Technology Accelerators Group5 Emily Dale Hayley Rush Carli Slingerland Andrew Keeling Alex Beverly Everett Gibson Kolt Pederson

Introduction Business model shift New technology will change everything Dot-com companies launched on NYSE without an active business Drugstore.com 2

Walgreens Walgreens vs. drugstore.com Walgreens strategy Crawl, walk, run Launched Walgreens.com Added momentum to already existing business model 3

Technology & the Hedgehog Concept Technology-induced change How do good-to-great organizations think differently about technology? Walgreens Kroger Gillette Apple

Technology Accelerators in the Good-to-Great Companies Abbott Circuit City Fannie Mae Gillette Kimberly-Clark Kroger

Technology Accelerators in the Good-to-Great Companies Nucor Philip Morris Pitney Bowes Walgreens Wells Fargo

Technology as an Accelerator, Not a Creator of Momentum Does the technology fit directly with your hedgehog concept? If no, then do you need the tech at all? If yes, then all you need is parity with competition.

Fannie Mae Moved from a 2.3 to a 3.8 on the four point tech scale. Did this 9 years after the arrival of David Maxwell. Lowered costs by nearly $1000 per loan. Same late technology for pattern for Walgreens, Gillette and Kroger. Fannie Mae: Good to Great to Bad?

The Technology Trap 20th Century- How will it be remembered Democracy Civil Right Most remembered for advances in Technology and Science Albert Einstein

The Technology Trap Executive Seminars Managers Theme of technology “People don’t Know what they don’t know” Afraid of technology sneaking up All managers know is the technology is important Managers Good to great managers talk little about tech Great companies are technology sophisticated 80% GTG managers didn’t even mention technology

The Technology Trap Nucor Bethlehem Steel Aggregate Pioneer Dozens of literature 5 factors from good to great Technology was not mentioned in top 5 One top executive 20 % technology, 80% culture Bethlehem Steel

The Technology Trap Technology plays a significant role of failure and success Accelerator of demise / success. Not the cause No companies really fail just because a technology torpedo blew it out of the water R.J. Reynolds, A&P, Visicalc, It all comes down to management of technology

The Technology Trap Pattern of second and third followers prevailing Boeing, GE, Palm Computing, AOL Do not think technology holds the key to success Reliance on Tech is a liability Essential driver in moving forward, but used wrong or as a quick fix, with no understanding, it will drive your company to failure

Technology and the Fear of Being Left Behind Good Companies Motivated by FEAR of being left behind of the unknown of looking bad of being beaten by competition Reactionary define strategies principally by what others are doing Lurch about in fearful, frantic reaction Great Companies Motivated by creative urge to improve relative to absolute standard of excellence Stay true to fundamentals & maintain balance Calm, deliberate steps forward -VS-

Chapter Summary Good-to-great organizations think differently. They key question about technology is… How good to great organizations use technology. How a company handles technology is a good indicator for its inner drive for greatness Technology is never the primary root for greatness or failure. 80% of executives interviewed never mentioned technology as a factor for their success. “Crawl, walk, run”