I innovate, you innovate, it is without solution ... When technological evolution loses its raison


The situation is simple and, to a certain extent, commonplace, unfortunately. One of the largest banks in the country decides to upgrade its applications to mobile phones, changing the access conditions for certain operations. Find out that one of the operating systems in existence, which supports more than ten million [i] [ii] users, does not carry the change. Decision taken: Make the change, even though, leaving some of these users (considering that not all are customers of this bank) without an option for operations through their cell phones.

These customers are only and only warned of the change, without being given any alternative. When contacted, the bank claims that the problem is the company that manufactures the operating system, and that the change in usage has been made because of the low level of service of mobile operators. They can not do anything about it. That simple.

As well? Does it mean, then, that the bank simply decided to get rid of the problems that involved it, creating another for the users? This is not a small issue, since it means that affected customers will have to change their mobile phones, which work with another operating system, to make the changes, no matter how much they have paid for what they have at the moment, just to be sure they can make their moves when in transit and in mobility circumstances, which are currently not uncommon. In terms of market value, this is a great value for the customer.

However, when questioned, the bank claims that for the use of services involving technological issues, the user (here, the customer) must meet minimum requirements. That's right. But the rules were changed in the middle of the game. This was not thought of by the bank in question. After all, who is the customer in this equation?

No doubt the customer is the one who uses the technology. Unfortunately, it can not be taken for granted that the perception of the properties of an innovation by those who actually use it will be the same as that of those who created it.

The way the user perceives and adopts an innovation depends on perceived qualities. Will the new technology bring immediate benefits that the old one did not have? Will this innovation require the acquisition of new resources to be used? Is it easier to use than the old one? Is it intuitive to use and the promised results easy to see? These are questions that the bank managers in question might have forgotten to ask as they opted for the new features of your application. And, fairness is made, the improvement in the application was relevant to the market.

However, just as a new technology takes time to be completely adopted, users need time to feel adapted and able to use it, so that its use can be considered consolidated.

Under the aegis of not being out of date and stop in time, many companies are attached to their technological prospects, which involve searching for new technologies to be incorporated into their products and services, and forget the user experience, which is the one to whom innovation must add value in fact.

Thus, the use of technological prospecting, when done well, works as an important tool for strategic planning. It is an essential element within a management that promotes innovation as a driver of greater added value to customers. However, this prediction attempt of future states can not focus only on what will be offered to the user, but how and how much their use will bring value. And having to buy a new phone because the operating system platform does not carry changes, certainly not the case.

The acceptance of a new technology is directly related to the technological readiness that has an impact on the interaction between company and clientiii. People who are optimistic about new technology are more willing to adopt a new technology and are more likely to be satisfied with its use.

On the other hand, a discomfort in using a new technology is associated with insecurity, which means that an uncomfortable person using a technological innovation is more likely to feel insecure, just as their insecurity leads them to be more resistant to this technology.

Therefore, it is evident that the perceived value with the use of the new solution will be different among the users, even though they are all clients of the same company, since their antecedents for acceptance and use of new technologies are also different.


Taking into account that a person's innovative behavior will influence the acceptance and use of a new technology, it is inadmissible that a company prospects its technological innovations only with studies focused on the own technology, leaving aside the profile and behavior of its customers. An error that can be costly, both for the company that compromises its relationship with customers and users, who will have to face the acquisition of new resources and adaptation to remain customers of the company.


After all, it is necessary, as a company, to always keep in mind who is customer of whom.



[1] FOLHA DE SÃO PAULO. Número de smartphones em uso no Brasil chega a 168 milhões, diz estudo. Disponível em: http://www1.folha.uol.com.br/mercado/2016/04/1761310-numero-de-smartphones-em-uso-no-brasil-chega-a-168-milhoes-diz-estudo.shtml. Acesso em 1dez2017.


[1] TUDO CELULAR. Atenção Microsoft! Base de usuários de Windows Phone no Brasil é maior que média mundial. Disponível em: https://www.tudocelular.com/android/noticias/n72890/windows-phone-brasil-acima-media-mundial.htmlAcesso em 1dez2017.


iii GROHMANN, M.Z.; RADONS, D.L.; BATTISTELLA, L.F.; ANSCHAU, T.P. (2014) RAI – Revista de Administração e Inovaçãov.11, n.3, p.101-124, julho/setembro.