Hello everyone. Today's topic is creating a comprehensive innovation strategy. So we've talked about a comprehensive innovation framework. A framework is something that essentially exists in space, in a sense, right? So you have a framework that looks at product innovation, process innovation, service innovation, brand experience, all that service maps it out in space. A strategy often is figured out in time. How do we go about doing something that we need to do overtime. So we look at the development of an innovation strategy in this presentation today. So, one of the things that's important to think about is the term comprehensive. And again, the reason we're thinking of comprehensive is because we want to think of innovation across the enterprise. What that means is that across the company, there is products, there is technologies, there is an internal process, there is all sorts of things happening. How do you make all of that innovative? How can you think of the fact that everything that a company does, internally, externally, for people, for products, for process etc. How do you make that innovative? So that's one way to think about the term comprehensive. Another way to think about comprehensive is this model that we've talked about before, which is internal process, brand experience, sustainability, services, business model and product rate, so this helps you think across the enterprise. Clearly, we have to think about innovation because that's what this course is about, how do you think of innovation comprehensively. And lastly strategy. How does a company create a strategy that allows it to have innovation that is entirely comprehensive across the enterprise. So here's one definition for strategy. This is from Alfred Chandler. He says, strategy is the determination of the basic long-term goals and objectives of an enterprise, right. So, it's not today and tomorrow, not this afternoon or tomorrow morning, but it's about thinking long-term. What are some of the goals and objectives of an enterprise? By enterprise, we mean it could be a university, it could be for profit company, it could be a non-profit organizations, it could be the government, right? So it could be any form of enterprise. And the adoption of courses of action. This is important, so courses of action is critical for strategy to include some aspects of what exactly are you going to do, right, as part of this. Courses of action and allocation of resources, another important thing in the definition is resources. Who, how much money, how long etc., for carrying out those goals. All right, so a strategy essentially is goal and objectives long term, courses of action, and allocation of resources. And those three things together define what a strategy is. So, how do you do that in terms of thinking of comprehensive innovation as well. So what we'll do for this presentation is we'll think of it as I have about six points that we'll talk about. And we talk about those six points in the context of Apple. Apple is really well known, it is a multinational organization. It's one fo the most valuable of these companies in the world in terms of its revenues and profits. So let's talk about innovation from the perspective of how does Apple do it. What has Apple been doing? So, number one in this is vision aid leadership. One of the key things that a company will require is to have somebody who has a certain amount of vision to lead that type of innovation. So, in this is case of course, the CEO of Apple was Steve Jobs. It's Tim Cook now, but Jobs has been held responsible, the person who was actually critical in turning Apple around, in making it one of the most valuable companies in the world and have a series of incredibly successful well-designed products from the computer to the music player to the phone to tablets, etc. So they have had a series of innovations that had been incredibly successful in the world. And people often say that you need to have somebody who's at the held of these enterprises. Somebody who's at the top of these firms who can actually drive that innovation throughout the company. It's not sufficient purpose to have vision, but it's important for them to have the vision and to be able to lead with that vision. And to lead means not that you are out in the front and doing everything but you are able to bring your entire organization with you. So leadership is not about just having a vision but leadership is about having that vision and making sure that your entire organization is on board with that vision, they agree with you. And in that agreement is support, that they support you and they will do what they need to do, and what their job requires of them, to lead with that vision just like you are. So leadership and leading with innovation or leading with vision means that you have an idea of where you want to go. And your company supports you in that idea not because you forced them. It can't be something that you pushed down people's throats, it's something they have to feel from within that they want to do and that's what leading with vision is all about and that's what Jobs was able to do at Apple. because the idea of design, the design that's driven by simplicity, the design that's driven by what can be give to people that will help them get their work done to live their lives well. Well it's critical to have Jobs thought about innovation. That feeling pervades throughout the organization. The second one is creating innovations for the entire consumer experience, right? Entire consumer experience. Which means you have to think about, if you are producing some kind of a new product for the consumer market, you are to think about not just when someone buys it, but when they first experience a need, I think a need a new table or I need a new computer or I need a new pen. It could be anything at all. When the first fearless need, from that point until the point that they are done with it and they are ready for a new version that whole experience has to be managed. The whole experience has to be designed and producing innovations for the entire consumer experience, entire consumer journey Is really important. So, if you look at this map, what you see in this diagram is you see here pre-purchase experience, the purchasing experience, and the post-purchase experience. It's really important to start with exactly the need. What does someone need? How can I help them, shop for it, compare with other prices, find where to get it, have any questions answered as they're thinking about it, all those things. To the purchasing experience. Where is it bought? Is it online, is it in store? What happens once they take it home? How does the product operate? How is it maintained? How is it repaired? Post purchase is, sorry so how is it maintained, how is it repaired, all that is part of post purchase. So, once you have a need, you get the product and you live with it. All those three things are part of the goal, and then you learn from that to help the experience all over again, right? So, think of the complete life cycle of the product is important. And in this case, it focuses especially on the branding, website, advertising, etc. But this could be applied to any form of innovation, right? Before someone buys the product or service you have to offer when they buy it and after they buy it. Right, so this extend over time and it's important for companies to try and innovate across that entire customer journey. The entire life of the product or service. Number three, focus on platforms and systems, right. This is important because platforms and systems mean don't focus just on the device itself if you are a product manufacturer but think of the entire range of things that goes hand in hand with it. So, and if you look at Apple devices, you have you have sees a products under watch, to the tablet, to the phone, to computers etc. And whole range of apps that go hand in hand with them. So these products are almost like platforms. They're platforms that speak to each other, they are sync with each other. And in that platform they're introducing apps and services, software, all those kinds of things, accessories, other hardware. So the goal is not to think of just that one product but to think of the entire landscape of devices. What else is connected to it? What else does it go hand and hand with? And when you think of the simple case like of a computer, you buy a computer, it could be a desktop computer, so you have a monitor and you have the computer itself. You need a keyboard and you might need a mouse with it. If you don't like the mouse, you might need a wireless mouse. Then you might either need an ergonomic rest for your wrist so your wrist doesn't hurt then you might need a really nice table and a comfortable chair. So, all of these things are connected. They are part of what could be called a product ecosystem. So when you innovate, you have to think of the entire product ecosystem, you think of a system, think of a platform, so you have a technological platform and on that platform you provide a series of products and services, music players, computers, wrist watches, all that is part of a platform. Apple has a very good job of taking care of that platform and therefore there is really a good sinking across all the devices, right. And that's important for a good consumer experience throughout the life cycle of the product. Fourth, [COUGH] design every aspect of the innovation, right. So it's not again it's just not one thing. But it's everything that's a part of the consumer experience. For example, how is someone going to buy the product that you're offering, right. This is Apple store in China. This is the Apple store in New York City so from the retail environment the location where someone will buy the product to all the apps that might go on the devices. Not device but multiple devices from the phone to the wristwatch to the tablet to the laptop, etc., to all the accessories like cables and packaging, earphones. All of this, devices for connecting to linking, for different kinds of plugs for other countries. All of this is a part of that platform or the product ecosystem, right. So, one of the things Apple does really well is, by designing every part of that experience, from the store to the website to the packaging, that whole experience is designed. The whole experience looks like it's a cohesive experience, that someone thought through the whole thing. It's not just put together by different departments, but This departments were talking to each other and they make sure that the experience is a unified, smooth, well designed experience. And that's something that Apple does really well. So innovate across the entire platform entire system and every aspect of that should be well done and that's important as well. Number 5. This is a very, very often high tech companies might make a mistake. Focus on the experience that you want people to have, not on the technological solution, right? Very often what happens is there's so much time spending figuring out how can the technology be put into the product that there's not enough time spent on thinking of the user experience. Apple does a good job of thinking of the user experience and thinking of what do people really need, right. So you can look inside a computer and you see all the technology inside. You can take an X-ray of a computer, you can see what's inside it, but how much do people really care about all the stuff that's inside the products that they buy? Well, if you are an engineer or someone who is really interested in the technology that's inside, you might worry what's inside it. But for the average consumer, they're not concerned about what the technology is inside their devices, they care about what can they do with it. Would it allow me to watch movies? Would it allow me to listen to music? Would it allow me to create presentations? That is what people want to know. They don't really care about all the details or what's inside. So it's important to make sure that in your innovation you get the technological solution right. It's just as important to also focus on what kind of an experience will that technology give to the people that you want to buy your product. And that's what design plays a very big role. How do you convert that technology into a solution? In other words, how do you humanize the technology? How do you make it appropriate for people? So focusing on experiences and not on technology is really critical. And this is one thing that the last point that Apple does really well. Simplify complexity for the consumer, right? Again, people may often don't care about what the technology is, but they care about what the technology can do for them. So, being able to simplify complex things, I mean if you think about what's inside a computer? It's a incredibly complex machine. There's all kinds of things happening inside. The intricative design microchips, there fans, and there are vibration motors, and circuit board, I mean there's a whole host of incredibly complex technology inside even a simple product like a phone or laptop. These are incredibly complex products with lots of little parts, components inside. So, what we need to do as innovators is not really obsess on the technology but think of how can I make that simple for the user. How can I convert? How can I simplify that complexity so that people are able to use these products without any failure, without getting confused, without getting lost. That's really important as well. So, Apple's products are known to be incredibly simple. They are simple in the way they're designed, the way they look, the way they operate, the way their operating system is designed, the way they're packaged. So that simplicity is actually become a visual language but also the ethos of Apple's products. And they've tried to do that through the design of everything that they create. So what we've seen today in this presentation is we have looked at a few points of things to keep in mind as a developing and innovation strategy. From having a vision, leading with that vision on what innovation and design could mean for that organization, to making sure that you simplify all that complexity for the consumer, right? An Apple does this really well and then lots of lessons to be learned. Several companies across the world that do really innovative work, but this is one company that comes to mind which is actually played a really important role in making the world's design popular across the world, popular to other companies as well. And sot that's the presentation on how do you create a comprehensive innovation strategy. Thank you.
