Eventyret Apple Haugesund
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Eventyret Apple Haugesund



A recent keynote on "The Fairytale of Apple", given at Haugesund Næringsforening Friday 17th of February 2012.

A recent keynote on "The Fairytale of Apple", given at Haugesund Næringsforening Friday 17th of February 2012.



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  • Kjøper Pixar for $10 mill.
  • Seeing what’s nextÅpen innovasjonPlattform, ikke produktBeauty, ikke (bare) funksjonalitetSkap en ny kjøpsopplevelse Tør å skape innovasjon
  • Utvalgt anbefalt litteratur

Eventyret Apple Haugesund Eventyret Apple Haugesund Presentation Transcript

  • Christian RangenHøyskolelektor, Handelshøyskolen BIPartner, Engage // InnovateTwitter: @engageinnovateBlog: http://wp.me/1BUWtE: christian.rangen@bi.noM. +4792415949Apple PPT:www.slideshare.net/Engage-Innovate/eventyret-apple-in-norwegian
  • Eventyret Apple
  • “Whenever you see a successful business,someone once made a courageous decision.” Peter Drucker
  • Sillicon Valley, 1976
  • 1986:5500 ansatte$1,9 mrd i omsetning
  • Steve Jobs (30) forlater Apple Starter NeXT Kjøper Pixar for $10 mill.
  • 2006:Selger Pixar til Disney for $7,4 mrd. Steve Jobs blir største private aksjonær i Walt Disney.
  • 1996 selges NeXT til Apple for $430 mill. og 1,5 millioner aksjer i Apple Steve Jobs er tilbake i selskapet han startet 20 år tidligere
  • ‘‘Center Goes here’’
  • 1997 Selskapet er to månederfra å gå konkurs
  • ‘’Sell yourself ‘’Apple died fromto IBM or Motorola’’ ‘good’ management’’
  • "Id shut it down and give the money back to the shareholders." Michael Dell, 1997
  • 1997 - 2011
  • More cash World’s most 60 % / 3 years than US Gov’t valuable 5 % market company180 share, 60 % profit share iPad160 Overtakes140 Microsoft120 Most admired company100 iPhone80 iTunes World’s best60 retailer iPod40 Apple Store20 Think different 0 1997 1999 2001 2003 2005 2007 2009 2011 2013 Revenue ($bn) Omsetn. Profits($bn) Resultat 2 per. Mov. Avg. (Revenue ($bn))
  • ‘‘Center Goes here’’‘’The most creative industrial turnaround in history’’ Michael Moritz
  • Hva kan norske bedrifter lære av eventyret Apple?
  • 1.
  • ‘’Problem: ...lost the creative zest...had nothing imaginative in the works.’’ Michael Moritz
  • ‘’Hvordan får vi organisasjonen til å tenke mer kreativt?’’
  • “Heres to the crazy ones. The misfits. The rebels. The trouble-makers. The round heads in the square holes. The ones who see things differently. Theyre not fond ofrules. And they have no respect for the status-quo. You canquote them. Disagree with them. Glorify, or vilify them. But the only thing you cant do is ignore them. Because they ‘‘Center the human race forward. And change things. They push Goes here’’while some may see them as the crazy ones, we see genius.Because the people who are crazy enough to think they can change the world are the ones who do”
  • ‘‘Center Goes here’’
  • Hopper fire frem og to til siden
  • Biteme Beveger seg en rute om gangen, men må tas to ganger for å slås ut
  • Går tre felt rett linje,kan ikketas avbønder
  • Klassisk strategi handler om posisjoner Strategisk innovasjon handler om å redefinere spillet
  • Strategic Planning Strategic Innovation Analytical Creative Logical and linear Disruptive Expect the future to be Expect the future to much like the present be dynamic and different Developing existing Developing alternativ business model (new) business modelFocus on improving performance Focus on new realities Technology & product-driven Customer-driven Following traditions, rules Breaking traditions, rules and mental models and mental models
  • Kan strategi være revolusjon?
  • Vijay Govindarajan ,Ten Rules for Strategic Innovators: From Idea to Execution
  • ‘’You change the rules of the game’’
  • <div data-qbrick-mid="6F56F844" data-qbrick-width="480" data-qbrick-height="272">&nbsp;</div><scripttype="text/javascript"src="http://player.qbrick.com/playerembed.js"/>
  • 2.
  • 2.
  • Apple drev Åpen innovasjon (1996) lenge før det ble populært (2003)
  • Apple Masters Muhammed Ali Richard Dawkins John Cleese Douglas Adams Harrison Ford Damien Hirst Terry Gilliam Tom Clancy Michael Crichton Richard Seymour
  • “There are tons of things we could have done years ago; if we only could have imagined it…..because we don’t seethings how they are. We see things how we are”. Richard Seymour
  • Hvilke radikalt andre perspektiver og personer tør du invitere inn?
  • 3.
  • Plattform, ikke produkt
  • Produkt: FysiskStår på egne ben
  • Plattform: Grunnmur andre kan bygge på Åpent for åpen innovasjonForretningsmodell andre kan tjene penger på
  • Plattform: Tre år:15 mrd downloads 200 mill. users 450 000 apps
  • m
  • Hvilke plattformer kan dere bygge?
  • 4.
  • Beauty,not just functionality
  • Beauty,not just functionality
  • ?
  • "Design is not just what it looks likeand feels like. Design is how it works" Steve Jobs, 2003
  • ‘’Apple was supposed to become awonderful consumer products company. This was a lunatic plan. High tech could not be designed and sold as a consumer product’’ John Sculley, Former Apple CEO, 1987
  • ‘’We make beautiful proposalsto people’’
  • "We made the buttons ...look so good youll want to lick them". Steve Jobs, 2000
  • ‘’its so elegant and logical, it becomes part of your life so quicklythat you cant remember what it was like beforehand’’ Moby, 2003
  • The Dells of the world dont spend money on design innovation. They dont think about these things. Steve Jobs, 2003
  • "Its really hard to design products by focus groups. A lot of times, people dont knowwhat they want until you show it to them". Steve Jobs, 1988
  • Create new meanings
  • "Design is not just what it looks likeand feels like. Design is how it works" Steve Jobs, 2003
  • Hvilken strategisk rolle har design hos dere?
  • 5.
  • Redefine the shopping experience
  • ‘‘Center Goes here’’
  • Omsetter for fire gangerbransjens standard pr. m2.
  • 6.
  • Seeing what’s next
  • “Steve has a power of vision that is almost frightening. When Steve believes in something, the power of that vision canliterally sweep aside any objections, problems or whatever. They just cease to exist.” Young and Simon, 2005
  • “The developments will be in making the products more and more portable, …maybe the merging of the telephone and the personal computer." Steve Jobs, in Playboy, 1985
  • 2007
  • 6
  • 6
  • Future Back Migration Mapping
  • Desired state
  • Har dere en tydelig ‘desired state’ og ‘innovation challenges’?
  • 7.
  • ’’Recklessly ambitious’’6
  • ..‘’Some people arent used to an environment where excellence is expected" Steve Jobs, 1998
  • “My job is not to be easy on people. My job is to make them better.” Steve Jobs, 1998
  • ‘’Take risks, fail early, create magic’’
  • "The only way to do great work is to love what you do" Steve Jobs, 2005
  • "Innovation has nothing to do with howmany R&D dollars you have. When Applecame up with the Mac, IBM was spending at least 100 times more on R&D. Its not about money. Its about the people youhave, how youre led, and how much you get it" Steve Jobs, 1998
  • Kan du si’’Recklessly ambitious’’ om din bedrift?
  • 8.
  • ‘’Apple and the art of innovation’’ The Economist, 2007
  • ‘’We are determined to make Apple the most innovative company in the world...’’ Steve Jobs, 2008
  • ‘’Apple is a very unique company…innovation is in their corporate DNA. This is the highest level of innovation maturity ….’’ Stefan Lindegard, 2010
  • ‘’Six levels of innovation maturity’’
  • Level 6 Company runs internal Level 5 certification programs in Innovation. 60+ % 50 % of have completed. employees completed Innovation KPI’s innovation Level 4 training are widely known and used. programs., severa 40 % of l completed Company is employees Master degrees experimenting completed in innovation. with innovation innovation strategies and Level 3 training Innovation is an new business programs. explilcit part of models. leadership 20 % of Innovation is a requirements Company is employees completed part of corporate actively working strategy Company has with open innovation Level 2 training developed innovation Use KPI’s for processes and programs. Management team innovation projects for Case studies or selected groups innovation. written by Internal talk about innovation Internal training external experts innovation. center for Skunk projects programs or Level 1 innovation exists Innovation in presentations A few people have developed. company DNAOne person/ completed Dedicated Open innovationdepartment innovation training budgets for programs exists Dedicatedworking on programs. budgets for innovationinnovation. Internal case Rangen & Øvstebø, 2011, innovationRead random Read regular studies written Inspired by Innovation Factory material.
  • 1997. Apple uten zest2008. Verdens mest innovative selskap
  • Du kan bestemme deg
  • Hva vil du?
  • Åtte punkter oppsummerer
  • Seeing what’s next ‘’Think Different’’ ‘’Think Different’’ ‘’Think Different’’ ‘’Think Different’’ ‘’Think Different’’ ‘’Think Different’’ ‘’Think Different’’ Beauty, ikke (bare) funksjonalitet ’’Recklessly ambitious Skap en ny kjøpsopplevelse Åpen innovasjon Tør å skape innovasjonPlattform, ikke produkt
  • Takk for megTwitter: @engageinnovateBlog: http://wp.me/1BUWtE: christian.rangen@bi.noM. +4792415949Apple PPT:http://www.slideshare.net/Engage-Innovate/eventyret-apple-in-norwegian