Sequencing Apple's DNA / Patrick Corsi, Dominique Morin.

Format:

Book

Author/Creator:

Corsi, Patrick, author.

Morin, Dominique, author.

Series:

Innovation, entrepreneurship and management series.

Innovation, Entrepreneurship and Management Series

THEi Wiley ebooks

Language:

English

Subjects (All):

Technological innovations--United States--History.

Technological innovations.

Technological innovations--United States--Management--History.

Apple Computer, Inc.

United States.

Physical Description:

1 online resource (237 pages)

Edition:

1st ed.

Place of Publication:

London, [England] ; Hoboken, New Jersey : ISTE : Wiley, 2016.

System Details:

Access using campus network via VPN at home (THEi Users Only).

Summary:

This book aims to extract the "molecular genes" leading to craziness! Geniuses are the ones who are "crazy enough to think they can change the world" and boldly go where no one has gone before. Where no past habit and usage are available, there is no proof of viability, as nobody has done it yet, or even imagined it, and no roadmap for guidance or market study has come up with it. The authors call upon Leonardo Da Vinci, the Renaissance genius, who as strange as it seems, shared many traits of personality with that of Steve Jobs, in terms of the ways of performing. Da Vinci helps in understanding Jobs, and hence Apple, with his unique way of designing radically novel concepts, which were actually quite crazy for his time. In order to shed light on a special creative posture, the indomitable sense of specifying undecidable objects - a hallmark of the late Steve Jobs - is what led the authors to match it with a specific design innovation theory. A real theory, backed by solid mathematical proof, exists and can account for the business virtue of a prolific ability to move into unknown crazy fields! The authors postulate that, by bringing the power of C-K theory to crack open a number of previous observations made about Apple's methods, it is possible to identify most of the genes of this company. The authors analyze how and why an Apple way of doing business is radically different from standard business practices and why it is so successful. Genes are a measure of the entity at hand and can encourage past business education routine approaches, then become transferable across the spectrum of the socio-economic world.

Contents:

Cover

Title Page

Copyright

Contents

Acknowledgments

Credits

Preface

Setting a new stage

Why is this book different?

Bridging an Apple capacity for craziness and design innovation

How to use this book

The power is in the DNA

How did the authors come up with it?

How is the book structured?

Introduction

PART 1: From Insanely Successful Episodes

Chapter 1: Sequencing the First Segments of Apple's DNA

1.1. The gene, domain and cultural bias

1.2. Nine DNA segments of rare importance

Chapter 2: On Risk Taking

2.1 Where is the gap?

2.1.1 Business school

2.1.2. Apple

2.2. Amplifying the gap and progressing

2.3. The genes

Chapter 3: Product Design

3.1. Where is the gap?

3.1.1. Business school

3.1.2. Apple

3.2. Amplifying the gap and progressing

3.2.1. On packing with functionality

Chapter 4: Market studies

4.1. Where is the gap?

4.1.1. Business school

4.1.2. Apple

4.2. Amplifying the gap and progressing

Chapter 5: Giving up Some Fights

5.1. The chasm

5.1.1. Business school

5.1.2. Apple

5.2. Amplifying the gap and progressing

Chapter 6: Entering New Markets

6.1. The chasm

6.1.1. Business school

6.1.2. Apple

6.2. Amplifying the gap and progressing

Chapter 7: Apple, the Learning Company

7.1. The chasm

7.1.1. Business school

7.1.2. Apple

7.2. Amplifying the gap and progressing

Chapter 8: On Research and Development

8.1. The chasm

8.1.1. Business school

8.1.2. Apple

8.2. Amplifying the gap and progressing

Chapter 9: On Company Acquisition

9.1. The chasm

9.1.1. Business school

9.1.2. Apple

9.2. Amplifying the gap

9.3. Progressing the gap

Chapter 10: The Manager, the Software and the process

10.1. The chasm

10.1.1. Business school way

10.1.2. Apple's way.

10.2. Developing the chasm

10.2.1. The case of Mister Hullot

10.2.2. Drawing lessons from software management

PART 2: Emergence of a Brand: From Failures to Everyday Situations (In Search of Exclusive Value)

Chapter 11: Failures Left Behind

11.1. Why failures?

11.1.1. Business school

11.1.2. Apple

11.2. Failure dissolves in time

11.3. A basket of historical failures

Chapter 12: A Cornucopia of Commerce Situations

12.1. Commercial policy

12.1.1. Business school

12.1.2. Apple

12.2. Asking customers

12.2.1. Business school

12.2.2. Apple

12.2.3. Development

12.3. Forecasting and strategy

12.3.1. Business school

12.3.2. Apple

12.3.3. Development

12.4. Grabbing a trend

12.4.1. Business school

12.4.2. Apple

12.4.3. Development

12.5. Communicating

12.5.1. Business school

12.5.2. Apple

12.5.3. Development

12.6. Getting incomparable value

12.6.1. Business school

12.6.2. Apple

12.6.3. Development

12.7. Making something profitable

12.7.1. Business school

12.7.2. Apple

12.7.3. Development

12.8. Going after the enterprise market

12.8.1. Business school

12.8.2. Apple

12.8.3. Development

12.9. Expenses versus returns

12.9.1. Business school

12.9.2. Apple

12.9.3. Development

12.10. Management to commitment to product

12.10.1. Business school

12.10.2. Apple

12.10.3. Development

Chapter 13: Emergence of a Brand

13.1. The chasm

13.1.1. Business school

13.1.2. Apple

13.2. Amplifying the gap and progressing

PART 3: Importing Apple's Genes into Transferable Knowledge (In Evidence of Deeper Gaps)

Chapter 14: On Structure and Contents

14.1. The chasm

14.1.1. Business school

14.1.2. Apple

14.2. Developing the chasm

Chapter 15: You Said Reality? Which Reality?

15.1. The chasm.

15.1.1. Business school

15.1.2. Apple

15.2. Developing the chasm

15.3. It's all about perception

Chapter 16: Combining the Genes

16.1. Taking stock of a flat list of genes

16.2. Setting the stage toward a combined dynamics

16.2.1. In search for dominant designs

16.2.2. Breaking the dominant designs

16.2.3. Blueprinting radical "crazy" concepts

Chapter 17: Evolving Competition

17.1. Cracking open the notion of "competition"

17.2. Designing an expanded understanding "competition"

Chapter 18: Evolving Innovation

18.1. Cracking open the notion of "innovation"

18.2. Designing an expanded understanding of "innovation"

Chapter 19: A Company Under (Dynamic) Tension

19.1. Tension is a co-evolving dynamic

19.2. Tension is a dynamic toward futures

19.3. Walking the way

Chapter 20: Overcoming Common Blocking Points

20.1. The need for an innovation molecule

20.2. A need to revisit risk-taking

Conclusion

APPENDICES

Appendix 1: Apple Genes List

Appendix 2: On the True Nature of Software

A2.1. Software role, software people role

A2.2. Software, an immaterial product

Software Project Tracking

Project planning

A2.3. Software development activities - the CMM model

The CMM model

"Initial" (maturity level 1)

"Managed" (maturity level 2)

"Defined" (maturity level 3)

"Quantitatively managed" (maturity level 4)

"Optimizing" (maturity level 5)

The mystery of the small, yet costly software fix

A2.4. Software people productivity

Appendix 3: On Purposefully Recalling Leonardo Da Vinci Design Innovation Codes

A3.1. Introduction

A3.2. Where a Leonardo inventor and designer shows the C-K way

C-K theory in a nutshell (or: a posthumous Da Vinci reference point)

Relevance to Da Vinci practice methodology.

A3.3. Create by starting from an empty space, then connect the dots

How to start from an empty space?

What the C-K approach means

Representing dualistically (polarizing two spaces) and operating Arte (playing the C-K design square)

Elaborating solid bodies of knowledge (or cognitive processes ever)

Formulating root concepts (cognition - or plotting the undecidable)

The story behind the creation of Sunflower iMac: Jobs, Ive and the sunflower in the garden

A3.4. On the value of the analysis

On the process of emergence of design process (or embodying resulting concepts)

Assessing designs and field explorations (or assessment criteria)

Unceasingly mapping cross disciplinary (or ever in search for conjunctions)

Comparisons of forms/patterns

Interconnecting K domains

Counter analogies

Metaphors

A3.5. Wrapping up the key elements of relevance to Apple

Theory infused in "sperienza" (or an enduring Leonardo/C-K thread)

A basket of paradoxes? (or you need ecosystems)

Appendix 4: Further Tips in Designing Innovations with C-K Theory

A4.1. Tracking dominant designs above all

A4.2. Why they (still) exist

A4.3. Why they still work (less and less)

A4.4. What would an industry breaker do?

A4.5. Conclusion

Appendix 5: Tips on Deepening Understanding by Using Trialectics

A5.1. Introducing trialectics

A5.2. Using trialectics

A5.3. Operating trialectics on the concept of "Brand"

A5.4. Articulating trialectics with C-K theory

A5.5. Conclusion

Appendix 6: Selected Quotes from Steve Jobs

Bibliography

Books about Apple

Complementary references

Sites of interest

Further reading

References specific to Appendix 3

Other references

Index.

Notes:

Description based upon print version of record.

Includes bibliographical references at the end of each chapters and index.

Description based on online resource; title from PDF title page (ebrary, viewed February 17, 2016).

ISBN:

9781119261605

1119261600

9781119261599

1119261597

OCLC:

933442956