00f4ng ti \u0111\u00e3 m\u1edf r\u1ed9ng s\u1ea3n xu\u1ea5t tr\u00ean to\u00e0n th\u1ebf gi\u1edbi. V\u00ec nhu c\u1ea7u PC t\u0103ng tr\u01b0\u1edfng, nhi\u1ec1u c\u00f4ng ti \u0111\u00e3 chuy\u1ec3n sang PC. T\u1ea5t nhi\u00ean, b\u1eb1ng vi\u1ec7c c\u00f3 h\u1ec7 \u0111i\u1ec1u h\u00e0nh ki\u1ec3m so\u00e1t m\u1ecdi th\u1ee9 tr\u00ean PC, Microsoft c\u00f3 th\u1ec3 ki\u1ec3m so\u00e1t \u0111\u01b0\u1ee3c th\u1ecb tr\u01b0\u1eddng cho n\u00ean trong v\u00f2ng v\u00e0i n\u0103m Microsoft \u0111\u00e3 chi ph\u1ed1i th\u1ecb tr\u01b0\u1eddng v\u00e0 ph\u00e1 hu\u1ef7 kinh doanh c\u1ee7a IBM. Khi PC \u0111\u01b0\u1ee3c \u0111\u01b0a ra, IBM \u0111\u00e3 l\u00e0 c\u00f4ng ti l\u1edbn th\u1ee9 ba v\u00e0 sinh l\u1eddi nh\u1ea5t tr\u00ean th\u1ebf gi\u1edbi nh\u01b0ng trong v\u00f2ng b\u1ea9y n\u0103m, kinh doanh c\u1ee7a IBM m\u1ea5t h\u00e0ng tr\u0103m tri\u1ec7u \u0111\u00f4 la m\u1ed7i n\u0103m v\u00e0 \u0111\u00e3 ph\u1ea3i sa th\u1ea3i h\u00e0ng tr\u0103m ngh\u00ecn ng\u01b0\u1eddi. \u0110\u1ed3ng th\u1eddi Microsoft \u0111\u00e3 t\u0103ng tr\u01b0\u1edfng th\u00e0nh m\u1ea1nh nh\u1ea5t v\u00e0 tr\u1edf th\u00e0nh l\u1edbn h\u01a1n nhi\u1ec1u v\u00e0 sinh l\u1eddi h\u01a1n nhi\u1ec1u IBM.<\/p>\n

Th\u1eddi gian c\u1ee9 tr\u00f4i theo th\u1eddi gian, ch\u00fang ta th\u1ea5y nhi\u1ec1u tr\u01b0\u1eddng h\u1ee3p m\u00e0 n\u1ed7 l\u1ef1c \u0111\u1ec3 thay \u0111\u1ed5i th\u1ea5t b\u1ea1i b\u1edfi v\u00ec c\u1ea5p qu\u1ea3n l\u00ed kh\u00f4ng th\u1ec3 \u0111\u1ed5i \u0111\u01b0\u1ee3c t\u01b0 duy c\u1ee7a h\u1ecd hay kh\u00f4ng s\u1eb5n l\u00f2ng ch\u1ea5p nh\u1eadn \u00fd t\u01b0\u1edfng m\u1edbi. M\u1ed9t nh\u00e0 ph\u00e2n t\u00edch c\u00f4ng nghi\u1ec7p k\u1ebft lu\u1eadn: \u201cM\u1ecdi sai l\u1ea7m l\u1edbn \u0111\u1ec1u do c\u1ea5p \u0111i\u1ec1u h\u00e0nh ph\u1ea1m ph\u1ea3i, nh\u1eefng ng\u01b0\u1eddi kh\u00f4ng th\u1ec3 \u0111\u1ed5i \u0111\u01b0\u1ee3c t\u00e2m tr\u00ed h\u1ecd; h\u1ecd ti\u1ebfp t\u1ee5c v\u1eadn h\u00e0nh d\u01b0\u1eddng nh\u01b0 kinh doanh v\u1eabn kh\u00f4ng thay \u0111\u1ed5i. H\u1ecd qu\u1ea3n l\u00ed kinh doanh c\u1ee9 nh\u01b0 n\u00f3 l\u00e0 c\u00f9ng kinh doanh khi h\u1ecd \u0111\u00e3 th\u00e0nh c\u00f4ng. H\u1ecd \u0111\u00e3 kh\u00f4ng bi\u1ebft nhu c\u1ea7u ph\u1ea3i c\u1ea3i ti\u1ebfn, hay t\u00e1i k\u0129 ngh\u1ec7 doanh nghi\u1ec7p b\u1edfi v\u00ec thay \u0111\u1ed5i kh\u00f4ng ph\u1ea3i l\u00e0 c\u00e1i g\u00ec \u0111\u00f3 b\u1ea1n c\u00f3 th\u1ec3 \u0111\u1ed5i m\u1ed9t ch\u00fat v\u00e0o m\u1ed9t l\u00fac. Nhu c\u1ea7u c\u1ee7a ng\u00e0y nay kh\u00f4ng ph\u1ea3i l\u00e0 h\u1ec7t nh\u01b0 nhu c\u1ea7u c\u1ee7a n\u0103m tr\u01b0\u1edbc v\u00e0 nhu c\u1ea7u c\u1ee7a ng\u00e0y mai s\u1ebd kh\u00e1c.\u201d T\u01b0 duy r\u1eb1ng thay \u0111\u1ed5i l\u00e0 bi\u1ebfn c\u1ed1 bi\u1ec7t l\u1eadp m\u00e0 c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c th\u1ef1c hi\u1ec7n b\u1ea5t k\u00ec khi n\u00e0o b\u1ea1n th\u00edch thay v\u00ec c\u00e1i g\u00ec \u0111\u00f3 c\u00f3 th\u1ec3 \u1ea3nh h\u01b0\u1edfng t\u1edbi to\u00e0n th\u1ec3 c\u00f4ng ti ngay m\u1ed9t l\u00fac l\u00e0 m\u1ed9t sai l\u1ea7m \u0111\u1ecbnh m\u1ec7nh. Ph\u1ea7n l\u1edbn nh\u1eefng ng\u01b0\u1eddi qu\u1ea3n l\u00ed kh\u00f4ng th\u1ec3 h\u00ecnh dung \u0111\u01b0\u1ee3c b\u1ee9c tranh \u0111\u1ea7y \u0111\u1ee7 b\u00ean ngo\u00e0i khu v\u1ef1c c\u1ee7a h\u1ecd. H\u1ecd ch\u1ec9 th\u1ea5y m\u1ed9t ph\u1ea7n nh\u1ecf v\u00ec t\u01b0 duy c\u1ee7a\u00a0 h\u1ecd b\u1ecb gi\u1edbi h\u1ea1n th\u1ebf v\u00e0 \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao \u00fd t\u01b0\u1edfng m\u1edbi, ph\u00e1t ki\u1ebfn m\u1edbi b\u1ecb ng\u0103n c\u1ea5m b\u1edfi t\u01b0 duy hi\u1ec7n th\u1eddi c\u1ee7a h\u1ecd. T\u01b0 duy nh\u01b0 v\u1eady l\u00e0 l\u00ed do ch\u00ednh t\u1ea1i sao nhi\u1ec1u n\u1ed7 l\u1ef1c \u0111\u1ec3 thay \u0111\u1ed5i l\u1ea1i th\u1ea5t b\u1ea1i.<\/p>\n

Khi PC chi ph\u1ed1i th\u1ebf gi\u1edbi kinh doanh, m\u1ed9t trong nh\u1eefng c\u00f4ng ti l\u1edbn nh\u1ea5t v\u00e0 th\u00e0nh c\u00f4ng nh\u1ea5t l\u00e0 Ashton Tate, c\u00f4ng ti x\u00e2y d\u1ef1ng h\u1ec7 qu\u1ea3n l\u00ed c\u01a1 s\u1edf d\u1eef li\u1ec7u c\u00f3 t\u00ean DBase. C\u00f4ng ti n\u00e0y b\u1eaft \u0111\u1ea7u n\u0103m 1980 v\u00e0 nhanh ch\u00f3ng tr\u1edf th\u00e0nh c\u00f4ng ti ph\u1ea7n m\u1ec1m l\u1edbn th\u1ee9 ba v\u00e0o th\u1eddi \u0111\u00f3 (Microsoft l\u00e0 s\u1ed1 m\u1ed9t v\u00e0 Lotus l\u00e0 s\u1ed1 hai). Dbase \u0111\u00e3 l\u00e0 ph\u1ea7n m\u1ec1m ph\u1ed5 bi\u1ebfn, \u0111\u00e3 l\u00e0m \u0111\u01b0\u1ee3c tr\u00ean $250 tri\u1ec7u \u0111\u00f4 la m\u1ed9t n\u0103m cho Ashton Tate. Khi c\u00f4ng ngh\u1ec7 thay \u0111\u1ed5i v\u1edbi b\u1ed9 x\u1eed l\u00ed nhanh h\u01a1n v\u00e0 h\u1ec7 \u0111i\u1ec1u h\u00e0nh c\u1eeda s\u1ed5 m\u1edbi, c\u1ea5p qu\u1ea3n l\u00ed c\u1ee7a Aston Tate v\u1eabn t\u1eadn h\u01b0\u1edfng th\u00e0nh c\u00f4ng c\u1ee7a h\u1ecd v\u00e0 v\u1eadn h\u00e0nh kinh doanh nh\u01b0 kh\u00f4ng c\u00e1i g\u00ec \u0111\u00e3 thay \u0111\u1ed5i. Khi nh\u1eefng \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh ph\u00e1t tri\u1ec3n s\u1ea3n ph\u1ea9m m\u1edbi d\u00f9ng c\u00f4ng ngh\u1ec7 m\u1edbi nh\u1ea5t, c\u1ea5p qu\u1ea3n l\u00ed c\u1ee7a Aston Tate tin r\u1eb1ng kh\u00e1ch h\u00e0ng c\u1ee7a h\u1ecd s\u1ebd kh\u00f4ng bao gi\u1edd chuy\u1ec3n sang s\u1ea3n ph\u1ea9m m\u1edbi. Khi nh\u1eefng \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh \u0111\u01b0a ra s\u1ea3n ph\u1ea9m c\u01a1 s\u1edf d\u1eef li\u1ec7u t\u1ed1t h\u01a1n v\u00e0 d\u1ec5 h\u01a1n, c\u1ea5p qu\u1ea3n l\u00ed c\u1ee7a Ashton Tate ho\u1ea3ng h\u1ed1t v\u00e0 \u0111\u1eb7t s\u1ea3n ph\u1ea9m m\u1edbi t\u00ean l\u00e0 Dbase 4 v\u00e0 c\u00f4ng b\u1ed1 r\u1eb1ng h\u1ecd s\u1ebd c\u00f3 s\u1ea3n ph\u1ea9m m\u1edbi tr\u01b0\u1edbc th\u00e1ng 5\/1988. V\u00e0i th\u00e1ng sau \u0111\u00f3, h\u1ecd \u0111\u1ed5i n\u00f3 th\u00e0nh th\u00e1ng 8 r\u1ed3i th\u00e1ng 12. Trong v\u1ed9i v\u00e0ng, s\u1ea3n ph\u1ea9m m\u1edbi c\u00f3 nhi\u1ec1u l\u1ed7i t\u1edbi m\u1ee9c sau khi \u0111\u01b0a ra, Ashton Tate ph\u1ea3i thu h\u1ed3i ch\u00fang \u0111\u1ec3 s\u1eeda. H\u1ecd c\u00e0ng s\u1eeda h\u1ecd c\u00e0ng th\u1ea5y th\u00eam l\u1ed7i cho n\u00ean h\u1ecd kh\u00f4ng th\u1ec3 giao h\u00e0ng m\u00e3i t\u1edbi n\u0103m 1991. C\u00f4ng ti m\u1ea5t m\u1ecdi kh\u00e1ch h\u00e0ng t\u1ed1t nh\u1ea5t c\u1ee7a h\u1ecd, nh\u1eefng ng\u01b0\u1eddi gi\u1eadn d\u1eef th\u1ebf v\u00e0 chuy\u1ec3n sang \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh. Trong m\u1ed9t n\u0103m, c\u00f4ng ti l\u1edbn th\u1ee9 ba th\u1ebf gi\u1edbi kh\u00f4ng c\u00f2n t\u1ed3n t\u1ea1i. Nguy\u00ean nh\u00e2n c\u1ee7a v\u1ea5n \u0111\u1ec1 n\u00e0y l\u00e0 c\u1ea5p qu\u1ea3n l\u00ed ph\u1ea3n \u1ee9ng k\u00e9m v\u00e0 th\u1ef1c thi k\u00e9m khi h\u1ecd c\u00f4ng b\u1ed1 r\u1eb1ng h\u1ecd c\u00f3 th\u1ec3 c\u00f3 ph\u1ea7n m\u1ec1m m\u1edbi tr\u01b0\u1edbc n\u0103m 1988 r\u1ed3i c\u1ee9 thay \u0111\u1ed5i ng\u00e0y \u0111\u01b0a ra v\u00ec ch\u1ea5t l\u01b0\u1ee3ng k\u00e9m m\u00e3i t\u1edbi 1991 nh\u01b0ng v\u00e0o l\u00fac \u0111\u00f3 \u0111\u00e3 qu\u00e1 tr\u1ec5 r\u1ed3i.<\/p>\n

C\u1ea3\u00a0 IBM v\u00e0 Aston Tate \u0111\u00e3 qu\u00ean m\u1ea5t m\u1ed9t qui t\u1eafc kinh doanh then ch\u1ed1t: \u201cN\u1ebfu b\u1ea1n kh\u00f4ng c\u1ea3i ti\u1ebfn, \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh c\u1ee7a b\u1ea1n s\u1ebd c\u1ea3i ti\u1ebfn. N\u1ebfu b\u1ea1n kh\u00f4ng thay \u0111\u1ed5i, \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh c\u1ee7a b\u1ea1n s\u1ebd thay \u0111\u1ed5i.\u201d Trong th\u1ebf gi\u1edbi c\u1ea1nh tranh cao n\u00e0y, b\u1ea1n kh\u00f4ng th\u1ec3 c\u1ea3m th\u1ea5y t\u1ef1 m\u00e3n b\u1edfi v\u00ec n\u1ebfu b\u1ea1n t\u1ef1 m\u00e3n, b\u1ea1n ch\u1eafc ch\u1eafn s\u1ebd th\u1ea5t b\u1ea1i.<\/p>\n

 <\/p>\n

—-English version—-<\/p>\n

 <\/p>\n

A lesson of history<\/p>\n

We are living in a world that is constantly changing. With globalization and information technology, the rate of change has been accelerated. The ability to respond to change requires new thinking based on new information and the ability to use them to the best advantage. However, technology can change quickly but it takes much longer for people to change and that is why the Information Technology (IT) industry has so many failures with late delivery, poor quality, and high costs. So many times we see great companies fail because they cannot adjust to changes. A senior executive admitted: \u201cWe have been successful of what we do, there is no reason to change and that is why we fail.\u201d<\/p>\n

Forty years ago, IBM was the largest and most powerful technology company in the world. Its computer systems and software were used in over 70% of companies. Its workforce of 300,000 technical people was considered the elite in the technical world. When two college dropouts created a small computer called \u201cApple\u201d in their garage, IBM tried to do the same but could not build such a small devices. Why a powerful company with several research centers and thousands of best scientists could not compete with two lesser educated youngsters? The answer was simple, for so many years they were trained to think big (mainframe) and could not change their thinking to something small. It took IBM several years and a lot of failures until they hired a group of recent graduates, placed them in an isolated area, allowed them to think differently and they successfully developed the IBM PC (personal computer). Even with the PC, the largest software company with hundreds of thousand software engineers could not develop an operating system for it. They were used to think of a large operating system with several layers of sophisticated software so IBM could not build something small and simple. IBM executives worried about being late again so they hired an unknown company called \u201cMicrosoft\u201d to build the software for them. When IBM announced the PC, it was a great success. The company expanded the production throughout the world. As PC demand grew, more companies were switching to PC. Of course, by having the operating system that controlled everything on the PC, Microsoft could control the market so within few years Microsoft dominated the market and destroyed IBM business. When PC was introduced, IBM was the third largest and most profitable company in the world but within seven years, IBM business lost hundred million dollars each year and had to laid-off hundreds of thousand people. At the same time Microsoft had grown to a most powerful and become much bigger and more profitable than IBM.<\/p>\n

Time after time, we see so many cases where efforts to change fail because management cannot change their thinking or willing to accept new idea. An industry analyst concluded: \u201cAll the big mistakes were made by executives who cannot change their minds; they continue to operate as though the business is still unchanged. They manage the business as though it was the same business when they were successful. They did not know the need to improve, or re-engineering the business because change is not something you can change a little at a time. Today\u2019s demand is not the same as last year\u2019s demand and tomorrow\u2019s demand will be different.\u201d The thinking that change is an isolate event that can be deal with whenever you like rather than something that can affect the whole company all in once is a fatal mistake. Most managers cannot visualize the complete picture outside of their area. They only see a small piece as their thinking is so limited and that is why new idea, new innovation is inhibited by their current thinking. Such thinking is the major reason why so many efforts to change fail.<\/p>\n

When PC dominated the business world, one of the largest and most successful companies was Ashton Tate who builds the database management system called DBase. The company started in 1980 and quickly became the third largest software at that time (Microsoft is number one and Lotus is number two) The Dbase was the most popular software which made over $250 million a year for Ashton Tate. When technology changed with faster processor and new window operating system, Aston Tate management was still enjoy their success and operated the business as nothing has changed. When competitors developed new products using the latest technology, Aston Tate management believed that their customers would never switch to new products. When competitors offered better and easier database products, Ashton Tate management panic and ordered new product called Dbase 4 and announced that they will have a new product by May 1988. Few months later, they changed it to August then December. In a hurry, the new product had so many defects that after the released, Ashton Tate had to recall them to fix. The more they fixed the more defects they found so they could not ship them until 1991. The company lost all of their best customers who were so angry and switch to their competitors. Within a year, the third largest company no longer exists. The cause of this problem was reactive bad management and poorly execute as they announced that they could have new software by 1988 then keep changing the date because of poor quality until 1991 but at that time it was too late.<\/p>\n

Both IBM and Aston Tate forgot a key business rule: \u201cIf you do not improve, your competitors will. If you do not change, your competitors will.\u201d In this highly competition world, you cannot feel complacent because if you do, you are surely will fail.<\/p>\n","protected":false},"excerpt":{"rendered":"

Ch\u00fang ta \u0111ang s\u1ed1ng trong m\u1ed9t th\u1ebf gi\u1edbi th\u01b0\u1eddng xuy\u00ean thay \u0111\u1ed5i. V\u1edbi to\u00e0n c\u1ea7u ho\u00e1 v\u00e0 c\u00f4ng ngh\u1ec7 th\u00f4ng tin, t\u1ec9 l\u1ec7 thay \u0111\u1ed5i … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16],"tags":[],"class_list":["post-1402","post","type-post","status-publish","format-standard","hentry","category-nha-doanh-nghiep"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1402","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1402"}],"version-history":[{"count":1,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1402\/revisions"}],"predecessor-version":[{"id":1403,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/1402\/revisions\/1403"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1402"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1402"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1402"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}