Taiwan, once a maker of toys and umbrellas, has greatly benefited from a successful industrial policy. The Industrial Technology Research Institute (ITRI), transfer security, and IBM PC have been formed or developed chronologically. Seven years later than 1983, ITRI “formed an alliance of notebook-PC companies.” By now, information and communications technology have accounted for one-third of GDP.
Needless to say, this is a successful example of integrating business and information technology decision-making. The policy really helps the share of information and technology advance, providing an incredibly good chance for tech companies to work together. They can improve and develop technology and apply them to their products, and hopefully achieve economic efficiency. Or they can produce complementary products to increase profit and create value.
Moreover, noticing the trend, 100% touch, PC companies are adapting to the changeable world. People are more likely to buy smart phones or tablets than PCs. “Going where the growth is” is what they do to sustain their business even though the glory day for PC has passed. Mobile devices have become their targets. This leads me to think about “lean the start-up”, which includes customer development. Companies should really see what people want and produce it rather than produce what they think customers want. Because the market is very competitive and challenging, they are still looking for better ways to do. Taiwan companies are likely to adapt in as they did before. We can still see how information technology helps them quickly fit into the dynamic world.
Work cited:
TAIPEI. The Economist.(par.3&8) Web.6 July.2013