{"id":744,"date":"2013-06-23T21:08:51","date_gmt":"2013-06-23T14:08:51","guid":{"rendered":"http:\/\/science-technology.vn\/?p=744"},"modified":"2013-06-23T21:08:51","modified_gmt":"2013-06-23T14:08:51","slug":"tai-sao-cac-cong-ti-lon-that-bai","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=744","title":{"rendered":"T\u1ea1i sao c\u00e1c c\u00f4ng ti l\u1edbn th\u1ea5t b\u1ea1i?"},"content":{"rendered":"

Ng\u00e0y nay, c\u00f4ng ngh\u1ec7 \u0111ang l\u00e0m thay \u0111\u1ed5i c\u00e1ch c\u00e1c c\u00f4ng ti l\u00e0m kinh doanh nh\u01b0ng ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti kh\u00f4ng ch\u1ea5p nh\u1eadn c\u00f4ng ngh\u1ec7 m\u1edbi \u0111\u1ee7 nhanh \u0111\u1ec3 \u0111\u00e1p \u1ee9ng nhu c\u1ea7u th\u1ecb tr\u01b0\u1eddng. \u0110i\u1ec1u \u0111\u00f3 m\u1edf ra c\u01a1 h\u1ed9i m\u1edbi cho c\u00e1c c\u00f4ng ti kh\u1edfi nghi\u1ec7p bi\u1ebft c\u00e1ch t\u1eadn d\u1ee5ng c\u00f4ng ngh\u1ec7 v\u00e0 \u0111i\u1ec1u \u0111\u00f3 gi\u1ea3i th\u00edch t\u1ea1i sao m\u1ed9t s\u1ed1 c\u00f4ng ti kh\u1edfi nghi\u1ec7p th\u00e0nh c\u00f4ng th\u1ebf. N\u1ebfu ch\u00fang ta nh\u00ecn l\u1ea1i qu\u00e3ng 100 n\u0103m tr\u01b0\u1edbc khi c\u00f4ng ngh\u1ec7 nh\u01b0 \u0111i\u1ec7n v\u00e0 \u0111i\u1ec7n tho\u1ea1i b\u1eaft \u0111\u1ea7u l\u00e0m thay \u0111\u1ed5i c\u00e1ch c\u00f4ng ti l\u00e0m kinh doanh, ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti \u0111\u00e3 kh\u00f4ng t\u1ed3n t\u1ea1i v\u00ec h\u1ecd kh\u00f4ng th\u1ec3 ngh\u0129 \u0111\u01b0\u1ee3c c\u00e1ch kh\u00e1c \u0111\u1ec3 l\u00e0m kinh doanh so v\u1edbi c\u00e1ch c\u0169 c\u1ee7a h\u1ecd. Ch\u1eb3ng h\u1ea1n khi m\u00e1y bay \u0111\u01b0\u1ee3c ph\u00e1t minh ra, Ng\u00e0i Kelvin ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o H\u1ed9i khoa h\u1ecdc ho\u00e0ng gia \u1edf Anh n\u00f3i v\u1edbi c\u00e1c nh\u00e0 khoa h\u1ecdc c\u1ee7a \u00f4ng \u1ea5y: \u201cNg\u01b0\u1eddi M\u0129 ph\u1ea3i ho\u1eb7c c\u00f3 t\u01b0\u1edfng t\u01b0\u1ee3ng t\u1ed1t, ho\u1eb7c h\u1ecd \u0111ang m\u01a1. L\u00e0 nh\u00e0 khoa h\u1ecdc t\u1ea5t c\u1ea3 ch\u00fang ta \u0111\u1ec1u bi\u1ebft r\u1eb1ng kh\u00f4ng c\u00e1i g\u00ec n\u1eb7ng h\u01a1n kh\u00f4ng kh\u00ed m\u00e0 c\u00f3 th\u1ec3 bay.\u201d Khi \u0111i\u1ec7n tho\u1ea1i \u0111\u01b0\u1ee3c ph\u00e1t minh ra, nh\u1eefng ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u1ee7a C\u00f4ng ti \u0111i\u1ec7n t\u00edn th\u1ed1ng nh\u1ea5t mi\u1ec1n T\u00e2y n\u00f3i v\u1edbi c\u00f4ng nh\u00e2n c\u1ee7a h\u1ecd: \u201cC\u00e1i g\u1ecdi l\u00e0 “\u0111i\u1ec7n tho\u1ea1i” kh\u00f4ng n\u00ean \u0111\u01b0\u1ee3c coi l\u00e0 nghi\u00eam ch\u1ec9nh nh\u01b0 ph\u01b0\u01a1ng ti\u1ec7n trao \u0111\u1ed5i.\u201d \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao trong 100 c\u00f4ng ti l\u1edbn nh\u1ea5t v\u00e0o th\u1eddi \u0111\u00f3, t\u1ea5t c\u1ea3 h\u1ecd \u0111\u1ec1u m\u1ea5t \u0111i, ch\u1ec9 m\u1ed7i General Electric v\u1eabn c\u00f2n t\u1edbi ng\u00e0y nay.<\/span><\/p>\n

C\u00f9ng \u0111i\u1ec1u \u0111\u00f3 c\u0169ng \u0111\u00e3 x\u1ea3y ra trong nh\u1eefng n\u0103m 1980 v\u1edbi c\u00f4ng nghi\u1ec7p m\u00e1y t\u00ednh l\u1edbn khi m\u1ea1ch t\u00edch h\u1ee3p thay th\u1ebf cho b\u00f3ng b\u00e1n d\u1eabn v\u00e0 cho ph\u00e9p m\u1ecdi ng\u01b0\u1eddi x\u00e2y d\u1ef1ng m\u00e1y t\u00ednh nh\u1ecf. Ph\u1ea7n l\u1edbn nh\u1eefng ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o th\u00e0nh c\u00f4ng \u0111\u00e3 b\u1ecf qua c\u00f4ng ngh\u1ec7 m\u1edbi n\u00e0y. Khi Bill Gates n\u00f3i v\u1edbi b\u00e1o ch\u00ed \u0111\u1ecba ph\u01b0\u01a1ng v\u1ec1 vi\u1ec5n ki\u1ebfn c\u1ee7a \u00f4ng \u1ea5y \u201c\u0110\u1ec3 m\u00e1y t\u00ednh c\u00e1 nh\u00e2n v\u00e0o m\u1ecdi gia \u0111\u00ecnh \u1edf M\u0129.\u201d Ken Olsen, ng\u01b0\u1eddi s\u00e1ng l\u1eadp c\u1ee7a Digital Equipment Corp., c\u00f4ng ti m\u00e1y t\u00ednh l\u1edbn h\u00e0ng th\u1ee9 hai v\u00e0o th\u1eddi \u0111\u00f3, \u0111\u00e3 b\u00ecnh lu\u1eadn: \u201cKh\u00f4ng c\u00f3 l\u00ed do g\u00ec cho b\u1ea5t k\u00ec c\u00e1 nh\u00e2n n\u00e0o c\u00f3 m\u00e1y t\u00ednh \u1edf nh\u00e0 ng\u01b0\u1eddi \u0111\u00f3 c\u1ea3.\u201d V\u00e0 Thomas Watson, ch\u1ee7 t\u1ecbch c\u1ee7a IBM, c\u00f4ng ti m\u00e1y t\u00ednh l\u1edbn nh\u1ea5t th\u1ebf gi\u1edbi \u0111\u00e3 gi\u1ea3i th\u00edch: \u201cT\u00f4i ngh\u0129 c\u00f3 m\u1ed9t th\u1ecb tr\u01b0\u1eddng th\u1ebf gi\u1edbi cho c\u00f3 l\u1ebd \u2026 n\u0103m m\u00e1y t\u00ednh.\u201d Khi Apple computer b\u00e1n \u0111\u01b0\u1ee3c hai tr\u0103m tri\u1ec7u m\u00e1y t\u00ednh c\u00e1 nh\u00e2n, IBM \u0111\u1ed5i \u00fd. M\u1ed9t ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u1ea5p cao b\u00e1o \u0111\u1ed9ng: \u201cG\u00e3 thanh ni\u00ean l\u1eadp d\u1ecb \u0111\u00f3 s\u1ebd s\u1edbm \u0103n c\u1ea3 b\u1eefa s\u00e1ng v\u00e0 b\u1eefa t\u1ed1i c\u1ee7a ch\u00fang ta n\u1ebfu ch\u00fang ta kh\u00f4ng l\u00e0m g\u00ec c\u1ea3.\u201d IBM \u0111\u00e3 thay \u0111\u1ed5i nhanh ch\u00f3ng v\u1edbi m\u00e1y t\u00ednh c\u00e1 nh\u00e2n c\u1ee7a n\u00f3 Personal Computer (PC) v\u00e0 trong s\u1ed1 20 c\u00f4ng ti m\u00e1y t\u00ednh l\u1edbn nh\u1ea5t th\u1eddi \u0111\u00f3, ch\u1ec9 m\u1ed7i IBM v\u1eabn c\u00f2n l\u1ea1i ng\u00e0y nay. Khi Steve Jobs \u0111\u01b0\u1ee3c thu\u00ea tr\u1edf l\u1ea1i qu\u1ea3n l\u00ed Apple n\u0103m 2000, Nathan Myhrvold, Gi\u00e1m \u0111\u1ed1c c\u00f4ng ngh\u1ec7 c\u1ee7a Microsoft tuy\u00ean b\u1ed1: \u201cApple ch\u1ebft r\u1ed3i, c\u00e1c b\u1ea1n kh\u00f4ng th\u1ec3 t\u00e1i sinh ng\u01b0\u1eddi ch\u1ebft \u0111\u01b0\u1ee3c.\u201d V\u00e0 kh\u00f4ng ch\u00fa \u00fd g\u00ec t\u1edbi Apple. Khi iPod, iPhone ra, \u00f4ng Myhrvold t\u1eeb ch\u1ee9c.<\/p>\n

C\u00e1c c\u00f4ng ti th\u01b0\u1eddng th\u1ea5t b\u1ea1i b\u1edfi nhi\u1ec1u l\u00ed do: Quan li\u00eau, ki\u00eau ng\u1ea1o, l\u1eadp k\u1ebf ho\u1ea1ch k\u00e9m, tri th\u1ee9c v\u00e0 k\u0129 n\u0103ng kh\u00f4ng th\u00edch h\u1ee3p. T\u1ea5t c\u1ea3 nh\u1eefng \u0111i\u1ec1u \u0111\u00f3 \u0111\u1ec1u c\u00f3 th\u1ec3 \u0111\u01b0\u1ee3c truy nguy\u00ean v\u1ec1 c\u1ea5p qu\u1ea3n l\u00ed ra quy\u1ebft \u0111\u1ecbnh sai b\u1edfi v\u00ec h\u1ecd b\u1ecf qua nh\u00e2n t\u1ed1 c\u00f4ng ngh\u1ec7. C\u00f4ng ngh\u1ec7 l\u00e0 l\u1ef1c r\u1ea5t m\u1ea1nh m\u00e0 c\u00f3 th\u1ec3 t\u00e1c \u0111\u1ed9ng t\u1edbi nhi\u1ec1u th\u1ee9. C\u00f3 hai ki\u1ec3u c\u00f4ng ngh\u1ec7: C\u00f4ng ngh\u1ec7 duy tr\u00ec l\u00e0 vi\u1ec7c c\u1ea3i ti\u1ebfn c\u00e1c c\u00f4ng ngh\u1ec7 \u0111\u00e3 \u0111\u01b0\u1ee3c thi\u1ebft l\u1eadp. C\u00f4ng ngh\u1ec7 \u0111\u1ed9t ph\u00e1 l\u00e0 c\u00f4ng ngh\u1ec7 m\u1edbi m\u00e0 c\u00f3 th\u1ec3 thay th\u1ebf c\u00f4ng ngh\u1ec7 \u0111\u00e3 \u0111\u01b0\u1ee3c thi\u1ebft l\u1eadp v\u00e0 t\u1ea1o ra gi\u00e1 tr\u1ecb doanh nghi\u1ec7p m\u1edbi. Ph\u1ea7n l\u1edbn c\u00e1c nh\u00e0 qu\u1ea3n l\u00ed th\u1ea5t b\u1ea1i v\u00ec h\u1ecd \u0111\u00e3 kh\u00f4ng ph\u00e2n bi\u1ec7t \u0111\u01b0\u1ee3c s\u1ef1 kh\u00e1c bi\u1ec7t gi\u1eefa hai ki\u1ec3u n\u00e0y.<\/p>\n

C\u00e1c c\u00f4ng ti l\u00e0m kinh doanh d\u1ef1a tr\u00ean s\u1ea3n ph\u1ea9m h\u1ecd x\u00e2y d\u1ef1ng hay d\u1ecbch v\u1ee5 h\u1ecd cung c\u1ea5p. Tri th\u1ee9c v\u00e0 k\u0129 n\u0103ng c\u1ee7a h\u1ecd c\u00f3 li\u00ean quan t\u1edbi ki\u1ec3u s\u1ea3n ph\u1ea9m hay d\u1ecbch v\u1ee5 \u0111\u00f3. \u0110\u1ec3 c\u1ea3i ti\u1ebfn doanh nghi\u1ec7p, ng\u01b0\u1eddi qu\u1ea3n l\u00ed quan t\u00e2m t\u1edbi t\u1edbi c\u00f4ng ngh\u1ec7 duy tr\u00ec v\u00ec n\u00f3 gi\u00fap h\u1ecd c\u1ea3i ti\u1ebfn n\u0103ng su\u1ea5t, hi\u1ec7u qu\u1ea3 v\u00e0 l\u1ee3i nhu\u1eadn. Ng\u01b0\u1eddi qu\u1ea3n l\u00ed \u00f4 t\u00f4 bi\u1ebft m\u1ecdi \u0111i\u1ec1u v\u1ec1 vi\u1ec7c l\u00e0m xe h\u01a1i d\u1ef1a tr\u00ean c\u00f4ng ngh\u1ec7 hi\u1ec7n th\u1eddi b\u1edfi v\u00ec h\u1ecd \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o trong c\u00f4ng ngh\u1ec7 \u0111\u00f3 v\u00e0 \u0111\u00e3 th\u00e0nh c\u00f4ng trong l\u00e0m c\u00f4ng ngh\u1ec7 \u0111\u00f3. To\u00e0n th\u1ec3 t\u01b0 duy c\u1ee7a h\u1ecd l\u00e0 v\u1ec1 c\u1ea3i ti\u1ebfn \u0111i\u1ec1u h\u1ecd bi\u1ebft d\u1ef1a tr\u00ean hi\u1ec7u n\u0103ng qu\u00e1 kh\u1ee9 c\u1ee7a h\u1ecd. H\u1ecd kh\u00f4ng th\u1ec3 thay \u0111\u1ed5i \u0111\u01b0\u1ee3c t\u00e2m tr\u00ed h\u1ecd v\u00ec \u0111i\u1ec1u \u0111\u00f3 y\u00eau c\u1ea7u h\u1ecdc nh\u1eefng \u0111i\u1ec1u m\u1edbi v\u00e0 c\u00f3 t\u01b0 duy m\u1edbi. Khi kh\u00e1i ni\u1ec7m xe \u00f4 t\u00f4 ch\u1ea1y \u0111i\u1ec7n \u0111\u01b0\u1ee3c ph\u00e1t minh nh\u1eefng n\u0103m 1960, ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti \u00f4 t\u00f4 b\u1ecf qua n\u00f3 m\u00e3i cho t\u1edbi khi gi\u00e1 x\u0103ng t\u0103ng l\u00ean v\u00e0 nhu c\u1ea7u v\u1ec1 xe \u00f4 t\u00f4 ch\u1ea1y \u0111i\u1ec7n b\u1eaft \u0111\u1ea7u h\u00ecnh th\u00e0nh. Nh\u1eefng ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o ch\u1ebf t\u1ea1o xe h\u01a1i th\u00fa nh\u1eadn r\u1eb1ng h\u1ecd kh\u00f4ng c\u00f3 tri th\u1ee9c v\u00e0 k\u0129 n\u0103ng trong c\u00f4ng ngh\u1ec7 n\u00e0y v\u00e0 h\u1ecd c\u00f3 th\u1ec3 ph\u1ea3i m\u1ea5t v\u00e0i th\u1eadp k\u1ec9 m\u1edbi thay \u0111\u1ed5i \u0111\u01b0\u1ee3c.<\/p>\n

Steve Jobs th\u01b0\u1eddng gi\u1ea3i th\u00edch t\u00ecnh hu\u1ed1ng n\u00e0y b\u1eb1ng c\u00e2u chuy\u1ec7n Thi\u1ec1n: \u201cM\u1ed9t h\u1ecdc gi\u1ea3 \u0111\u1ea1i h\u1ecdc t\u1edbi g\u1eb7p m\u1ed9t Thi\u1ec1n s\u01b0 \u0111\u1ec3 h\u1ecfi v\u1ec1 Thi\u1ec1n. Th\u1ea7y m\u1eddi h\u1ecdc gi\u1ea3 n\u00e0y u\u1ed1ng tr\u00e0. \u00d4ng \u1ea5y r\u00f3t tr\u00e0 v\u00e0o c\u1ed1c c\u1ee7a h\u1ecdc gi\u1ea3 \u0111\u1ea7y tr\u00e0n r\u1ed3i c\u1ee9 th\u1ebf r\u00f3t m\u00e3i. H\u1ecdc gi\u1ea3 nh\u00ecn n\u01b0\u1edbc tr\u00e0n m\u00e3i \u0111\u1ebfn khi kh\u00f4ng th\u1ec3 k\u00ecm \u0111\u01b0\u1ee3c m\u00ecnh b\u1eefa: \u201c\u0110\u1ea7y qu\u00e1 r\u1ed3i, n\u01b0\u1edbc kh\u00f4ng v\u00e0o th\u00eam \u0111\u01b0\u1ee3c n\u1eefa. Sao th\u1ea7y r\u00f3t tr\u00e0 ki\u1ec3u \u0111\u1ea5y?” Thi\u1ec1n s\u01b0 gi\u1ea3i th\u00edch: \u201cGi\u1ed1ng nh\u01b0 chi\u1ebfc c\u1ed1c n\u00e0y, \u00f4ng \u0111\u1ea7y nh\u1eefng \u00fd ki\u1ebfn v\u00e0 suy x\u00e9t c\u1ee7a ri\u00eang \u00f4ng r\u1ed3i khi \u00f4ng t\u1edbi. L\u00e0m sao ta c\u00f3 th\u1ec3 ch\u1ec9 cho \u00f4ng Thi\u1ec1n \u0111\u01b0\u1ee3c ch\u1eebng n\u00e0o \u00f4ng c\u00f2n ch\u01b0a l\u00e0m r\u1ed7ng chi\u1ebfc c\u1ed1c c\u1ee7a \u00f4ng?\u201d<\/p>\n

T\u00e2m tr\u00ed c\u1ee7a ng\u01b0\u1eddi qu\u1ea3n l\u00ed th\u00e0nh c\u00f4ng nh\u1ea5t gi\u1ed1ng nh\u01b0 c\u1ed1c tr\u00e0 \u0111\u1ea7y. B\u1ea1n kh\u00f4ng th\u1ec3 r\u00f3t tr\u00e0 m\u1edbi v\u00e0o n\u00f3 \u0111\u01b0\u1ee3c v\u00ec tr\u00e0 s\u1ebd tr\u00e0n ra. \u0110\u1ec3 h\u1ecdc \u0111i\u1ec1u m\u1edbi, h\u1ecd ph\u1ea3i l\u00e0m r\u1ed7ng tr\u00e0 trong c\u1ed1c c\u1ee7a h\u1ecd \u0111\u1ec3 r\u00f3t tr\u00e0 m\u1edbi v\u00e0o. C\u00e2u h\u1ecfi l\u00e0 bao nhi\u00eau ng\u01b0\u1eddi s\u1eb5n l\u00f2ng v\u1ee9t b\u1ecf th\u00e0nh c\u00f4ng qu\u00e1 kh\u1ee9 c\u1ee7a h\u1ecd \u0111\u1ec3 h\u1ecdc \u0111i\u1ec1u m\u1edbi? Bao nhi\u00eau ng\u01b0\u1eddi qu\u1ea3n l\u00ed th\u00e0nh c\u00f4ng s\u1eb5n l\u00f2ng quay l\u1ea1i tr\u01b0\u1eddng \u0111\u1ec3 h\u1ecdc c\u00f4ng ngh\u1ec7 m\u1edbi? Bao nhi\u00eau ng\u01b0\u1eddi hi\u1ec3u gi\u00e1 tr\u1ecb c\u1ee7a vi\u1ec7c h\u1ecdc c\u1ea3 \u0111\u1eddi? \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao ng\u00e0y nay th\u1ecb tr\u01b0\u1eddng th\u1ebf gi\u1edbi \u0111ang m\u1edf r\u1ed9ng cho t\u01b0 duy m\u1edbi, \u00fd t\u01b0\u1edfng m\u1edbi, ph\u00e1t ki\u1ebfn m\u1edbi, v\u00e0 c\u01a1 h\u1ed9i m\u1edbi cho c\u00e1c c\u00f4ng ti c\u00f4ng ngh\u1ec7 kh\u1edfi nghi\u1ec7p, m\u00e0 c\u00f3 th\u1ec3 \u0111\u1ed9t ph\u00e1 th\u1ecb tr\u01b0\u1eddng v\u00e0 t\u0103ng tr\u01b0\u1edfng th\u00e0nh doanh nghi\u1ec7p th\u00e0nh c\u00f4ng.<\/p>\n

T\u1ea1i sao c\u00e1c c\u00f4ng ti l\u1edbn th\u01b0\u1eddng th\u1ea5t b\u1ea1i khi c\u00f4ng ngh\u1ec7 m\u1edbi n\u1ed5i l\u00ean? H\u1ecd th\u1ea5t b\u1ea1i v\u00ec t\u01b0 duy c\u1ee7a h\u1ecd, nh\u1eefng th\u1ef1c h\u00e0nh qu\u1ea3n l\u00ed m\u00e0 \u0111\u00e3 cho ph\u00e9p h\u1ecd tr\u1edf th\u00e0nh ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o c\u00f4ng nghi\u1ec7p, tr\u1edf n\u00ean th\u00e0nh c\u00f4ng th\u00ec c\u0169ng l\u00e0m cho h\u1ecd r\u1ea5t kh\u00f3 kh\u0103n thay \u0111\u1ed5i t\u00e2m tr\u00ed c\u1ee7a h\u1ecd. H\u1ecd th\u1ea5t b\u1ea1i v\u00ec h\u1ecd kh\u00f4ng th\u1ec3 hi\u1ec3u \u0111\u01b0\u1ee3c c\u00f4ng ngh\u1ec7 m\u1edbi v\u00e0 \u0111\u1ed9t ph\u00e1 m\u00e0 chung cu\u1ed9c s\u1ebd ph\u00e1 hu\u1ef7 c\u00f4ng ti c\u1ee7a h\u1ecd. M\u1ed9t nh\u00e0 khoa h\u1ecdc h\u00e0ng \u0111\u1ea7u c\u1ee7a IBM n\u00f3i v\u1edbi c\u00f4ng nh\u00e2n c\u1ee7a \u00f4ng \u1ea5y: \u201cM\u00e1y t\u00ednh l\u1edbn c\u1ee7a ch\u00fang ta c\u00f3 v\u00e0i tr\u0103m ngh\u00ecn b\u00f3ng b\u00e1n d\u1eabn, v\u00e0 chi\u1ebfm m\u1ed9t kh\u00f4ng gian l\u1edbn nh\u01b0 chi\u1ebfc xe t\u1ea3i l\u1edbn. B\u00e2y gi\u1edd anh b\u1ea3o t\u00f4i r\u1eb1ng anh c\u00f3 th\u1ec3 thay th\u1ebf t\u1ea5t c\u1ea3 n\u00f3 ch\u1ec9 b\u1eb1ng m\u1ed9t m\u1ea1ch t\u00edch h\u1ee3p, nh\u1ecf nh\u01b0 chi\u1ebfc kim, v\u00e0 m\u00e1y t\u00ednh c\u00f3 th\u1ec3 co xu\u1ed1ng c\u00f2n k\u00edch c\u1ee1 c\u1ee7a m\u00e1y \u0111\u00e1nh ch\u1eef. \u0110i\u1ec1u \u0111\u00f3 l\u00e0 kh\u00f4ng th\u1ec3 \u0111\u01b0\u1ee3c.\u201d<\/p>\n

Khi c\u00f4ng ngh\u1ec7 \u0111\u1ed9t ph\u00e1 n\u1ed5i l\u00ean, ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti l\u1edbn b\u1ecf qua n\u00f3 b\u1edfi v\u00ec nh\u1eefng ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o v\u00e0 qu\u1ea3n l\u00ed c\u1ee7a h\u1ecd kh\u00f4ng c\u00f3 tri th\u1ee9c v\u1ec1 \u0111i\u1ec1u m\u1edbi n\u00e0y.\u00a0Ph\u1ea7n l\u1edbn trong h\u1ecd \u0111\u1ec1u xu\u1ea5t s\u1eafc v\u00e0 hi\u1ec3u c\u00f4ng ngh\u1ec7 duy tr\u00ec, c\u00e1i c\u1ea3i thi\u1ec7n s\u1ea3n ph\u1ea9m c\u1ee7a h\u1ecd b\u1edfi v\u00ec h\u1ecd bi\u1ebft r\u00f5 th\u1ecb tr\u01b0\u1eddng; h\u1ecd hi\u1ec3u nhu c\u1ea7u kh\u00e1ch h\u00e0ng c\u1ee7a h\u1ecd; h\u1ecd \u0111\u1ea7u t\u01b0 v\u00e0o nh\u1eefng th\u1ee9 gi\u00fap cho c\u00f4ng ti c\u1ee7a h\u1ecd l\u00e0m t\u1ed1t. Nh\u01b0ng h\u1ecd kh\u00f4ng th\u1ec3 hi\u1ec3u \u0111\u01b0\u1ee3c c\u00e1i g\u00ec \u0111\u00f3 m\u1edbi, c\u00e1i g\u00ec \u0111\u00f3 b\u00ean ngo\u00e0i t\u01b0 duy c\u1ee7a h\u1ecd.\u00a0Ng\u01b0\u1eddi qu\u1ea3n l\u00ed h\u00e0ng \u0111\u1ea7u c\u1ee7a Hewlett Packard b\u1ea3o Steve Jobs: \u201cAnh th\u1eadm ch\u00ed c\u00f2n ch\u01b0a k\u1ebft th\u00fac \u0111\u1ea1i h\u1ecdc v\u00e0 anh d\u00e1m b\u1ea3o ch\u00fang t\u00f4i, nh\u1eefng ng\u01b0\u1eddi c\u00f3 b\u1eb1ng c\u1ea5p chuy\u00ean s\u00e2u trong \u0111\u1ea1i h\u1ecdc v\u1ec1 c\u00e1ch l\u00e0m m\u00e1y t\u00ednh sao. Ra ngay kh\u1ecfi v\u0103n ph\u00f2ng c\u1ee7a t\u00f4i v\u00e0 \u0111\u1eebng quay l\u1ea1i.\u201d<\/p>\n

C\u00f4ng ngh\u1ec7 \u0111\u1ed9t ph\u00e1 l\u00e0 kh\u00e1c v\u1edbi c\u00f4ng ngh\u1ec7 duy tr\u00ec v\u00ec ch\u00fang th\u01b0\u1eddng l\u00e0m thay \u0111\u1ed5i gi\u00e1 tr\u1ecb trong th\u1ecb tr\u01b0\u1eddng. Ch\u00fang th\u01b0\u1eddng t\u1edbi t\u1eeb c\u00e1c ph\u00f2ng nghi\u00ean c\u1ee9u c\u1ee7a \u0111\u1ea1i h\u1ecdc. Ch\u00fang th\u01b0\u1eddng \u0111\u01b0\u1ee3c hi\u1ec3u b\u1edfi c\u00e1c sinh vi\u00ean tr\u1ebb ng\u01b0\u1eddi nhi\u1ec7t t\u00ecnh v\u1edbi \u00fd t\u01b0\u1edfng m\u1edbi v\u00e0 c\u00e1c kh\u00e1m ph\u00e1. Nh\u1eefng thanh ni\u00ean n\u00e0y kh\u00f4ng s\u1ee3 th\u1ea5t b\u1ea1i v\u00ec h\u1ecd ch\u1eb3ng c\u00f3 g\u00ec \u0111\u1ec3 m\u1ea5t. H\u1ecd kh\u00f4ng c\u00f3 thi\u00ean ki\u1ebfn hay c\u1ea3m nh\u1eadn v\u1ec1 c\u00e1ch s\u1ef1 vi\u1ec7c \u0111\u01b0\u1ee3c l\u00e0m. H\u1ecd c\u00f3 th\u1ec3 kh\u00f4ng c\u00f3 kinh nghi\u1ec7m nh\u01b0ng h\u1ecd b\u1ea1o d\u1ea1n. H\u1ecd \u0111\u01b0\u1ee3c d\u1eabn l\u00e1i b\u1edfi \u0111\u1ed9ng c\u01a1 ri\u00eang c\u1ee7a h\u1ecd v\u1ec1 t\u1ea1o ra kh\u00e1c bi\u1ec7t v\u00e0 \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao ph\u1ea7n l\u1edbn trong h\u1ecd \u0111\u1ec1u n\u0103ng n\u1ed5 kh\u1edfi \u0111\u1ea7u c\u00f4ng ti ri\u00eang c\u1ee7a h\u1ecd v\u00e0 l\u00e0m thay \u0111\u1ed5i th\u1ebf gi\u1edbi.\u00a0 Ng\u00e0y nay tr\u00ean 80% nh\u00e0 doanh nghi\u1ec7p th\u00e0nh c\u00f4ng l\u00e0 ng\u01b0\u1eddi c\u00f4ng ngh\u1ec7 v\u00e0 ph\u1ea7n l\u1edbn trong h\u1ecd kh\u1edfi \u0111\u1ea7u c\u00f4ng ti kh\u1edfi nghi\u1ec7p c\u1ee7a h\u1ecd khi h\u1ecd v\u1eabn c\u00f2n trong \u0111\u1ea1i h\u1ecdc.<\/p>\n

 <\/p>\n

—-English version—-<\/p>\n

 <\/p>\n

Why large companies failed?<\/p>\n

Today, technology is changing the way companies do business but most companies are not adopting technology fast enough to meet market demand. That open new opportunities for startups that know how to take advantage of technology and it explains why some startups are so successful. If we look back about 100 years ago when technology such as electricity and telephone began to change the way companies do business, most established companies did not survive because they could not think of another way of doing business than their old ways. For example when airplane was invented, Lord Kelvin who led the Royal Scientific Society in England told his scientists: \u201cThe American must either have good imagination, or they are dreaming. As scientist we all know that nothing heavier than air could fly.\u201d When Telephone was invented, managers of Western Union Telegraph Company told their workers: \u201cThe so called \u201cTelephone\u201d should not be seriously considered as a means of communication\u201d. That was why among 100 largest companies in the world at that time, all of them were gone, only General Electric still remains today.<\/p>\n

The same thing also happened in 1980s with mainframe computer industry when integrated circuits were replacing transistors and allowed people to build smaller computer. Most successful leaders ignored this new technology. When Bill Gates told the local newspapers about his vision of \u201cPutting a personal computer in every home in the U.S.\u201d Ken Olsen, the founder of Digital Equipment Corp. The second largest mainframe computer at that time commented: \u201cThere is no reason for any individual to have a computer in his home.\u201d And Thomas Watson, the chairman of IBM, the largest computer company in the world explained: \u201cI think there is a world market for maybe \u2026 five computers.\u201d When Apple computer sold two hundred million personal computers, IBM changed their mind. A senior manager alerted: \u201cThat crazy young man will eat both our lunch and our dinner soon if we do not do anything.\u201d IBM changed quickly with its Personal Computer (PC) and among 20 largest computer companies at that time, only IBM is still remaining today. When Steve Jobs were hired back to run Apple in 2000, Nathan Myhrvold, Microsoft Chief Technology Officer declared: \u201cApple is dead, you cannot resurrect the dead.\u201d And not paying any attention to Apple. When iPod, iPhone came out Mr. Myhrvold resigned.<\/p>\n

Companies often fail for many reasons: Bureaucracy, arrogance, poor planning, inadequate knowledge and skills. All of them can be traced to management making wrong decisions because they ignore the technology factor. Technology is a very powerful force that can impact many things. There are two types of technology: Sustaining technology is the improvement of established technologies. Disruptive technology is new technology that can replace established technology and create new business value. Most managers failed because they did not distinguish the difference between these two types.<\/p>\n

Companies do business based on the products they build or the services they provide. Their knowledge and skills are related to that type of products or services. To improve business, managers are interested in sustaining technology since it helps them to improve productivity, efficiency and profits. Automobile managers know everything about making cars based on the current technology because they were trained in that technology and succeed in doing that. Their whole thinking is about improving on what they know based on their past performance. They cannot change their mind because it requires learning new things and having new thinking. When electric car concept was invented in 1960s, most car companies ignored it until gas price increases and the demand for electric car begin to take shape. Car manufacturing leaders admits that they do not have the knowledge and skills in this technology and it may take them several decades to change.<\/p>\n

Steve Jobs often explained this situation by a story of Zen: \u201cA university scholar came to see a Zen master to inquire about Zen. The master invited the scholar to have tea. He poured the scholar\u2019s cup full then kept on pouring. The scholar watched the overflow until he no longer could restrain himself: \u201cIt is overfull, no more will go in. Why pour tea like that? The Zen master explained: \u201cLike this cup, you are full of your own opinions and speculations when you came. How can I show you Zen unless you first empty your cup?\u201d<\/p>\n

The mind of most successful managers is like a glass full of tea. You cannot pour new tea into it as it will spill. To learn new thing, they must empty tea in their glass in order to pour new tea in. The question is how many people are willing to discard their past success in order to learn new thing? How many successful managers are willing to go back to school to learn new technology? How many people understand the value of lifelong learning? That is why today the world market is wide open for new thinking, new ideas, new innovation, and new opportunities for technology startups that could disrupt the market and grow to be a successful enterprise.<\/p>\n

Why large companies often failed when new technology emerged? They failed because their thinking, the management practices that have allowed them to become industry leaders, to become successful also makes it very difficult for them to change their minds. They failed because they cannot to understand the new and disruptive technologies that ultimately destroy their companies. An IBM top scientist told his workers: \u201cOur mainframe computer has over several hundred thousand transistors, and occupies a space as big as a large truck. Now you tell me that you can replace all of it with just one integrated circuit, as small as a needle, and computer can be shrinking down to the size of a typewriter. It is impossible.\u201d<\/p>\n

When disruptive technology emerges, most large companies ignore it because their leaders and managers have no knowledge of this new thing.\u00a0Most of them are excellent at understand sustaining technologies that improve their products because they know the market well; they understand their customers\u2019 needs; they invest in things that help their companies to do well. But they cannot understand something new, something beyond their thinking.\u00a0A top manager of Hewlett Packard told Steve Jobs: \u201cYou did not even finish college and you dare to tell us, people with advanced degrees in colleges how to build a computer. Get out of my office and do not come back.\u201d<\/p>\n

Disrupting technologies are different from sustaining technologies because they often change the value in the market. They usually come from university research laboratories. They usually understood by young students who are enthusiastic about the new ideas and discoveries. These young people are not afraid of failures since they have nothing to lose. They do not have biases or perception on how thing is done. They may not have experience but they are fearless. They are driven by their own motivation of making a difference and that is why most of them are eager to start their own company and change the world.\u00a0 Today over 80% of successful entrepreneurs are technology people and most of them began their startups when they are still in university.<\/p>\n","protected":false},"excerpt":{"rendered":"

Ng\u00e0y nay, c\u00f4ng ngh\u1ec7 \u0111ang l\u00e0m thay \u0111\u1ed5i c\u00e1ch c\u00e1c c\u00f4ng ti l\u00e0m kinh doanh nh\u01b0ng ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti kh\u00f4ng ch\u1ea5p nh\u1eadn c\u00f4ng … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16,1],"tags":[],"class_list":["post-744","post","type-post","status-publish","format-standard","hentry","category-nha-doanh-nghiep","category-xu-huong-toan-cau"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/744","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=744"}],"version-history":[{"count":1,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/744\/revisions"}],"predecessor-version":[{"id":745,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/744\/revisions\/745"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=744"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=744"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=744"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}