This wound up being Part I of a five-part series. Read the next post here.
Back in December, a friend and I were sitting around shooting the breeze about orchestration and automation, because what else would you talk about on a Saturday afternoon? The talk turned to the political challenges of developing cross-platform tools, and then to innovation more generally. My friend, who has a certain fondness for bombast, demanded at this point, “Why do vendors who have done basically no innovation for years continue to have such intense customer loyalty, while newer companies with actual solutions to the problems the big guys have created struggle to survive?”
Leaving aside the obvious bit about people having natural reservations about ongoing support from a vendor struggling to survive, we concluded that incumbent advantage has at least as much to do with the personal, emotional value that users derive from their association with a particular vendor rather than anything that can be put on a spreadsheet.