The future of possibilities is open to one's imagination, with new technologies being constantly researched and developed. New technologies will continue to become obsolete quicker than maybe expected, meaning managers will have to plan for the future to stay competitive. Future emphasis is based on the ability to interconnect utilising the vast internet networks, wired and wireless. Technologies previously relied upon are also changing, for instance with the introduction of Voice over IP (VoIP) technologies that raise concerns about the future of the telephone (Kerravala 2007).

With the introduction of the internet has come with it an influx of emerging technologies, many of which will not succeed. Open source technologies are an important development, but are further reducing the competitive advantage of ITs. Danforth notes, “open-source software can deliver commercial-quality results by supplying common components that can be combined and integrated into unique solutions” (2007). Software can be obtained for free, or for a small cost, along with the source code which can additionally be changed to the organisations specific uses. This is therefore a different type of commodity – one that can be purchased and manipulated to bring about competitive advantages. Open source allows organisations to call upon a whole community of programmers, with full integration and implementation. The advantages are strategic in the speed of production along with the cost saving benefits, as well as the possibilities to continually upgrade as new software updates are released. This further contributes to the commoditisation of IT, increasing the distribution of generic applications; “a perfect delivery channel” (Carr 2003, p44).

The face of organisations are also changing with the development of Virtual, Second World concepts, which will progressively allow organisations to network and interact with customers, clientele and partners in a surreal, but intimate environment. The possibilities of virtual worlds to generate competitive advantage and profit are endless, as well as creating a whole new environment for organisations to become involved with new markets. However, until the first movers boast advantages and competitive gain, many organisations are pessimistic about the idea of implementing a 3-dimensional environment (Hatch 2007). As companies learn from past mistakes and develop their strategic approach; we are starting to see ‘smart’ users of technology who are delaying investment in new technologies when standards have been met and prices fall (Carr 2003, p49). However, whether emerging technologies will change the face of IT is still yet to be seen; with the vast amount of technologies emerging, and the lower costs of development it will be harder still to see competitive advantages being gained.

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