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 stuff, which 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 over time? 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 are thinking of comprehensive is because we want to think of innovation across the enterprise. Well what that means is that across a company, there's products, there's technologies, there's the internal process, there's all sorts of things happening. How do you make all of that innovative? How can you think of the fact that everything that the 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. 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 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. And 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 a for profit company. It could be a nonprofit organization. It could be the government right. So it could be any form of an enterprise. And the adoption of forces of action. This is important, so courses of action. It's 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, right? So a strategy is, essentially, goals 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've brought six points that we'll talk about. And we'll talk about those six points in the context of Apple. And Apple is really well known, it's a multi-national organization. It's one of the most valuable organization 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 visionary leadership, right? And 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 case, of course, the CEO of Apple was Steve Jobs. It's Tim Cook now, but Jobs has been held responsible as the person who was actually critical in turning Apple around, in making it one of the most valuable companies in the world. And having 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 have been incredibly successful in the world. And people often say that you need to have somebody who's at the helm 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 for a person 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're out in the front and doing everything. But you're 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 and they will do what they need to do and what the job requires of them to lead with that vision just like you are. So leadership and leading with innovation, 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 that 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, that design that's driven by simplicity. Design that's driven by what can we 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 think about, the first experience of need. I need, I think I need a new table, or I need a new computer, or I need a new pen. Could be anything at all. When they first feel this need, from that point until the point that they are done with it and they're ready for a new version, that whole experience has to managed. That whole experience has to be designed. And producing innovations for the entire consumer experience, the 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 then post-purchase experience. It is really important, so you start with exactly the need. What does someone need, how can I help them shop for it, compare it with other prices, find where to get it? Have any questions answered as you're thinking about. All those things. To the purchasing experience, where is it bought? Is it online? Is it in store? What happens once you take it home? How does the product operate? How is it maintained? How is it repaired? Post-purchase is, sorry, so how is maintained? How is it repaired? All of 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 world and what you learn from that to have the experience all over again. So think of the complete life cycle of the product as important. In this case, it focuses on especially on the branding, website advertising, etc. But this can be applied to any form of innovation, right? Before someone buys the product or service that you have to offer, when they buy it and after they buy it. So this extends over time and it's important for companies to try and innovate across their entire customer journey. That entire life of the product or service. Number 3, focus on platforms and systems. This is important because platform and systems mean don't focus just on the device itself if you're a product manufacturer but think of the entire range of things that goes hand in hand with it. So guys if you look at Apple devices you have a series of products from the watch to the tablet to the phone, to computers, etc., and the whole age 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 synced with each other. And in that platform, you'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 in hand with? When you think of the simple case of a computer, you buy a computer. It could be a desktop computer. You have a monitor, and the computer itself. You need a keyboard, you might be a mouse with it. If you don't like the mouse, you might need a wireless mouse. Maybe you might need an ergonomic rest for your wrist, so it doesn't hurt. Now you might need a really nice table and a comfortable chair. So all of these things are connected. They're part of what could be called a product ecosystem. Okay, 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 the platform. Apple does a very good job of thinking of that platform, and therefore there's really good synching across all devices right, and that's important for a good consumer experience throughout the life cycle of the product. Fourth, design every aspect of the innovation right, so it's not again it's just a 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? This is Apple Store in China. This is the Apple Store in New York City. So from the retail environment, the location where someone would buy the product to all the apps that might go on the on the devices not device but multiple devices from the phone to the wrist watch to the tablet to the laptop etc. Two, all the accessories like cables and packaging, earphones. All of these devices for connecting, to linking, for different kinds of platforms for the countries. All of this is a part of that platform or that product ecosystem. 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. That 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 these 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 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. Very often what happens is there's so much time spent on figuring out how can 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 what does people really need, right. So you 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're an engineer, of if you're someone who's really interested in that technology that's inside, you might worry about what's inside it. But for the average consumer, they're not concerned about what the technology is inside the devices, they care about what can they do with it, right? Will it allow me to watch movies? Will it allow me to listen to music? Will it allow me to create presentations? That is what people want to know. They only care about all the details that's what inside. So though 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 experience will let technology give to the people that you want to buy your product. And that's where design plays a very big role. How do you convert that technology into a solution. In other words, how do you humanize that 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, the last point, that Apple does really well is simplify complexity for the consumer. Again, people, they 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. If you think about what's inside a computer, it's an incredibly complex machine. There's all kinds of things happening inside the intricately designed microchips. There are fans and there are vibration motors and circuit boards. There's a whole host of incredibly complex technology inside even a simple product like a phone or a laptop. These are incredibly complex products with lot of little parts and 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 simpler 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 the 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 the operating system is designed, the way their 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 you're developing an 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 of that complexity for the consumer, right? And Apple does this very well, and there are lots of lessons to be learned that several companies across the world that do really innovative work. But this is one company that comes to mind, which has actually played a really important role in making the words design popular across the world, and popular to other companies as well. So that's the presentation on how do you create a comprehensive innovation strategy. Thank you.
