The heart of innovation is to decide early -in the middle of the period of ambiguity
Most folks say the power to harness information has become the highest competitive advantage.
The McKinsey Global Institute called big data the “next frontier for innovation, competition and productivity.”
Most business case studies have emphasized business analytics and big data as keys to success. There is tremendous force multiplication presumed on account of AI tools.
A contrarian view stated by Julian Birkinshaw and Jonas Ridderstråle is that this is overstated.
As information becomes ever more ubiquitous and search costs trend to zero, their capacity to provide any modern organization with a leading edge is diminishing.
Information overload at the individual level leads to distractedness, confusion, and poor decision making.
At a corporate level, it ends up in analysis paralysis, endless debate, and a bias toward rational, scientific evidence at the expense of intuition or gut feel.
This can lessen the quality and speed of decision making, delay action, and engender a sterile operating environment in which insightful thinking is quashed unless it is quantifiable. And even once quantified , you are stumped qualitatively anyway.
As a result, many companies end up standing still, even as the world around them is speeding up.