Being first to market with a new product or service is often celebrated as a strategic coup. After all, pioneers get to define their category, capture early adopters, and fend off competitors. But history is full of examples where being first didn't translate into lasting success. In fact, being the "first mover" can turn into a significant liability.
Take the example of the railroad industry, which Harvard Business School professor Theodore Levitt famously analysed in his 1960 essay "Marketing Myopia," Levitt challenged the notion that simply being first leads to sustained success. Railroads, he argued, didn't fail due to a lack of innovation but because they viewed themselves too narrowly—as being in the "railroad business" instead of the broader "transportation business." When automobiles and planes arrived, this cognitive blind spot left them vulnerable.
Today, many companies continue to fall into what we might call the "first-mover trap."
Blockbuster, the once-dominant video rental chain, is a classic modern example. Blockbuster built its business on physical stores, inventory management, and late fees. But when Netflix introduced a DVD-by-mail service and eventually streaming, Blockbuster struggled to adapt. Anchored to its initial paradigm, Blockbuster missed the transformation that the internet enabled, and it paid the ultimate price.
A similar story unfolded with BlackBerry, the company that pioneered business communication on mobile devices. BlackBerry's physical keyboard and enterprise security features became industry standards. Yet this success trapped BlackBerry, as they couldn't envision a future without these defining features. Apple's iPhone shattered this paradigm by blending elegance and functionality, reimagining what a phone could be. BlackBerry's once-innovative model became obsolete.
Being first to market requires companies to break new ground, establish viable business models, and create operational frameworks from scratch. However, the paradigms you establish often become cognitive handcuffs, locking the company into a specific way of thinking and operating. As Henry Ford famously said, "If I had asked people what they wanted, they would have said faster horses." First movers become so proficient at optimising within their established framework that they risk missing transformative shifts in the market.
This "hidden cost" affects even today's tech industry. For instance, early adopters of artificial intelligence often simply embed AI into existing workflows, creating slightly more sophisticated versions of familiar models. Meanwhile, latecomers observing the technology's evolution may approach it from completely fresh perspectives, unburdened by entrenched paradigms.
Perhaps the cruellest irony is that success itself becomes a barrier to transformation. When your current business model is delivering strong results, it becomes extraordinarily difficult to disrupt yourself. It's like telling a bottling plant manager to shut down production for several months to retool for higher long-term efficiency—without changing their short-term incentives, this kind of transformation is almost impossible to drive.
The key to escaping this trap lies in leadership that can "hold things lightly"—leaders who aren't afraid to challenge their own assumptions and who understand that the best defence against competition is often to redefine the rules entirely. This requires:
- Regularly questioning what business you're really in
- Being willing to cannibalise successful products for future growth
- Creating organisational structures that reward long-term transformation over short-term optimisation
- Recognising that today's strengths might be tomorrow's vulnerabilities
- Adopting new technologies and operational patterns regardless of past investments, avoiding the "sunk cost fallacy."
At Sanlam Studios, we've faced this first-mover challenge head-on as we've evolved our flagship AI Financial Coach product over successive generations. Starting with a traditional conversational interface, we then expanded the Coach into a more comprehensive conversational digital product.
Now, as we build version 5 and envision version 6, we're once again rethinking the fundamental product, architecture and user experience. Our goal is to transition the Coach from a standalone application into an integrated platform that can be seamlessly embedded into our clients' broader financial ecosystems with more conversational fluency, adapting to client interaction with ease.
This willingness to continuously reimagine our core offering, rather than optimise the existing model, has been crucial. By challenging our own assumptions about what the Coach should be, we've unlocked new avenues for growth and differentiation. Each iteration has required us to let go of past successes and invest in an uncertain future.
So, the next time you find yourself celebrating being first to market, pause and consider: What paradigms are you establishing? What assumptions are you building into your organisation? And what mental models might you be getting locked into?
Remember, your biggest competition may not be the companies following your lead, but those that will reimagine what's possible. Innovation isn't about who gets there first; it's about who evolves fast enough to stay relevant. The real challenge isn't being first—it's maintaining the flexibility to reinvent yourself when the game changes.
As you push forward into new territories, keep asking: Are you building a faster horse, or are you reimagining transportation entirely?
