It took the telephone 75 years to reach 50 million users. It took television 13. The Internet about four years. And an innocuous video game, Angry Birds, a mere 35…days.

While I let that dramatic contrast sink in, let me provide some broader context to these statistics. The time it takes for disruptive companies to scale up nowadays has shrunk drastically. It reflects all that gets done within a single ‘Internet minute’.

Within 60 seconds:

• 16 million text messages are dispatched on WhatsApp
• 342,000 apps are downloaded from the Google app store
• 900,000 logins take place on Facebook
• 156 million emails are sent
• More than USD 750,000 is spent online

Undoubtedly, the phenomenal scale at which collaborative, personalized technology is transforming businesses is making firms rethink their approach to strategy. In this scenario, adopting every new emerging technology trend doesn’t guarantee assured returns. Instead, it requires organizations to identify the technologies most relevant to a company, and initiate impactful execution.

Adopting such an approach has worked well for some of the most well-known, legacy companies—including aerospace giant Boeing. Having completed a hundred years in operations since its inception in 1916, Boeing has survived and thrived in the aviation industry as few others have. Analysts who have studied the company evolve over the years say it is because Boeing was good at adapting to market changes, prioritizing an open and iterative outlook to technology, and focusing on strategic diversification of its product portfolio.

It’s no wonder then that, Boeing, along with consumer giant P&G and farm equipment and services company John Deere made it to Fortune’s coveted list of 500 in 1955 and continued to occupy a place in Fortune’s 2015 listing. This was at a time when only 12 percent of companies that were ranked on this list in 1955 continued to retain their place. In a world where digital disruption had rewritten the old order, as many as 88 percent of the organizations were left behind.

At Mphasis, we look at strategy in much the same way as Fortune 500 companies that continue to thrive in the face of change. We are led by our industry-specific X2C2™ framework combined with our Front2Back™ approach that places the customer at the heart of every transformation. However, we also recognize that in a fast-changing world, a strategy must evolve and be backed by nimble execution.

With an eye on the latest industry macro trends and emerging technologies, we have demonstrated this readiness to revisit our strategy and continue our growth as an agile organization. Our recent rebranding exercise is an example of such an approach. We positioned ourselves as an organization powered by next-generation technologies that enable our client’s businesses to stay ahead. We delivered on this promise by applying technology to solve our client’s challenges. Our execution showed our principal stakeholders that we were indeed living up to our brand strategy in the most visible and effective manner.

Alongside this, we made the right strategic bets—in our focus on hyper-personalization, investment in the Sparkle Innovation Ecosystem, and acquisition in Stelligent Systems. These reflected our firm resolve to “bring the T back in IT” and enable our clients to stay ahead. In doing this, we also ensured that we always architected disruption, and never faced disruption ourselves.

None of this is to suggest that every company in the technology or IT services industry do exactly what we have done. But being aware of industry trends, adopting the strategy that best fits with company outlook, and prioritizing visible implementation will be key to buck the rapid pace of change that dominates today’s world.