Why traditional leaders often fail to rethink the ecosystem.

I have enjoyed reading this article from Dion Hinchcliffe: why-digital-natives-are-dethroning-the-old-guard

Why do the industry leading companies don't disrupt but get disrupted?
Why was Kodak not able to become the Apple of the imaging industry?
Why was the Encyclopedia Britannica not the force behind Wikipedia?
Why I believe that the future health care ecosystem will not be controlled by a Pharma company?
Why I believe that it will not be a bank leading the way to new payment models?


According to Dion, it has to do with the profile of the people, where traditional companies have fewer digital natives in their organization.  No doubt that that is true, but I can think of some more reasons:

1. As a leader, you tend to continue to work along the proven methods of the past that brought you to this leadership position.  Often, that is competing on the traditional aspects of Product, Place, Price, Promotion, which are often ignoring the aspects of networking and ecosystem collaboration.
2. IT is often the enabler of new forms of collaboration within an ecosystem.  Creating the enabling platforms is closer to the core competence of IT companies than it is to traditional companies.  In fact, traditional companies often look at IT as a non-core service department.  A department that deals with the internal process automation and which get outsourced and/or off-shored in order to save money.
3. In order to build a new ecosystem, you should be acceptable as a leader to most players in the field.  If you try to create it as the leader, the others will be suspicious to join, and perhaps will only join if the new ecosystem is so important they have no other option but to join.
4. Traditional companies are often very conservative in interpreting rules and regulations.  By the time, they have made the turn, it is already too late as other, smaller and more agile companies have paved the way.  As an example, today, many traditional companies still don't trust cloud services and hardly participate in social media discussions.
5. Big companies often have a slow decision making process.  The higher in the organization you go, the fewer leaders you will find that understand the potential of Transformational IT.  IT is there for the automation of the internal business processes, not as a change factor that can redefine the business model, not only for their own organization, but for the whole ecosystem.
6. IT people from their side, often miss the skills to clearly articulate the opportunities (or the risks) and miss the selling skills to convince their business partners.

And there are probably more reasons...What other reasons would you add?