Problem:
How should an organization decide on how "leading edge" it should be in its IT acquisition strategy? Acquiring cutting edge IT might give it a competitive advantage, but at greater risk because the IT is cutting edge. On the other hand, the use of well-tested, mature IT that is also being used by many others reduces the risk, but it also may eliminate competitive advantage possibilities. How can the organization decide where along the continuum of very mature to cutting edge technology it belongs in its IT acquisition strategy?