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.
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
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
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
Notas del editor
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.