Strategy is about making choices, tradeoffs; it’s about deliberately choosing to be different.
—Michael Porter, Harvard Business School1
Throughout this book, you’ve been introduced to a number of Ubiquitous Computing technologies and examples of their business applications. After almost 20 years of exploring these techniques and applications at PARC, we’ve identified a number of patterns regarding the strategic implications of these technologies on business.
First, let’s look at how technology research contributes to creating business. Technology research is not about developing business strategy; it’s about invention. As Alan Kay of PARC once quipped, the best way to predict the future is to invent it. Usually, this means ...