I recently watched a YouTube video regarding the rise and fall of the Blackberry mobile device. For those of you too young to remember, the Blackberry was a cool device that sported a QWERTY keyboard. 
Back in 2003, I remember sitting on a Continental Airlines jet for a business trip, and I observed nearly every business traveler reading emails on the Blackberry.
Created by a Canadian-based Research in Motion (RIM), this smartphone was omnipresent in industry and government. Its notable advantage was the immediate access to email on the device.

The iPhone
In 2006, Steve Jobs of Apple launched the iPhone, and it was first adopted by everyday consumers. The touch screen and browser capability were innovative features of the iPhone. Also, the huge screen made the Apple product very desirable.  
The Blackberry founders felt the iPhone would fail because networks would be unable to manage the bandwidth required to browse the web and operate the many apps.
The iPhone experienced quite a few notable bumps in the early years, but Jobs and his team eventually solved the problems.
Before long, I observed most business travelers making the change to an iPhone. I also gave up my Blackberry around 2008 and replaced it with an iPhone.
Lack of Vision
To stay relevant in anything, it’s important to scan the external environment. When there is the potential to generate significant money and market share, you can expect to have increased competition.
The RIM leaders were too focused on a narrow market … the busines community. While this market segment is sizable, it is diminutive compared to the everyday consumer population.
Differently, Coca-Cola made a commitment to expand globally during World War II. CEO Robert Woodruff stated that he wanted every service man and woman to have a Coke at their disposal.
Coke’s vision quickly expanded to include the following goal: “Provide a moment of refreshment for a very small amount of money — a billion times a day.”
Also, when Phil Knight of Nike was asked why he wanted to expand into China, he quickly responded: “One billion people, two billion feet.”
At the Top and Complacent
When business is going well, it’s easy to take a wait-and-see attitude. There is a feeling that the company is too big to fail.
Where is Blockbuster? What happened to JC Penney? Have you purchased a Xerox copier lately?
The leaders of these companies failed to scan the environment. They felt that customers would be eternally loyal.
So silly!
Complacent companies eventually start to break down. At first, the problems are difficult to spot, but they soon are glaring, such as poor customer service and poor-quality products.
The Point
I’ve spent most of this article discussing how businesses become complacent. However, companies are run by people, and often the men and women leading these companies are failing to embrace innovation.
From my perspective, I want to pursue opportunities where I might be uncomfortable. For example, I will volunteer to lead a group, make a presentation, or take a dance class with my wife.
Here’s something else … I don’t really think we are ever on top of anything.
There’s always another employment position to pursue, honey do to carry out, or Super Bowl to win.