It’s pretty much impossible to argue with Apple’s success. It’s one of the most valuable companies in the world, and has maintained dominance for its reputation as an innovative company that produces top-of-the-line hardware. Because of its products and brand reputation, Apple has gained a cult following that will buy nearly every new product that emerges, year after year. So why, even with the high price tag, are so many consumers willing to shell out for every new gadget that comes along?
Guy Kawasaki is the author of APE, What the Plus!, Enchantment, and nine other books. He has a BA from Stanford University and an MBA from UCLA as well as an honorary doctorate from Babson College. He is the co-founder of Alltop.com, an “online magazine rack” of popular topics on the web. Previously, he was the chief evangelist of Apple. In this talk Kawasaki shares 12 lessons he learned about life and work while working with Steve Jobs.
Ever since the beginning of mankind, there has always been someone who pushes the human race forward, such as the cavemen who learn how to make fire or the Native American Indians who sharpened stones to create weapons. With the advancement of technology in the 21st century these innovators: Elon Musk, Steve Jobs, Sheryl Sandberg, Mark Zuckerberg and Sheila Lirio Marcelo are creating new ways to travel, interact with others and access professionals for help.
2016 was a big year for crowdsourcing. In our final edition of What’s New for the year, we clearly see how crowdsourcing is being used to create transparency and provide citizens with an active voice in our local governments. Crowdsourcing continues to play an important part in new product development for large and small companies, and our new capacities to collect scientific and locational data is proving to be game-changing. Check out the latest news stories from around the world.
Talent Management provider DeepTalent has just released a new report showing to which companies employees of the biggest tech companies are going to.
In this in-depth article Haydn Shaughnessy discusses why traditional ROI decision making is becoming irrelevant and how options planning is a key element of competitiveness. In these uncertain times firms need to recognise and analyse their options thoroughly in order to be ready for inevitable change.
Matt Rogers, co-founder and vice president of engineering at Nest, recalls how working on projects at Apple from beginning to end put him in a position to lead teams. He also talks about how a great career can be built by taking on projects that others think are unworthy.
Let’s face it, running a business in today’s world is a formidable endeavor: change and disruption have become the new norm. In an effort to keep up, innovation is at the top of every executive’s priority list and new innovation methodologies, training and strategies are available every day. But is all the hype really helpful while Western businesses and policy-makers are working under an outdated paradigm?
The focus of the The Innovation Formula is on the innovation process that makes sense for small businesses, where lean, simple, and fast are essential. You may also be interested in a view of the innovation process that’s suited to larger companies, so this chapter provides an overview of the Innovation Master Plan framework that we use when we’re working with larger organizations on innovation projects and initiatives.
In order to create Breakthrough Innovations, you need to abandon the corporate robot-zombie talk, says Andrew Benson. By cultivating an open and free form innovation culture organizations can avoid the idea logjams created by formal innovation processes.
This paper is a follow-up to my previous article, “The Eastern Way: How Chinese Philosophy can Power Innovation in Business Today” (June 18, 2012). The present article defines the concept of intensity in innovation, using Eastern Zen philosophy, in a way that can be useful for business while avoiding too much focus on personality traits. Zen intensity in innovation stresses intuition, sensory and physical experience/re-experience, artistry, the integration of conflicting ideas, and the avoidance of premature choices. Examples are cited from the career of the late Zen enthusiast, Steve Jobs. Regarding the use of time, the Zen approach to intensity implies a full and sustained engagement of all creative processes, not simply a rapid time to project completion.
Apple’s popularity is certainly attractive to most investors, since fame generally leads to massive sales and profits, which, in turn, help propel share prices higher. But popularity is hardly an objective measuring stick. In this article, author Louis Basenese, takes a closer look at more quantifiable aspects of innovation and concludes: the truth is in the patents.
A central principle that underlies Apple’s amazing success is a commitment to “less is more” – relentlessly pruning its offerings to make decisions easier for customers, and making those projects that do make the cut into the best products possible. This is harder to do than it sounds; most companies give in to “feature creep,” which results in bloated, confusing products.
This question has baffled many executives for quite some time. Management tries to replicate the special event or circumstances that created a successful innovation project but often fails. Companies have created positions such as Chief Innovation officer, innovation teams, and organizational strategies that promote innovation through diversity, team dynamics, and social networking. However, failure rates of 90% are common when innovations occur due purely to chance. What distinguishes whether an innovation is hit or miss?
Fortune magazine Senior Editor Adam Lashinsky explains the challenges faced by Apple when co-founder Steve Jobs returned to the company in 1997. With the company on the verge of insolvency, Lashinsky discusses what actions Jobs took to streamline the product line, fix supply chain operations, and unify the company’s branding.