SHATTERING THE MYTHS OF HIGH-TECH SUCCESS WHAT MAKES ONE HIGH-TECH company a leader and another a laggard? After a two-year study of 65 business units, Andersen Consulting thinks it has figured out the key characteristics of a successful player in the fast-paced world of electronics. Ironically, while the high-tech industry may be known for its breakneck pace, speed isn't the most important factor for success. The study, which includes such companies as Sony, Sun Microsystems, and Siemens Nixdorf, found that the industry's best performers take their time before getting into alliances, adopting new technologies, and entering new markets (chart). While time-to-market is critical in such businesses as PCs, because the most profit is made in the first few months of a product's life span, companies should take their time when entering alliances and partnerships or developing markets. Consider such technologies as pen PCs, interactive TV, and video servers--all of which stalled. One management dictum that may be breaking down is core competency. An increasing number of high-tech executives say that doing one thing well is not enough. To thrive, their companies need to adopt such skills as supply-chain management and customer service among several core competencies. Andersen will present the other findings of the study to clients on June 17. EDITED BY PAUL M. ENG Ira Sager RELATED ITEMS CHART: Speed Kills

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