By Emelia Sunday-Edet
From Segway’s stumble to fintech’s rise in Kenya and Nigeria, the lesson is clear: innovation works best when it solves real problems and aligns with business vision.
In today’s hyperconnected world, technology and business are in constant dialogue each influencing the other in a race to meet evolving consumer demands and market pressures.
Yet in that race, there is a critical question every leader must ask: When should technology lead the business, and when should it follow?
There are moments when technology rightfully takes the driver’s seat.
Breakthrough innovations have historically created entirely new markets — from the personal computer to the smartphone to blockchain in global remittances.
In 2013, Google unveiled Google Glass — a bold leap into wearable tech.
The engineering was remarkable, but the market wasn’t ready. Privacy concerns, unclear use cases, and an awkward design left it more of a cultural curiosity than a commercial success.
Fast-forward to today, and Apple’s Vision Pro has entered the same category — but with a different playbook.
Apple didn’t just release technology; it wrapped it in a story of productivity, entertainment, and integration with the devices people already use. The difference? One led with tech, the other with tech and business alignment.
When Technology Should Lead
There are moments when innovation must go first.
Breakthroughs that create markets: The iPhone didn’t just meet demand — it redefined it, making smartphones indispensable.
Efficiency revolutions: Amazon’s early investment in warehouse robotics was a tech-led move that later fueled its dominance in e-commerce.
Competitive defense: Netflix’s pivot from DVD rentals to streaming was driven by technology, but it saved the company from being left behind.
In these cases, the business adjusted its strategy to follow technology’s lead and thrived.
When Technology Shouldn’t Lead
History is just as full of tech-first missteps.
Segway promised to revolutionize personal transport but failed to solve a pressing problem for most people. Launched in 2001 with predictions of selling millions a year, the $5,000+ self-balancing scooter wowed investors and tech enthusiasts.
But without solving a pressing transport problem and facing bans on sidewalks, it never reached mass adoption. Instead, it became a niche tool for mall security and tours, proving that even well-funded, high-tech products fail if they don’t deliver clear, everyday value
Cryptocurrency projects often launch with dazzling blockchain capabilities but no sustainable business model, leaving them vulnerable to collapse.
The pattern is clear: when technology is pursued for its novelty rather than its value, adoption stalls. A brilliant engineering achievement that doesn’t address a real need is just an expensive experiment.
Finding the Balance
The sweet spot is letting technology and business strategy move in sync. Leaders can ask three questions before letting tech take the wheel:
Does it solve a customer pain point?
Can we validate it quickly before scaling?
Does it align with our long-term goals?
Tesla’s autopilot and energy solutions, for example, are technology-led innovations — but they’re rooted in a clear mission: accelerating the world’s transition to sustainable energy. The technology serves the vision, not the other way around.
The Road Ahead
As AI, automation, and Web3 mature, the pressure to let technology lead will only grow. But the winners will be those who integrate emerging tools into a business vision that is customer-led, strategically sound, and adaptable.
In the next five years, the most resilient companies will combine technical agility with disciplined decision-making
