Companies have always had to deal with change. In the past, by and large, change was predictable. Nowadays, change has become not only more rapid, but also more complex and ubiquitous. The Internet, Web 2.0 and the whole cluster of technologies that depend upon and enhance the Internet, brought about not just new products and services, but also new industries, new competitors, new ways to interact, and new business models.

Why is the Internet causing so much change? The e-mail is not that much different from a memo; an electronic invoice resembles its paper predecessor; and intranets look similar to the enterprise resource planning systems. The Economist compares the Internet to a chameleon:

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Product Management tools were originally meant for professionals. The first tools I learned about in the 70’s and 80’s were mainframe-based with names like Scitor and Primavera. These tools were mostly focused on resources and scheduling for projects, and had the ability to support large, complex and even multiple projects. What was interesting about these mainframe-based tools was that you could access them from any terminal connected to the mainframe. There was one project plan, and usually only one version of project documents stored in the project space. We used “Profs” for e-mail and notifications of changes in project status. However, even though these tools consolidated project objects, they were complex and often required not only a professional project manager to run the project, but the project team often needed a week or more of training.

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