Technology Re-Emergence: Creating
New Value for Old Innovations
Every once in a while, an old
technology rises from the ashes and finds new life. Ryan Raffaelli explains how
the Swiss watch industry saved itself by reinventing its identity.
Out with the old, in with the new!
That's the natural path of innovation. PCs killed typewriters, for instance.
Smartphones superseded telephones, pocket calculators, and point-and-shoot
cameras. Every once in a while, though, an old technology rises from the ashes
and finds new life: a re-emergence.
“What this research suggests is that it is possible to
prolong the life of some technologies, along with the organizations and
communities that support them”
Take, for example, the mechanical
wristwatch. Swiss watchmakers dominated the industry for centuries until the
mid-1970s, when the Japanese introduced low cost production methods to
manufacture highly accurate quartz watches. Swiss business historians refer to
this as the "Quartz Crisis." Companies like Seiko and Casio seized
the quartz market. By 1983, two-thirds of the watch industry jobs in
Switzerland had disappeared, and the country was producing only 10 percent of
the world's watches. Yet Switzerland has reemerged as the global leader of
watch exports (by export value), due to a newfound market demand for old-style
mechanical watches.
This curious comeback story has led Ryan Raffaelli to ask how organizations, industries, and
technologies re-emerge from the brink
of collapse. And while his initial research has focused on the watch industry,
his findings also help explain a recent resurgence of independent bookstores, a
renaissance of streetcars in numerous urban city centers, and the revival of
several seemingly archaic products including the fountain pen and the vinyl
record.
"What this research suggests is
that it is possible to prolong the life of some technologies, along with the
organizations and communities that support them," says Raffaelli, an
assistant professor in the Organizational Behavior unit at Harvard Business
School.
"Successful companies may be
able to reposition a 'dying' technology by redefining its identity and value
for the customer."
Raffaelli
details his research in the paper Mechanisms of Technology Re-Emergence and Identity Change
in a Mature Field: Swiss Watchmaking, 1970-2008. Based on his doctoral thesis, the paper discusses the role
of key individuals, organizations, and industry associations in bringing a
technology back to life. The paper explains that the successful re-emergence of
an old technology relies on several factors: the opportunity to redefine the
technology's value; an organization's acceptance of the new definition; an
entire industry's buy-in of the same; and a healthy tension between those
pushing for innovation and those protecting the technology's legacy.
Redefining
a product's value
As their industry hit the skids,
Swiss watchmakers realized they could no longer cite time-keeping precision as
the main selling point of a handcrafted mechanical watch, Raffaelli explains.
Quartz enabled mass-produced accuracy on the cheap. A revival depended on a new
reason to embrace the older technology.
The mechanical watchmaking revival
began when Nicolas Hayek, a former management consultant, bought up several of
the industry's suffering brands and production companies and consolidated them
into the Societe Suisse de Microelectronique et d'Horlogerie (SMH). The former
CEO of one of those companies, Ernst Tompke, then proposed the idea of a
low-cost quartz design that would compete in the market not on precision, but
on fashion. SMH pursued the risky idea, but the project's young engineers,
Elmar Mock and Jacque Muller, found themselves ostracized by many of their
skeptical colleagues.
In 1983, SMH launched its brand of
colorful Swatch watches. A portmanteau of "second watch," Swatch
essentially introduced the idea of an inexpensive quartz watch as a fashion
accessory. The strategy was wildly successful, with sales exceeding 50 million
units by 1988. But rather than continue to rely solely on cheap quartz watches,
SMH and other Swiss watchmakers used the success as an opportunity to
reintroduce mechanical watches to the market. This time they were advertised
not simply as precision timepieces, but as carefully crafted luxury items tied
to a centuries-old tradition.
Again, the strategy worked. SMH
eventually became Swatch Group, which saw sales of more than CHF 8 billion in
2012. In addition to Swatch, the company owns prestige brands such as Breguet,
Blancpain, and Omega, whose watches can sell for upwards of $100,000 apiece.
Raffaelli describes this strategy in
terms of coupling: an initial strong coupling of product and organizational
identity, a temporary de-coupling from both the old technology and original
identity, and a subsequent re-coupling with the old technology—but with a new
organizational identity.
"The fashion period served as a
cleansing of the palate for Swiss watchmaking, like a sorbet served between two
large portions of a meal" Raffaelli says. "It was a chance to reset.
It bought them enough time to reposition who they were as an industry. Watches
have moved from being precision instruments to prestige luxury items. Luxury
was always part of the industry, but now it's responsible for much of the
growth trajectory."
The
guardians and the entrepreneurs
So how did the Swiss watchmakers
know when to re-embrace mechanical watches? According to several industry CEOs
that Raffaelli interviewed for his research, the industry received a wake-up
call from a small but loyal group of purists: mechanical watch collectors.
"When things looked really bad
for the mechanical watch industry, when the industry seemed on the verge of
collapse, watch collectors started buying mechanical watches at auction at
record prices," Raffaelli explains. "This sent a signal to the
industry that aha, there may still be latent value in what they thought was a
dead technology. And so these collectors become almost like canaries in a
coalmine, in a good way. They sent a signal of hope that there might still be
value there."
It turned out that some players
within the industry had been holding on to the old technology all along, too.
Raffaelli recounts the story of Zenith, which, like many Swiss watch companies,
decided to throw away all of its mechanical watchmaking moulds in the midst of
the quartz crisis. But one veteran employee couldn't stand the idea of
scrapping these historical production tools, and took the liberty to hide them
in a shed at the back of the factory.
A few years later, mechanical
watchmaking was back in vogue. Now under new ownership, Zenith realized the
need to revisit the old technology, which, fortunately for the owners, had been
hiding in a shed all along.
"At that point this old
employee returns and says, 'I preserved all the dies and technical drawings,
and I will reintroduce them to you,'" Raffaelli explains. "The lesson
for managers is that leadership as a catalyst for re-emergence has to take
place not only at the industry level and the organizational level, but right on
the factory floors."
Raffaelli describes the watch
collectors and the old employee as institutional guardians, who encourage
preservation of past technologies and traditions in the face of change. These
guardians serve as a counterbalance to institutional entrepreneurs, who push
for organizational and industry change at all costs. He maintains that both are
necessary for successful re-emergence. The tension between the two creates what
he calls identity ambidexterity—holding on to the values and capabilities of
the past while at the same time recognizing the need to adapt to the future.
"A lot of companies fail
because they cannot do both things simultaneously," he says. "Here we
have an example of a whole industry that managed to do both, and to navigate a
comeback."
Redefining
competition
Redefining an industry's value also
means redefining the competition, Raffaelli says. And in order for a technology
to resurge, the whole industry must do that. In the case of the Swiss, for
example, they were no longer competing against the Casios and Seikos of the
world, but rather creating a new market for luxury watches.
Another example: fountain pens. The
industry sold approximately 45 million units in 1957. Sales then plunged to 7
million units by 1974 due to the rise of the ballpoint pen. But in 2007, annual
sales of fountain pens had rebounded to almost 20 million units. The reason:
Fountain pens were now marketed not simply as utilitarian writing implements,
but also as nostalgic fashion accessories. As such, they were not really in the
same competitive market as ballpoint pens anymore.
"The question becomes whether
you're competing on the old terms or on a set of new terms," Raffaelli
says. "And what I'm finding in industries that successfully re-emerge is
that they redefine their competitive set - the group of organizations upon
which they want to compete and the value proposition that they send to the
consumer."
Lately, Raffaelli has turned his
focus toward bookstores. A few years ago, it seemed like mega-chains like
Borders Books might squelch independent bookstores. What happened instead was
that online booksellers squelched Borders, which had shuttered all 511 of its
super-stores by 2011. Meanwhile, the independents are slowly reemerging. In
1995, the American Booksellers Association had a membership of some 5,500
stores. By 2009 that number had plummeted to 1,401. But the number has revived
a bit to 1,632 today. While Borders was competing on price, Raffaelli explains,
the independents were forging a renewed competitive identity.
"Independent bookstores were
founded on the idea of community building," Raffaelli says. "And
today they have shifted their sole focus away from the books they sell—Amazon
can do that. Rather, they have shifted their attention to build communities for
their readers. They've connected with consumers' desire to be with others who
are like themselves. The Swiss understood the importance of helping consumers
build an emotional connection with their watches. My sense is that the same
holds true for the independent bookstores that are getting it right. To
survive, they're shifting their organizational identities to create emotional
value in their communities."
The lesson for managers is that a
new technology is not always the only way to get ahead of the curve when older
technologies or industries appear to be reaching the end of their life.
"The value of some products may
go beyond pure functionality to embrace non-functional aspects that can
influence consumer buying behaviors," Raffaelli says. "Although it is
unlikely that such emotional or self-expressive benefits will completely trump
function, exploring these other elements can provide organizations with
valuable extra time to develop possible adaptation or repositioning
strategies."
by Carmen Nobel http://hbswk.hbs.edu/item/7030.html
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