"Digital Darwinism" sure sounds like a heavyweight term.

As apparent as it is this term has its origins in Charles Darwin's social theory. He famously wrote in his seminal work the Origin of Species "It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change".

In one of our earlier posts weighing the pros and cons of technology we left our readers to decide how not to become technological slaves. As a follow up, Digital Darwinism seems an appropriate topic to discuss.

What do we understand really by this word?

The mismatch between the pace of technological change and the co-related ability of corporate organizations to cope with changes, paraphrases the meaning suitably.

Parallel to the real life scenario, technology will always be a notch ahead of its user demographic. The problem for businesses arises when they are unable to bridge the gap between altering consumer behaviors and the level of technological innovation to be ushered. A mounted cost hill on the account books is surely not a pleasurable sight for businesses.

However, the issue has another side. That of decision making. Digital Darwinism is compelling and will keep on mounting recklessly.The categorical shift from dealing problems at a man-management level has been readily transferred to finding technology as a solution. In other words, "technology is often the right answer at the wrong time".

Being a successful business is not about the size of the enterprise but at making the process a creative experience for consumers. The fear of risk taking is what inhibits most businesses, especially SMBs to take chances. But as they say "you are not too big to fail, you are not too small to succeed".

So to address this survival paranoia, what should businesses be doing?

The answers to this problem should emerge from within the organization's leadership pool. Wondering why? The reason being that each firm is unique and different in its own stead. Hence their problems are also contextual. While a common base strategy sounds good to start off with, in the long term it is doesn't solve issues.

Attaining a technological advancement becomes important in order to compete meaningfully with others in the industry. But narrow business competition is emerging as the leitmotif of businesses.

As an eminent writer says "The future of business is not about technology, greed, or short-term deals. It’s about people, purpose, and experiences".

Now's exactly the ground that businesses have to get working on.

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