The Info Tech 100: Constant reinvention of who you are, what you produce, and how you sell it is critical for any tech player

If there's one theme that unites the companies on the 2007 Information Technology 100, BusinessWeek's ranking of the top tech performers, it's reinvention. A foray into emerging markets by Nokia, which ranked 17th, is just one example. An ability to rapidly diversify into new business...

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Bibliographic Details
Published in:Bloomberg businessweek (Online) 2007-07 (4041), p.63
Main Authors: By Spencer E. AnteWith Jack Ewing in Frankfurt, Jay Greene in Seattle, Burrows, Peter, Rober
Format: Magazinearticle
Language:English
Subjects:
Business conditions
Information technology
Manycompanies
Ratings & rankings
Service introduction
Statistical data
Online Access:Get full text
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Summary:If there's one theme that unites the companies on the 2007 Information Technology 100, BusinessWeek's ranking of the top tech performers, it's reinvention. A foray into emerging markets by Nokia, which ranked 17th, is just one example. An ability to rapidly diversify into new businesses or turn existing markets upside down pops up again and again in the lineup. And it is an eclectic group, ranging from the top Web retailer, No. 1 Amazon.com, to a Latin American wireless provider, No. 2 America Movil, and perhaps the hottest tech outfit around, No. 6 Apple. Of course, high-tech markets have long demanded more frequent and rapid change. One thing different now is that the rise of high-speed Internet access and mobile computing are creating new opportunities for transformation. The Net is also shattering boundaries between formerly siloed industries like cable and telecom. In some ways, Amazon is the ultimate example of transformation. Despite constant criticism, Amazon CEO Jeffrey P. Bezos quickly moved the company beyond selling books to other media, then to electronics, and just about everything else. Now Bezos is working on his next diversification play: offering other businesses spare computing and storage capacity, as well as leftover space in Amazon's huge distribution centers.
ISSN:0007-7135
2162-657X