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The Challenge of Creating and Sustaining Company Growth

90% of all organizations are unable to sustain an above-average growth rate for more than a few years. 80% of venture capital funded start-ups fail. 75% of new products launched by established organizations fail

stay hungry, stay foolish

Chapter 25 - Jobs never lost his rebellious streak even after starting Apple. This worked well for Jobs because he was not afraid to think outside of the box, which was shown through his ad campaigns 1984 and Think Different. Jobs was always trying to think of something new and out of the box, which is why he was able to revolutionize industries and create a lasting company in Apple.

don't be a slave to focus groups

Chapter 31: Jobs did not believe in doing market research because he felt that customers didn't know what they want until you showed them. This idea was at the heart of Apple's innovation. Many times Jobs would use his or his team's own preferences as a way to build simple, great products. An example of this was the original ipod, as he told the team to think about whay they or their family/friends would like in the product. This led to a product that was very user friendly and completely transformed an industry by giving customers a product they never knew they needed.

engage face to face

Chapter 33 - Jobs believed that fact to face encounters created chances at collaboration, which in turn spurned greater innovation. The Pixar headquarters showed this belief, as he built everything around a center atrium so that people came into the area, ate in the area, and even had their meeting rooms looking out into the area. This design was supposed to force people to have unplanned encounters so they could bounce around ideas and get input to improve them. Chapter 28 - During meetings, Jobs would never allow the use of PowerPoints, as he felt they did not force people to think as much as they should. He wanted everyone to discuss things over the table to help come up with the best ideas. Jobs was also a big believer in collaboration amongst departments. This is a concept that Sony lacked and allowed Apple to transform the music industry, along with others. This idea became known as concurrent engineering and was especially important to Apple because of the emphasis they placed on both engineering and design.

Jonathan I've

Design is the most immediate, the most explicit way of defining what products become in people's minds

four actions framework

Raise Create Reduce Eliminate

apple

a place where imagination was nurtured, applied, and executed in ways so creative that it became the most valuable company on earth

key lessons from Steve Jobs

what Lessons does Steve Jobs teach us about: innovation/Creativity. leadership. management. career development. The iTunes Store: which saved the music industry. The App Store: spawned a new content-creation industry. iCloud: which demoted the computer from its central role in managing our content and let all of our devices sync seamlessly.

first I-course question

what does it take to innovate? engagement, courage, risk taking, acceptance of failure, resilience, closed open/ growth mindset

Amaze Yourself. Amaze the World Creativity at Every Corner

when you imagine the creative process at Apple, at first you may not picture someone in HR. Or operations. Or finance. But we expect creative thinking and solutions from everyone here, no matter what their responsibilities are. Innovation takes many forms, and our people seem to find new ones every day.

design at Apple

•Steve Jobs used design to create products that "surprise and delight" users. •Apple built its success on joining performance, function and beauty through design. •Attain a design-based mind-set by following the seven principles that Apple used: •"Design makes all the difference." Differentiate your products with "beauty, ingenuity and charisma" that connect emotionally with consumers. •"Design the organization" by defining design values to guide development decisions. •"The product is the marketing." An "insanely great" product garners market share more effectively than advertising about it does. •"Design is systems thinking"; designing product context matters as much as designing the product. •"Design is for people" and succeeds only if it fulfills customers' needs. •"Design with conviction." Delineate a clear, unified "design voice" for your firm.

Philosophy

•Take risks •Failure is seen as a natural part of the innovation process •Bezos' Two Pizza Team rule -Teams should be small enough to adequately be fed by two pizzas -Teams generally consist of 6-10 people •Understand the customer -Listening to the customer and understanding them is more important than anything •Serve customer needs -Be customer-centric and respect customer •Make employees think like owners •Empower people

steve jobs quotes

"the people whoa re crazy enough to think they can change the world, are the ones who do." "your time is limited, so don't waste it living someone else's life. don't let the noise of other's opinions drown out your own inner voice"

chp 2 develop a competitive advantage

1)Be able to know where you are now, and where you want to go- the objective. 2)Frame your values and aspirations 3)Study the market- actual, needs and gaps. 4)Know your competition. 5)Adapt your assets, to meet the objective. 6)Develop more than one plan (A, B) and also Z which is totally different in path.

chp 4 it takes a network

1)Building professional network 2)Connecting with: the weak acquaintance , the 2nd & the 3rd degree circle. 3)The best professional network: diversified (different specialization)& cohesive (easy communication with each other) 4)How to strengthen & maintain your network. 1) Keep in touch from time to time, it helps when you need something from someone in your network in future: Offer & try to add value. Ask for informal gatherings- one to one or group - coffee. Invest in connecting and meeting - creating "interesting people fund" Start the reconnection- if a relation is dropped for sometime. Every one is equal, every one is important and different. When to let go of a relationship 2) It is important to connect others. ( being a bridge) 3) When to let go of a relation.

chp 3 plan to adapt

1)Learn & work with what you learn; learn from what you do (invest in learning and gaining skills). 2)Build your own identity & separate from your employer. 3)Evaluate what you are doing now and how it serves your objectives regularly. 4)Modify or take another path if needed. 5)Keep an open-eye : Always grasp opportunities that will serve your objectives.

chp 1 all humans are entrepreneurs

1)This Chapter is motivational, and inspirational; it gives the reader a hint about the book contents, stating some of the success stories of entrepreneurs with big names now, who started from scratch. 2)Preparing the reader to be in the track of entrepreneurship.

resilience traits

A resolution to accept reality. A sense that life is meaningful. An exceptional ability to improvise

amazon philosophy

Amazon's philosophy is built around customer-centric activities and always putting the customer first. They want their employees to think like owners which allows the employee to feel empowered and they want the customer to feel empowered which is done with excellent customer service and again, always putting the customer first. Amazons thrives to understand the customer instead of just blatantly listening, the complaint should lead to actionable change. Failure is seen as a natural part of the innovation process and it is often not frowned upon to fail at Amazon. Finally, taking risks improves innovation and helps build the company stronger.

chp 6 take intelligent risks

As an entrepreneur, you lead your life taking risks, which are opportunities. assessing & managing risks: ask: is the risk overrated?Identify the worst case scenario & how to cope with. After taking the risk, will you be able to change in midway? Age & stage of life : younger are able to take many risks as they would have plenty of time to correct. Having children would limit some of the risks to be taken. When is the right time to take the risk, or not to consider! consult the key persons in your network-have another opinion.When most of your peers avoid doing something, check for it; it could have the biggest opportunities. examples of Risks in the career path: move to a less paying job with promising career growth/ move to a position to add to the learning experience. move to a country (in a war zone)where you will have a big title that no way to have it at home soon

4 guiding philosophies

Bezos likes to surround himself with inventive people. 4 guiding philosophies that encourage employees with the courage to try out new ideas: 1. Innovation is everyone's job. 2. Disruptive innovation is part of our innovation portfolio. 3. Deploy lots of small, properly organized innovation project teams. 4. Take smart risks in the pursuit of innovation.

Titans of Tech

Bill Gates: always thought taking tests in school was easy. "I always felt sorry for other people taking tests, because [the tests] were like, they were designed for me," Gates said. Jeff Bezos: made the decision to leave a career on Wall Street and start Amazon through what he calls a "regret minimization framework." Steve Jobs: model for business is the Beatles. "They were four guys who kept each others' negative tendencies in check." Larry Ellison: driven to succeed partly out of personal vanity. "A lot of what keeps me going, and keeps my drive is I'm curious as to how far I can go, how far Oracle can go. They are inextricably linked." Pierre Omidyar: "Whipped up some code" for eBay over the Labor Day weekend in 1995 and by Monday had the site up.• Shawn Fanning: the first Windows application Fanning has written. Sergey Brin: "In order to have a good lifestyle, we had to have a good lifestyle at work." Mark Cuban: To pay for his education at Indiana University, Cuban gave disco lessons to local sorority houses for $25 an hour.

blue ocean strategy methodologies and tools

Blue Ocean Strategy offers systematic and reproducible methodologies and processes to innovate and create new market spaces. Blue Ocean Strategy frameworks and tools include: strategy canvas, value curve, four actions framework, six paths, buyer experience cycle, buyer utility map, and blue ocean idea index. These frameworks and tools are designed to be visual in order to effectively execute a strategy through easy communication.

put products before profits

Chapter 10: The original Macintosh is a great example of Jobs and his philosophy that products should come before profits. Although the original plan was for the Mac to have a price tag of under $1,000 (to appeal to the mass market), Jobs would not compromise on the quality and it would not meet that price target. Although that ended up being a cause of his original ouster from Apple, the company's unwavering standards ended up being a core to its quality controls and led to great profits. Chapter 24: This philosophy also extended into Jobs personal life, where he cared more about leaving a legacy than becoming rich.

bend reality

Chapter 11: Employees at Apple referred to Jobs ability to bend reality as his "reality distortion field." Although it could be viewed negatively by people from the outside who he treated harshly, this allowed Jobs to push people to do the unthinkable. As many employees would say, he made them realize that the impossible was actually possible and this pushed them to come up with much more innovative ideas. Chapter 36: A great example of this in action was with Corning's CEO, who Jobs began working on a deal with to use gorilla glass on the iphones and ipads. The CEO stated that he did not think it would be possible to supply Apple with as much gorilla glass as they needed. Jobs response was to say "You can do it." This proved to be true, as Corning converted factories and was able to fill the order and build a strong relationship with Apple.

combine the humanities with the sciences

Chapter 18 - Jobs was different then Woz and Gates in that he was able to think of design and not just the engineering/sciences. A great example of this was his work at Pixar, where he realized that mixing art with technology could product great films. Another example of this was with the NeXT computer, where he wanted to make it a perfect cube even though it would make engineering more difficult. This type of thinking was important because it allowed him to transform industries, such as the music and phone industry. His next step in this plan was to revolutionize the publishing and TV industries and it will be interesting to see if Apple can achieve success in this endeavor without him around.

push for perfection

Chapter 22: Jobs perfection was shown with the original Toy Story, as the script was changed at the last second. Originally, the Pixar team had been told by Katzenberg and Disney that the characters/script needed to be edgier. They appeased them to make this change, but at the last second Jobs decided he did not want to give in and thought the friendlier script was better. The last second change caused delays and a lot of extra work, but Jobs stressed that it was needed to make the film better.Chapter 6 - Jobs father taught him at a young age that you must focus on every detail if you want something to be perfect, event the parts that are not usually seen. Jobs took this to heart with the Apple II and Mac, where he forced engineers and designers to make the inside of the computer look perfect (he also had them sign it like it was artwork so they'd take ownership and be proud of it). Although there was no chance for it to be seen, Jobs stressed it to show how focused he was on perfection. Chapter 17 - Another unique example of his perfection were the factories, which he wanted spotless and even painted. This ended up causing problems with machinery and may have taken perfection too far, but Jobs wanted every aspect of the supply chain under his control to follow the Apple design philosophy.

knowing both the big picture and the details

Chapter 28 - Jobs had a great eye for detail, which was shown through his designs where he looked at everything from the screws to the packaging. Chapter 30 - Jobs ability to look at the big and see how all his products fit together was another key advantage that propelled Apple to success. This first came in to play when he realized the the computer (Mac) would be the digital hub for many different electronic devices. Through syncing and other software, everything would be compiled on one's computer. This became true, especially after Apple developed devices such as the iPhone and iPod which are synced through iTunes. Chapter 40 - Jobs also showed his big picture thinking when he realized that this hub would become the cloud, which led to Apple working on developing what eventually became the iCloud. Although they hit some road bumps along the way, specifically with MobileMe which was a failure, they were able to create something that allows people to access content from all of their electronics.

retreat

Chapter 30: Jobs hosted a retreat each year for his top 100 employees. At this retreat, Jobs would tell employees to say any product ideas they had for the company. After they were all stated, the employees would pick their top 10. After this process, Jobs would cross out everything except the top 3 and say that only these could be done because they needed to maintain their focus.

the Innovator's DNA that generates new ideas

Courage to innovate--behavioral skills--cognitive skill to synthesize novel inputs---innovative ideas. challenging the status quo, taking smart risks--questioning, observing, networking, experimenting -- associational thinking---innovative ideas

blue ocean strategy

Create uncontested market space. Make the competition irrelevant. Create and capture new demand. Break the value-cost trade-off. Align the whole system of a firm's activities in pursuit of differentiation and low cost

chp 5 pursue breakout opportunities

Entrepreneurs see opportunities where others see problems. How to generate opportunities: Be curious and ask why- be initiative. Connect with human networks: groups & associations of people. Create your own resources if you didn't find any. How to generate opportunities: With the most hardest situations, entrepreneurs create opportunities out of them, they do their best and more than expected. Follow the trend magazines and journals including technology like : Wired, & MIT; they will give you inspirations. Attend events , in your industry & related ones. Look for star people on your network, who have impact and identify their characteristics, they have opportunities. From time to time, read a book that is different from your background, it gives you anther scope.

IDEO

IDEO is an award-winning global design and innovation consultancy IDEO creates positive impact through design by taking a human-centered approach to helping organization sin the public and private sectors innovate, grow, and bring ot market new ideas. IDEO partners with leaders and change agents to identify new market opportunities, add value, and solve meaningful problems. IDEO helps organizations to build the capabilities required to sustain innovation. Guidelines: 1) Deep dive (day 2) total immersion One conversation at a time. Stay focus. Encourage wild ideas. Defer judgment, Add on to other ideas. culture they create and the people they hire to fit in this culture. Design thinking they want to spread this religion and companies to do their own design thinking The hiring is their secret sauce and the culture. People at IDEO: Value of complementary Human, technical and business expertise. Comfortable with clients, working as a collaborator and adviser. Effective communicator as well as coach and teacher regarding the design process Capable of visual thinking, storytelling, and building on team ideas Comfortable working in an ambiguous and dynamic environment. Able to collaborate with multidisciplinary design teams in a non-hierarchical organization Passionate about trying new things rather than focusing on current practices. Able to pull together multiple different, and sometimes conflicting, inputs (data, qualitative feedback, hypothesis, etc). Into a common point of view. playful rules- this is about enabling--not disabling One conversation at a time Stay focused on the task Encourage wild ideas Go for quantity Be visual Defer judgment Build on the ideas of others. reinvent the bedroom lamp Read in bed at night. What should the lamp look like

against conventional wisdom

In an era when companies strive for transparency, Apple is secretive. Instead of empowering employees and broadening their scope of expertise, Apple assigns its workers to "narrow band[s] of responsibility" where they "follow orders." Jobs relentlessly micromanaged rather than delegating tasks. Apple is relatively uninterested in making money for investors. Rather than embrace its large size, Apple fosters "the vibrancy of a start-up." Instead of buying competing companies and expanding its product line, Apple focuses on doing only a few things extraordinarily well.

steve jobs philosophy

Jobs philosophy that built Apple upon was that they needed to control the entire end to end user experience. This meant that the hardware and software must be integrated and not licensed out (closed system). This contrasted the philosophy of Microsoft and Google, which believed in the open system. By using a closed system, Jobs was able to completely control the user experience (which is another reason they created their own stores) and design of his products.

simplify

Jobs used the simplicity in Bauhaus designs as a centerpiece for his design philosophy at Apple. The simple, sleek design is the focus of Apple's products. Jobs had IDEO create the first mouse for the Macs, which he wanted to be inexpensive and have just one button. The ipod is a great example of the simplicity Jobs pushed for in products. When making the original design, Jobs told the team that he wanted every function to be performed in just 3 clicks. Another feature that was new to consumer products was the removal of the on/off button. "simplicity is the ultimate form of sophistication" " simple can be harder than complex: you have to work hard to get your thinking clean to make it simple. but it's worth it in the end because once you get there, you can move mountains"

Amazon's Innovation Philosophies

Long Term Thinking 1.Writing Out New Ideas in detail and reading them 2.Incentivize team members for the long term: make them owners 3.Dedicate times during the week to think about the future 4.Routinely "check-in" on long term goals 5.Working Backwards. https://www.youtube.com/watch?v=AMqHD2F5Xec

ch 7 who you know is what you know

Networking intelligence - the gathering of information: asking questions in your group- ask meaningful. asking questions to the key person directly. turning the information you gathered into resources for your actions: start a blog, write an article.

What Makes Organizations Innovative? The DNA of Innovative Companies

People Companies are often lead by innovative executives who excelled at discovery Monitor and maintain an adequate proportion of high discovery-quotient people in every management level, functional area, and decision making stage of the innovation process Processes Processes explicitly encourage employees to associate, question, observe, network , and experiment Processes are designed to hire, train, reward, and promote discovery driven people Philosophies Philosophy 1: innovative is everyone's job -not just R&D Philosophy 2: disruption is part of our innovation portfolio Philosophy 3: deploy small, properly organized innovation project teams Philosophy 4: take smart risk in pursuit of innovation

tolerate only "A" Players

Picture - Tim Cook (COO and new CEO), Peter Oppenheimer (CFO), Scott Forstall (Software Development head), Jonathan Ive (Industrial Design Team head), Philip Schiller (Product Marketing) Chapter 11 - Jobs kept a tight reign on the hiring process and learned from the original Mac team that A players like to work with A players and they do not like B work. Chapter 13 - Jobs was criticized many times for tearing down his team unnecessarily, but success did usually follow as he was able to inspire his team by showing them that the "journey is the reward." Chapter 17 - Jobs also felt that you had to be ruthless to a certain extent to build a team of A players or else the mediocre ones would just be allowed to hang around. Chapter 24 - Jobs also made sure this was the case with his top management team, for which he hired top players such as Cook and Ives. Although harsh, his employees are some of the most loyal, as they understand that the reward at the end is well worth the tough times they go through.

Tesla

Tesla motors is committed to bring and developing top talent from across the world for nay given discpline Our world class teams operate with a non-conventional automotive product development philosophy of high inter-disciplinary collaboration and a flat organizational structure You will be expected to challenge and to be challenged, to create, and to innovate Tesla jobs are not for everyone, you must have a genuine passion for producing the best vehicles in the world Without passion, you will find what we're trying to do too difficult

why innovation matter

The average life span of a multinational company - Fortune 500 or equivalent - is approximately 40 years. One third of the companies listed in the Fortune 500 in 1970 for example, had disappeared by 1983 - acquired, merged or broken to pieces. The first S&P index of 90 major US firms was created in the 1920s. The firms on that original list stayed there for an average of 65 years. By 1998, the average tenure of a firm on the expanded S&P 500 was 10 years (Moreover, few other types of organizations - churches, armies, governments, universities - seem to have the poor statistics of the corporate life form. The implications of a short life-span are truly depressing. The damage is not merely a matter of shifts in the fortunes of a few firms but in most cases, it completely disrupts work lives, communities, and economies. Then the question becomes, how can firms last longer?)

importance of innovation continued

To be successful in this increasingly competitive and fast changing business environment companies need to outperform others at business strategy, product and service development, talent attraction and retention, flexible and efficient operations, and effective use of technology. More specifically for a company innovation can: make life easier for their customers and help them improve their businesses; to gain competitive advantage; to protect market share; to reposition an organization and raise its market profile; to lead the market and reinforce a reputation as market leader; to open new horizons so as to get out of a rut or avenues with limited potential.

tesla design

Traction Control is designed to ensure maximum contact between the road and the tires. sport Styling; Incredible Aerodynamics. Class-Leading Storage

process of amazon

Two-Pizza Team. Narratives. Start with customer and work backwards (LOOK AT PICTURE)

three dynamic changing puzzle pieces

assets, aspiration, market realities= competitive advantage is the middle

10 types of innovation

business model (how the enterprise makes money ex: dell). networking (enterprise's structure/ value chain ex: wal-mart). enabling process (assembled capabilities ex: Siebel). core process (proprietary process that add value ex; GE capital). product performance (basic features, performance and functionality ex: Intel Pentium 4). product system (extended system that surrounds an office ex: Microsoft office). service (how you service your customers ex: fedex). channel (how you connect your offerings to yoru customers ex: Niketown). brand (how you express your offering's benefit to customers ex: virgin). customer experience (how you create an overall experience for customers ex: lexus).

ipod

changed the way we consume music

original Macintosh team

characteristics: Shared commitment & common purpose: user-friendly personal computers. A clear and elevating goal. Competent and committed members who work hard. A collaborative climate. High standards of excellence. strong leadership.

red ocean strategy

compete in existing market space. Beat the competition. Exploit existing demand. make the value - cost trade-off. Align the whole system of a firm's activities with its strategic choice of differentiation or low cost

in the Steve Jobs book

do what You Love. Put a Dent in the Universe. kick-Start Your Brain. sell Dreams, Not Products. say No to 1,000 Things. create Insanely Great Experiences. Master the Message

design thinking process

empathize, define, ideate, prototype, test. learn about the audience for whom you are desinging, by observing and interview. who is my user? what matters to this person? create a point of view that is based on users needs and insights. what are their needs? brainstorm and come up with as many creative solutions as possible. wild ideas encouraged! build a representation of one or more of your ideas to show to others. how can i show my idea? remember: a prototype is just a rough draft. share your prototype idea with your original user for feedback. what worked? what didn't?

importance of innovation

for nations innovation is an important driver of economic growth. Innovation is a driver of economic growth. It is linked to improvements in the qualify of life and the creation of new types of jobs and the destruction of old ones. Research shows that virtually all of the economic growth that has occurred since the eighteenth century is ultimately attributable to innovation. The Economic Intelligence Unit undertook a survey which noted that "long-run economic growth depends on the creation and fostering of an environment that encourages innovation." It is argued that countries that generate innovation, create new technologies and encourage adoption of these new technologies grow faster than those that do not.

Steve Jobs timeline

found apple in garage (1976), Apple I computer, Apple II (1977), Lisa introduced (1983), first Macintosh (1984), Pixar (1986), Macintosh 2 (1987), Toy Story (1996), iMac unveiled (1998), iPod (2001), iPhones (2007), Apple overtakes Microsoft (2010), New iPad (2011), died at 56 (2011).

macintosh

home computer revolution and popularized graphical user interface

Resilient individuals move from a sense of

hopelessness to Hopefulness. Pessimism to Optimism. Fear to Security. Ambivalence to Meaningful Involvement. Victim to Independence. Weariness to Energy. Negativity to Positivity

I-Course questions

how does it take to innovate? capacity for Change. engagement. Courage. Risk Taking. Acceptance of Failure. Resilience. Closed Open/Growth Mindset. Self Efficacy. How do innovators think Association. Networking. Experimenting. Questioning. Observing

myth/reality of innovation

is random. reality is that innovation is a discipline-it can be measured and managed. Consider how Procter & Gamble's structured approach to innovation allowed it to triple its innovation success rate and double the size of a typical initiative.

iPad

launched tablet computing--a new platform

the act of innovating

leads to the introduction of new ideas, devices, or methods.

12 potentially economically disruptive technologies

mobile internet. automation of knowledge work. the internet of things. cloud technology. advanced robotics. autonomous and near-autonomous vehicles. next-generation genomics, energy storage, 3D printing, advanced materials, advanced oil and gas exploration and recovery, renewable energy.

myth/reality innovation happens in a lab

myth: innovation happens in the R&D lab. reality: innovation can happen anywhere in an organization.

myth/ reality performance

myth: innovation is all about improved performance. reality: sometimes innovation is about improving performance along traditional dimensions, but some of the most powerful disruptive innovations sacrifice raw performance in the name of accessibility or affordability.

myth/reality customers

myth: our customers will be a critical source of innovation insight. reality: your customers might tell you how to make your current offering better, but they won't point the way to disruptive growth; you have to explore new markets in new ways to identify new growth businesses.

myth/ reality markets

myth: we will win by targeting the biggest markets. reality: markets that don't exist are difficult to precisely measure or analyze; the most powerful innovations create new markets.

myth/reality technology

myth: we will win with superior technology. reality: most market disruptions rest on innovative business models and new ways to create, capture, or deliver value

myth/ reality of either innovated or not

myth: you're either an innovator or you're not. reality: research recounted in the Innovators DNA described how innovation is about 30 percent nature and 70 percent nurture.

cirque vs traditional circuses

one ring. use a theme instead of a group of acts. Adult audiences. Expensive ticket price. Only 10% of revenues from concessions. Permanently located performances. No animals, no ringmaster. International Shows. More than 15 different shows (touring and resident shows) Unique Aspects: Universal: not culturally specific, no language, performers speak in "Cirquish", embraces Creativity, live music, unique, modern performances, independent, private company, avoids pressure from the public to cut costs, allows the company to continue to pamper performers

myth/reality for creativity

only creative geniuses can innovate false. reality is innovation is distinct from creativity. While creativity can help, people who aren't intrinsically creative can create high-impact innovation if they follow the right process.

toy story and pixar

opened up the miracle of digital imagination

concept of innovator's DNA

people can improve their innovation techniques, though creativity comes more easily to some than to others. successful innovators do the following: First, practice "associative thinking" by making connections among various ideas from disparate areas. Second, "ask questions"; be willing to look foolish. Third, "observe" what people do, how they do it and why. Fourth, "network" with people from a range of backgrounds. Fifth, "experiment"; take something apart, build models and try simulations.

Apple II

personal computer that was not just for hobbyists

apple stores

reinvented the role of a store in defining a brand

Challenges of the Circus Industry

seen as entertainment just for kids, main audiences located in small towns. New forms of entertainment largely more popular. no longer valued or anticipated. Opposition from animal rights advocates

staying focused

steve jobs drew a box and one product would be in each and that's it. consumer and pro were on top and on the side was desktop and portable

exploring the potential of weak ties

strong ties have the same access to the same people and resources you do. weak ties can act as a bridge to other parts of your organization or others outside

resilience

the ability to recover quickly from change or misfortune. Is the quality that allows us to "survive" and gain greater strength from hardship. In Psychology: resilience is a term used to describe the capacity of people to cope with stress and change. It is also used to indicate a characteristic of resistance to future negative events. The ability to absorb high levels of change without displaying dysfunctional behavior. The ability to bounce back - and, in fact, to bounce forward - with speed, grace and determination.

innovation

the introduction of something new or different. cycle of experimenting, learning, applying knowledge and then assessing success or failure. innovation isn't solely represented by new devices, ideas or methods, but also by the process of uncovering new ways to do things. It can also pertain to modifying business models and adapting to changes to achieve better products and services.

iphone

turned mobile phones into music, photography, video, email and web devices