With technological advances, mergers and acquisitions stirring up the wireless environment at a relentless pace, telecom and non-telecom companies alike are struggling to adjust their strategic objectives and business models. The current mobile environment, with its proliferation of technologies, has left even serious players in this industry groping for direction.

DIBON is uniquely positioned to help enterprises navigate the new, converging high-tech economy of global interactivity, ever-increasing interpersonal connections and "anytime, anywhere" access.

Technology breakthroughs have developed at an incredible pace in the last ten years, and show no signs of slowing down. These advances are driving product proliferation, and creating new markets - and new competitors. Currently the main shift is from PC to network; but the current wireless trend will expand many new horizons.

Communications, and not PCs will see the largest segment growth within this industry. This will cause businesses to reassess their product and customer targets. The basis of competition will be between value webs, much like it is between enterprises today.

The key trends that will be driving the technology industry in the near future will be:

 Rapid Product Evolution: Technological advances are driving product proliferation and the convergence of
    wireless, Internet and computing functionality, allowing new products to emerge. Currently the main shift is
   from PC to network. Wireless technology will also be a major factor, and will dramatically alter the landscape

 Customer Focus/Customization: As products evolve faster and convergence draws non-traditional
   competitors, customer focus becomes a vital driver of loyalty. Bundling and configuring products and services
   to customers' individual needs will become increasingly important

  Operating Model Complexity: Firms will begin to follow product evolution trends as they find themselves
   playing in different industry segments concurrently, requiring different business models. The resulting
   complexity presents major operational strategy and management issues

 Desegregation : Partly in response to the complexity of the operating model and partly in response to the
   benefits of recapitalization, businesses that were vertically integrated are disaggregating to focus on core
   competencies and fewer stages of the value chain

 B2B Connectivity: A more complete value web will require greater connectivity across enterprises.
   E-business connectivity will both enable and drive further desegregation

 Internal Integration and Connectivity: External connectivity will shine a harsh light on internal
   disconnects. Complete integration and connectivity of data and process within an organization is critical to
   support external connectivity

 Growth and Globalization: Growth remains an ongoing imperative and globalization a key strategy to
   achieve it. Customers increasingly demand global visibility and management. Partner and talent access issues
   drive globalization on the buy side