What is Innovation?
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A primer to the topic of innovation, dispelling some myths on innovation, introducing it as a discipline, and looking at some relevant tools and case studies.
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What is Innovation?
- 1. What is Innovation? noun /ɪnəˈveɪʃ(ə)n/ Presented by Yazid Azahari
- 3. BAG Networks A SIMPLE VIEW | WORD ORIGIN 3 “Innovation” comes from the Latin verb innovare, to renew.
- 4. BAG Networks A SIMPLE VIEW | CONNECTING DOTS 4 It’s about connecting dots.
- 5. BAG Networks A SIMPLE VIEW | CONNECTING DOTS 5 Cronut Donut Croissant
- 6. BAG Networks A SIMPLE VIEW | CONNECTING DOTS 6 Printing Press Wine Press Metal working
- 7. BAG Networks A SIMPLE VIEW | CONNECTING DOTS 7 Cars Assembly line Ford mass manufacturing
- 8. BAG Networks A SIMPLE VIEW | CONNECTING DOTS 8 Twitter Vehicle dispatch SMS Blogging
- 9. Going a little deeper 9
- 10. BAG Networks Innovation is the means by which the entrepreneur either creates new wealth-producing resources or endows existing resources with enhanced potential for creating wealth. [It is] the effort to create purposeful, focused change in an enterprise’s economic or social potential. Peter Drucker, management consultant, educator, and author 10
- 11. BAG Networks GOING A LITTLE DEEPER | IN LAYMAN’S TERMS Innovation is the execution of a new (or renewed) and viable offering which creates value or solves a problem that matters. 11
- 12. BAG Networks GOING A LITTLE DEEPER | WHAT IT IS AND WHAT IT ISN’T invention, 12 It is not
- 13. BAG Networks GOING A LITTLE DEEPER | WHAT IT IS AND WHAT IT ISN’T 13 invention, being first, It is not
- 14. BAG Networks GOING A LITTLE DEEPER | WHAT IT IS AND WHAT IT ISN’T 14 invention, being first, products, It is not Product Perform- ance
- 15. BAG Networks GOING A LITTLE DEEPER | TEN TYPES OF INNOVATION: MORE TYPES = COMPETITIVE/SUSTAINABLE 15 Source: Ten Types of Innovation [Doblin] Profit Model Network Structure Process Product Perform- ance Product System Service Channel Brand Customer Engage- ment Profit Model The way in which you make money Structure Alignment of your talent and assets Product Performance Distinguishing features and functionality Service Support and enhancements that surround your offerings Brand Alignment of your talent and assets Network Connections with others to create value Process Signature or superior methods for doing your work Product System Complimentary products and services Channel How your offerings are delivered to customers and users Customer Engagement Distinctive interactions you foster Configuration Offering Experience
- 16. BAG Networks GOING A LITTLE DEEPER | TEN TYPES OF INNOVATION APPLIED TO FORD MODEL T 16 Source: Ten Types of Innovation [Doblin] Profit Model Network Structure Process Product Perform- ance Product System Service Channel Brand Customer Engage- ment Profit Model Asked for 50% payment upfront for the Model T. Structure Paid people 2x more to work 1 hour less, reducing turnover. Product Performance More than half of the Model T parts cost less than 10c - users could maintain it easily. Service N/A Brand Opened a Motion Picture Department producing movies promoting the cars. Network Invested in South American rubber plantations and setup nearby factories. Process Introduced the moving assembly line for cars. Product System Mod kits sold to turn the Model T to tractors, sawmills, etc. Channel Sold to dealers (instead of direct) who built engagement at local level. Customer Engagement N/A Configuration Offering Experience
- 17. BAG Networks GOING A LITTLE DEEPER | WHAT IT IS AND WHAT IT ISN’T 17 invention, being first, products, transformational, It is not
- 18. BAG Networks GOING A LITTLE DEEPER | THE INNOVATION AMBITION MATRIX AND IT’S “GOLDEN RATIO” 18 Source: Managing your Innovation Portfolio [Harvard Business Review]
- 19. BAG Networks GOING A LITTLE DEEPER | SAMPLE RATIOS USED BY COMPANIES OF VARYING INDUSTRIES 19 Source: Managing your Innovation Portfolio [Harvard Business Review]
- 20. BAG Networks There is no genius in our company. We just do whatever we believe is right, trying every day to improve every little bit and piece. But when 70 years of very small improvements accumulate, they become a revolution. Katsuaki Watanabe, President of Toyota Motor Corp. 20
- 21. BAG Networks GOING A LITTLE DEEPER | WHAT IT IS AND WHAT IT ISN’T 21 invention, being first, products, transformational, having ideas, It is not
- 22. BAG Networks GOING A LITTLE DEEPER | WHAT IT IS AND WHAT IT ISN’T 22 invention, being first, products, transformational, having ideas, managing ideas. It is not but
- 23. BAG Networks GOING A LITTLE DEEPER | CASE STUDY Case Study: Bringing people together - Intellectual Ventures and Pixar 23
- 24. BAG Networks Innovation is a discipline, not a lottery. It’s got nothing to do with luck, or even eureka moments. It comes from the combination of two elements within my control: hard work and open mindedness. George St-Pierre, former UFC champion 24
- 25. Innovation as a discipline
- 26. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN 26 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Source: The Innovation Value Chain [Harvard Business Review] The Innovation Value Chain
- 27. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN 27 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Generating ideas by developing networks, both internally (cross-unit collaboration) and externally (outside the company or even industry)
- 28. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN 28 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Putting ideas through strong screening and funding mechanisms, and having the capabilities to further develop them
- 29. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN 29 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Getting buy-in from within the organization to ultimately support and spread new offerings
- 30. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN + STRATEGY + CAPABILITY 30 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Strategy Approach Organization Resources & Competencies Metrics & Incentives
- 31. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN + STRATEGY + CAPABILITY 31 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Strategy Approach Organization Resources & Competencies Metrics & Incentives How to create value for customers and us? How is it linked to business strategy? Which kinds of innovations to focus on, and how to allocate
- 32. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN + STRATEGY + CAPABILITY 32 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Strategy Approach Organization Resources & Competencies Metrics & Incentives What work needs to be done? What phases and activities should we follow? What methods and tools should we use?
- 33. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN + STRATEGY + CAPABILITY 33 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Strategy Approach Organization Resources & Competencies Metrics & Incentives What units to house the innovation capabilities – teams, divisions, leadership? What interfaces to connect them all?
- 34. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN + STRATEGY + CAPABILITY 34 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Strategy Approach Organization Resources & Competencies Metrics & Incentives Who are the individuals to execute the work? What skills do they need? How will they get funding?
- 35. BAG Networks INNOVATION AS A DISCIPLINE | THE INNOVATION VALUE CHAIN + STRATEGY + CAPABILITY 35 IDEA GENERATION IDEA CONVERSION IDEA DIFFUSION Strategy Approach Organization Resources & Competencies Metrics & Incentives What targets to set to guide performance? What are the measures to evaluate progress? What incentives to drive supporting behaviors?
- 36. BAG Networks INNOVATION AS A DISCIPLINE | THE ANSWER TO SETTING UP A CAPABILITY Unfortunately, there is no ‘One Size Fits All’ answer. 36
- 37. BAG Networks Genius is 1% inspiration, and 99% perspiration. Thomas Edison, inventor and businessman 37
- 38. Why Innovate?
- 39. BAG Networks Stay comfortable. Don’t change. You’ll survive. No-one, ever 39
- 40. BAG Networks WHY INNOVATE? | CASE STUDY 40 Case Study: “Innovate or die.”
- 41. BAG Networks WHY INNOVATE? | CASE STUDY Case Study: Cheating Death 41 • Focused too much on core profit-maker (film) • Even with early R&D, didn’t develop relevant capabilities in digital and missed opportunity • Now leveraging back to their true asset: brand • Did too many things • Went too far out of the box • Restructured, now building discipline and refined direction: going back in the box (or the brick) • Poor Mac market, poor marketing, poor platform for developers • Jobs came in, projects were “steved”, focus renewed on niche, platforms, retail, design
- 43. BAG Networks iPod Mini SoundJam MP acquired CONNECTING THE DOTS | APPLE: THE GREATEST TURNAROUND IN CORPORATE HISTORY 43 OperatingIncome(millions) $20,000 $16,000 $12,000 $8,000 $4,000 $0 -$4,000 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Steve Jobs fired, starts NeXT Apple purchases NeXT, Jobs named interim CEO iPod + iTunes 1.0, 1st Apple Store Record label negotiation s iTunes Store, iTunes for Windows iPhon e App Store iMac iPod Nano Lift-off into record-breaking heights
- 44. BAG Networks CONNECTING THE DOTS | THE INTERLINK OF SOME OF APPLE’S PRODUCT INNOVATIONS 44 iPhone App Store iPodiTunes Store OSX Mac iPad iTunes SoundJam Apple Stores AppWrapper NeXT
- 45. BAG Networks CONNECTING THE DOTS | TEN TYPES OF INNOVATION APPLIED TO APPLE’S INNOVATIONS 54 Source: Ten Types of Innovation [Doblin] Profit Model Network Structure Process Product Perform- ance Product System Service Channel Brand Customer Engage- ment Profit Model Apple App/iTunes store electronic delivery model and 30% profit cut. Structure Apple University setup to cultivate business culture and help nurture talent. Product Performance Focus on simplicity. Devices are marketed exclusively to premium markets. Service Genius Bar: a physical place for you to bring questions or broken devices to trained experts. Brand Design, humanist, innovation, 1984, “Think Different”. Not just grey boxes. Network Cellular partners (contracts), developers (pilot new offerings), manufacturers. Process Design thinking and long, comprehensive checklists to drive processes. Product System Apple ecosystem – most products made to work with each other. Channel Apple Stores’ retail experience enjoys highest US-based average sales per sq. ft. Customer Engagement Tickets for annual WWDC are sold out in less than 2 hours. Configuration Offering Experience
- 46. BAG Networks You can’t connect the dots looking forward; you can only connect them looking backward. So you have to trust that the dots will somehow connect in your future. You have to trust in something – your gut, destiny, life, karma, whatever. Steve Jobs, co-founder and CEO of Apple Inc. 55
- 48. BAG Networks I think that's the single best piece of advice: constantly think about how you could be doing things better, and questioning yourself. Elon Musk, CEO of Tesla Motors and SpaceX 57
Hinweis der Redaktion
- Generating lines of 80 people long extending for blocks. For $60, you can pay a guy to wait in line for you to get you 2 $5 cronuts.
- Enabled truly efficient mass printing, was able to print about twice as many pages (3,600 per day) as the block-printing method prevalent in Asia at the time.
- Dropped the time to build a car from 12 hours to 1 and a half hours.
- Janis Krums (@jkrums) photo of the famous US Airways flight that landed in New York Hudson river in 2009. First image of the incident, and the world realized the potential of the platform.
- Innovation is an interplay between a product offering (technology) and a market (people, internal or external)
- A lot of innovations are made up of inventions, but not all inventions are necessarily innovations. Consider Google Glass. Not all companies know how to turn inventions into innovations too. Kodak actually invented the digital camera, but never took it to market. Their management was worried that it was not worth taking further, out of a fear that it would cannibalize their sales of film, and they didn’t understand why “anyone would want to see their photos on a television screen”. https://medium.com/@thisisdare/invention-vs-innovation-why-so-much-innovation-goes-wrong-e9bdd5e891d7
- Being also doesn’t guarantee an innovation if it can’t sustain in the market Sometimes it pays to be a smart follower First-to-market pioneers may suffer from higher costs, and they may not get as much learning experiences Nintendo vs. Atari Google vs. Yahoo Diamond Rio/Saehan vs. iPod
- Innovation is not just about products
- In a time when there were 87 other car companies, Henry Ford ensured his company could survive by using multiple types of innovations. Within the year of the first Model T being introduced, sales brought in more than $9M.
- Some innovations are small, incremental Study reveals a large percent of innovation is dedicated to “core” initiatives (more on that later) E.g. Nest – thermostat and fire-alarm, fundamentally the same functions, but enhancements like UI and “connected user”, reaching a premium market
- Core innovation initiatives—efforts to make incremental changes to existing products, which draw on assets the company already has in place. On the other end are transformational initiatives, designed to create new offers—if not whole new businesses—to serve new markets and customer needs, (a.k.a. breakthrough, disruptive, or game changing), which generally require calling on unfamiliar assets—for example, new capabilities, new products, new markets that aren’t yet mature. In between are adjacent innovations, which can share characteristics with core and transformational innovations. This involves leveraging something the company does well into a new space. Adjacent innovations allow a company to draw on existing capabilities but put to new uses.
- Most organisations don’t actually have problems with having ideas, they do however have problems with knowing what to do with them Ideas also doesn’t just mean internal 1s. P&G gets 30% of their innovations from outside. “Not invented here” syndrome – the principle of not using any third-party ideas/technologies/solutions, e.g. Sony “With its catalog of music and foundation in electronics, Sony had the tools to create a version of the iPod long before Apple introduced it in 2001. The Sony co-founder, Akio Morita, envisioned as early as the 1980s marrying digital technology with media content for a completely new user experience. “It didn’t happen. Initially, Sony engineers resisted the power of the company’s media divisions. Then Sony wrestled with how to build devices that let consumers download and copy music without undermining music sales or agreements with its artists. The company went its own way: its early digital music players, for instance, used proprietary files and were incompatible with the fast-growing MP3 format.
- Innovation is more about managing ideas.
- Intellectual Ventures – Initially started by 2 ex-Microsoft guys (Nathan Myhrvold, Edward Jung) who wanted to build a company similar to Thomas Edison’s lab – Edison invented the model of raising money by promising investors a certain number of patents per year. The difference is, Edison built his lab around one person: himself. At Intellectual Ventures, they want to built an invention company not dependent on any single person. They also believed that today’s complex problems can best be solved by getting brilliant people from different disciplines together to tackle problems in a systematic fashion. A typical team might consist of 10 inventors—for instance, some physicists, a surgeon, a chemist, some programmers, an expert in digital imaging, and engineers. They end up producing thousands of inventions in a year, file for patents are a rate far ahead of larger companies such as Boeing, Johnson & Johnson, 3M, Mitsubishi, and Toyota. https://hbr.org/2010/03/the-big-idea-funding-eureka Pixar John Lasseter (Director), Andrew Stanton (Writer), Lee Unkrich (Editor), Joe Ranft (Head of Story) Problem: How to make the audience believe that Woody might realistically choose to go to Japan rather than escape and go to Andy. Solution: Jessie’s story, and the real-world of how a kid can grow up and move on from toys.
- Generation: Cross-unit collaboration, outside the company, outside the industry Conversion: Handling ideas, screening and funding them, developing them into prototypes and pilots. Diffusion: Getting buy-in for the ideas, from customers, as well as internally, to support and spread the ideas.
- Generation: Cross-unit collaboration, outside the company, outside the industry Conversion: Handling ideas, screening and funding them, developing them into prototypes and pilots. Diffusion: Getting buy-in for the ideas, from customers, as well as internally, to support and spread the ideas.
- Generation: Cross-unit collaboration, outside the company, outside the industry Conversion: Handling ideas, screening and funding them, developing them into prototypes and pilots. Diffusion: Getting buy-in for the ideas, from customers, as well as internally, to support and spread the ideas.
- Generation: Cross-unit collaboration, outside the company, outside the industry Conversion: Handling ideas, screening and funding them, developing them into prototypes and pilots. Diffusion: Getting buy-in for the ideas, from customers, as well as internally, to support and spread the ideas.
- Strategy: The first is to answer the question “How are we expecting innovation to create value for customers and for our company?” and then explain that to the organization. The second is to create a high-level plan for allocating resources to the different kinds of innovation. Ultimately, where you spend your money, time, and effort is your strategy, regardless of what you say. The third is to manage trade-offs. Because every function will naturally want to serve its own interests, only senior leaders can make the choices that are best for the whole company. The final challenge facing senior leadership is recognizing that innovation strategies must evolve Approach: What work needs to be done – phases, activities, deliverables, methods, tools Organization: Units to house the innovation capabilities – teams, divisions, leadership – and interfaces to connect them all Resources & Competencies: Individuals to execute the work, skills required, funding Metrics & Incentives: Targets to guide performance, measures to evaluate progress, incentives to drive supporting behaviours
- Strategy: The first is to answer the question “How are we expecting innovation to create value for customers and for our company?” and then explain that to the organization. The second is to create a high-level plan for allocating resources to the different kinds of innovation. Ultimately, where you spend your money, time, and effort is your strategy, regardless of what you say. The third is to manage trade-offs. Because every function will naturally want to serve its own interests, only senior leaders can make the choices that are best for the whole company. The final challenge facing senior leadership is recognizing that innovation strategies must evolve Approach: What work needs to be done – phases, activities, deliverables, methods, tools Organization: Units to house the innovation capabilities – teams, divisions, leadership – and interfaces to connect them all Resources & Competencies: Individuals to execute the work, skills required, funding Metrics & Incentives: Targets to guide performance, measures to evaluate progress, incentives to drive supporting behaviours
- Strategy: The first is to answer the question “How are we expecting innovation to create value for customers and for our company?” and then explain that to the organization. The second is to create a high-level plan for allocating resources to the different kinds of innovation. Ultimately, where you spend your money, time, and effort is your strategy, regardless of what you say. The third is to manage trade-offs. Because every function will naturally want to serve its own interests, only senior leaders can make the choices that are best for the whole company. The final challenge facing senior leadership is recognizing that innovation strategies must evolve Approach: What work needs to be done – phases, activities, deliverables, methods, tools Organization: Units to house the innovation capabilities – teams, divisions, leadership – and interfaces to connect them all Resources & Competencies: Individuals to execute the work, skills required, funding Metrics & Incentives: Targets to guide performance, measures to evaluate progress, incentives to drive supporting behaviours
- Strategy: The first is to answer the question “How are we expecting innovation to create value for customers and for our company?” and then explain that to the organization. The second is to create a high-level plan for allocating resources to the different kinds of innovation. Ultimately, where you spend your money, time, and effort is your strategy, regardless of what you say. The third is to manage trade-offs. Because every function will naturally want to serve its own interests, only senior leaders can make the choices that are best for the whole company. The final challenge facing senior leadership is recognizing that innovation strategies must evolve Approach: What work needs to be done – phases, activities, deliverables, methods, tools Organization: Units to house the innovation capabilities – teams, divisions, leadership – and interfaces to connect them all Resources & Competencies: Individuals to execute the work, skills required, funding Metrics & Incentives: Targets to guide performance, measures to evaluate progress, incentives to drive supporting behaviours
- Strategy: The first is to answer the question “How are we expecting innovation to create value for customers and for our company?” and then explain that to the organization. The second is to create a high-level plan for allocating resources to the different kinds of innovation. Ultimately, where you spend your money, time, and effort is your strategy, regardless of what you say. The third is to manage trade-offs. Because every function will naturally want to serve its own interests, only senior leaders can make the choices that are best for the whole company. The final challenge facing senior leadership is recognizing that innovation strategies must evolve Approach: What work needs to be done – phases, activities, deliverables, methods, tools Organization: Units to house the innovation capabilities – teams, divisions, leadership – and interfaces to connect them all Resources & Competencies: Individuals to execute the work, skills required, funding Metrics & Incentives: Targets to guide performance, measures to evaluate progress, incentives to drive supporting behaviours
- Strategy: The first is to answer the question “How are we expecting innovation to create value for customers and for our company?” and then explain that to the organization. The second is to create a high-level plan for allocating resources to the different kinds of innovation. Ultimately, where you spend your money, time, and effort is your strategy, regardless of what you say. The third is to manage trade-offs. Because every function will naturally want to serve its own interests, only senior leaders can make the choices that are best for the whole company. The final challenge facing senior leadership is recognizing that innovation strategies must evolve Approach: What work needs to be done – phases, activities, deliverables, methods, tools Organization: Units to house the innovation capabilities – teams, divisions, leadership – and interfaces to connect them all Resources & Competencies: Individuals to execute the work, skills required, funding Metrics & Incentives: Targets to guide performance, measures to evaluate progress, incentives to drive supporting behaviours
- Polaroid – Polaroid was the name of instant photography. It was the Instagram of their time. They got high margins on the film they sold. They actually invested a lot of R&D towards digital imaging at one point and had a prototype in 1992, but they never developed any marketing capabilities around it. They were in constant conflict over what business model to adopt for it. Management thought “no film, no profit”. It launched in 1996, but since they didn’t know how to sell it, it didn’t do so well, so they tried to focus back to film. Between 2001 and 2009, they went bankrupt twice. More recently, they used their household name to their advantage, as their brand was their biggest asset. They went into strong, strategic license agreements with product manufacturers who made more modern products. http://www.fastcompany.com/3030562/bottom-line/how-polaroid-saved-itself-from-certain-death Lego – Founded in the 30s starting out of a wood shop making mostly wooden toys. A pioneer in the industry, they were the 1st Danish toymaker to buy a plastic injection molding machine, and they perfected the brick mechanism through prototyping and patented it. By the 60s and 70s, they were doubling in size every 5 years, but soon enough they lost control of their innovation efforts. They acquired a toymaker in California, opened an internet business in New York, started a design studio in Milan, built toys which kids didn’t want, they even did a TV-show around a new line of action figures toys. They almost went bankrupt by the end of 2003. They realized simply increasing new product ideas weren’t enough, and that they needed discipline. So they restructured the company, new management, processes, tools, and focused on “obviously Lego” ideas only. They thought too far out of the box. They spent the next 10 years honing in their focus, thinking back in the box – or brick - and now they start to explore creative directions again. The management is constantly striking a balance between undisciplined creativity and strict controls – giving the teams space to create, but the direction to deliver results. http://www.wired.co.uk/magazine/archive/2013/10/features/building-success Apple – According to Steve Jobs, they were 90 days from going bankrupt. http://www.businessinsider.com/how-steve-jobs-took-apple-from-near-bankruptcy-to-billions-in-13-years-2011-1?op=1
- http://www.engadget.com/2013/04/29/the-itunes-influence-part-one/ 97 – Partnership with MS 00 – The Cube, failed
- App Store, the platform innovation and ecosystem for… iPhone (and other iDevices), sold through Apple Stores and was built on top of… iTunes Store ecosystem, made possible via the… 99c per song business model deal music labels, negotiated by Jobs using his digital music vision and a prototype of… iTunes (originally the acquired software, SoundJam), popularized together with the… iPod, which during label negotiations was Mac OS X-only, which was built on top of… NeXTSTEP, the OS Steve Jobs built in his company NeXT (setup after he was fired from Apple), which featured… Electronic AppWrapper, the first ever app store.
- App Store, the platform innovation and ecosystem for… iPhone (and other iDevices), sold through Apple Stores and was built on top of… iTunes Store ecosystem, made possible via the… 99c per song business model deal music labels, negotiated by Jobs using his digital music vision and a prototype of… iTunes (originally the acquired software, SoundJam), popularized together with the… iPod, which during label negotiations was Mac OS X-only, which was built on top of… NeXTSTEP, the OS Steve Jobs built in his company NeXT (setup after he was fired from Apple), which featured… Electronic AppWrapper, the first ever app store.
- App Store, the platform innovation and ecosystem for… iPhone (and other iDevices), sold through Apple Stores and was built on top of… iTunes Store ecosystem, made possible via the… 99c per song business model deal music labels, negotiated by Jobs using his digital music vision and a prototype of… iTunes (originally the acquired software, SoundJam), popularized together with the… iPod, which during label negotiations was Mac OS X-only, which was built on top of… NeXTSTEP, the OS Steve Jobs built in his company NeXT (setup after he was fired from Apple), which featured… Electronic AppWrapper, the first ever app store.
- App Store, the platform innovation and ecosystem for… iPhone (and other iDevices), sold through Apple Stores and was built on top of… iTunes Store ecosystem, made possible via the… 99c per song business model deal music labels, negotiated by Jobs using his digital music vision and a prototype of… iTunes (originally the acquired software, SoundJam), popularized together with the… iPod, which during label negotiations was Mac OS X-only, which was built on top of… NeXTSTEP, the OS Steve Jobs built in his company NeXT (setup after he was fired from Apple), which featured… Electronic AppWrapper, the first ever app store.
- App Store, the platform innovation and ecosystem for… iPhone (and other iDevices), sold through Apple Stores and was built on top of… iTunes Store ecosystem, made possible via the… 99c per song business model deal music labels, negotiated by Jobs using his digital music vision and a prototype of… iTunes (originally the acquired software, SoundJam), popularized together with the… iPod, which during label negotiations was Mac OS X-only, which was built on top of… NeXTSTEP, the OS Steve Jobs built in his company NeXT (setup after he was fired from Apple), which featured… Electronic AppWrapper, the first ever app store.
- App Store, the platform innovation and ecosystem for… iPhone (and other iDevices), sold through Apple Stores and was built on top of… iTunes Store ecosystem, made possible via the… 99c per song business model deal music labels, negotiated by Jobs using his digital music vision and a prototype of… iTunes (originally the acquired software, SoundJam), popularized together with the… iPod, which during label negotiations was Mac OS X-only, which was built on top of… NeXTSTEP, the OS Steve Jobs built in his company NeXT (setup after he was fired from Apple), which featured… Electronic AppWrapper, the first ever app store.
- App Store, the platform innovation and ecosystem for… iPhone (and other iDevices), sold through Apple Stores and was built on top of… iTunes Store ecosystem, made possible via the… 99c per song business model deal music labels, negotiated by Jobs using his digital music vision and a prototype of… iTunes (originally the acquired software, SoundJam), popularized together with the… iPod, which during label negotiations was Mac OS X-only, which was built on top of… NeXTSTEP, the OS Steve Jobs built in his company NeXT (setup after he was fired from Apple), which featured… Electronic AppWrapper, the first ever app store.
- App Store, the platform innovation and ecosystem for… iPhone (and other iDevices), sold through Apple Stores and was built on top of… iTunes Store ecosystem, made possible via the… 99c per song business model deal music labels, negotiated by Jobs using his digital music vision and a prototype of… iTunes (originally the acquired software, SoundJam), popularized together with the… iPod, which during label negotiations was Mac OS X-only, which was built on top of… NeXTSTEP, the OS Steve Jobs built in his company NeXT (setup after he was fired from Apple), which featured… Electronic AppWrapper, the first ever app store.
- App Store, the platform innovation and ecosystem for… iPhone (and other iDevices), sold through Apple Stores and was built on top of… iTunes Store ecosystem, made possible via the… 99c per song business model deal music labels, negotiated by Jobs using his digital music vision and a prototype of… iTunes (originally the acquired software, SoundJam), popularized together with the… iPod, which during label negotiations was Mac OS X-only, which was built on top of… NeXTSTEP, the OS Steve Jobs built in his company NeXT (setup after he was fired from Apple), which featured… Electronic AppWrapper, the first ever app store.
- http://www.engadget.com/2013/04/29/the-itunes-influence-part-one/
- http://www.nytimes.com/2014/08/11/technology/-inside-apples-internal-training-program-.html http://www.digitalbusinessmodelguru.com/2013/02/analysis-of-apple-inc-business-model.html http://www.fastcompany.com/3044774/fast-feed/apple-stores-are-about-to-get-snootier http://www.bordercrossingmedia.com/2015/05/the-apple-customer-experience-a-story-of-innovation-and-iteration/ http://archive.wired.com/gadgets/mac/commentary/cultofmac/2002/12/56677 https://techpinions.com/apples-most-over-looked-innovation/26132 http://www.designorate.com/how-does-apples-design-process-work http://qz.com/183861/any-company-can-copy-the-keystone-of-apples-design-process/