The evolution of a technology and its subsequent adoption to solve a business problem is typically the result of a number of forces acting in tandem. Generally speaking, the process begins with a problem or product gap significant enough to cause stress in a critical business environment. Software and hardware companies analyze that gap and target it with a new product that creates value by relieving the [1]The adoption of technology products and most product lifecycles closely follow Rogers' bell curve, as outlined in Figure 4-1.
[3]In this model, early adopters have a combination of needs, curiosity, and resources available to them that motivate and enable them to be on the bleeding edge of a new technology. Early and late majority adopters of products have the benefit of those who have gone before them and can share their knowledge base without suffering the actual pain and expense of product and project failure themselves. Early adopters tend to know what they are getting into when they deploy new products at this stage. Early majority adopters tend to know what they are avoidingthey are generally late to the game on purpose.In Moore's model, between early adopters and the early majority is the chasm. There is room for disaster on both sides of the chasm; in the event that a product fails to meet expectations, the vendor and the customer both suffer. Products on the market might not be completely hardened or might otherwise be released prematurely. When consumers expect one thing and vendors provide another, a product can suffer irreparable damage to its reputation, customers can lose significant sums of money, and vendors can permanently lose customers.The ability to choose the right technical solution to effectively solve a business problem is the culmination of many hours of technical and business analysis, as well as years of real-world experience, and a complete understanding of the firm's business environment. Although consultants are useful resources who can be used to implement solutions to solve business problems, in terms of ongoing support, their lack of corporate knowledge might prevent them from solving the problem in the most effective manner possible. The decision-maker for the firm or environment in question should be completely prepared to make decisions regarding the technology, plans for supporting that technology after it has been installed, and the financial impact of installing that technology.In the long run, as successful products mature and the diffusion of both innovation and business impact information occurs, the adoption rates of new products increase. At this point the chasm is crossed and customers and products move into the majority phase of adoption. It is critical to note that Fibre Channel storage networking products are in the early majority phase of adoption, whereas IP storage networking products are still in the early adopter phase.Part II shows, many firms can be early adopters of one category of technology and laggards in another category, depending on the criticality of the business need and the ability of certain products and technologies to meet that need.Chapter 2, "The Business Impact of Storage Networking Technology," discusses the appropriateness of storage networking technologies to solve critical business problems. The following section outlines industry best practices for implementing storage networking technologies.
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