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SUBJECT: Strategic and Innovation Management

TOPIC: Design Thinking and Innovation at Apple – Case Study

DEPARTMENT: Fashion Management Studies

SEMESTER: III

SUBMITTED TO: Dr. Ritu Malhotra

SUBMITTED BY:

Indrani Pan, Roll No: 12


BATCH: 2018-2020
NIFT, Kolkata
Q1. Why has Apple been so successful? What do you attribute it to?

Ans.Generally speaking, the reason why apple is successful is that there are key points
around great product and service, which are design thinking, clear development strategy
and execution. Design thinking is the first, it is the bridge connecting designer and
customer because of emotion can be transferred. In this aspect, Apple is the pioneer of
personal computer for individual work. They are successful in not only supporting but also
fostering individual focus on present and potential customers. The vision was “simplicity
is the ultimate sophistication”. Other than these, Apple keeps watchful eyes on beyond
fashion, for example, consistent sleek, cool surface, aiming to lead a zeitgeist. Clear
development strategy also is one of critical for Apple success including different ways of
innovation and product development strategy such as platform strategy specially OSX
operating system, iterative customer involvement, beautiful products particularly product
innovation. Apple execution is excellent, for instance, “the system is no system” which
is combining discipline and free communication, clean up the atrocious state of Apple
and move the core to innovation process, pull off the miraculous work intimately with
manufactures and being completely attuned to customer, bold business experimentation
and CEO leads to innovate.

Q2. Is there a systematic ‘approach’ to innovation at Apple? If yes, how would you
characterize it? Can it be imitated? If no, why not?

Ans. Yes, there is a systematic approach to innovation at Apple. I think the systematic
approach is company knowledge plus Steven Jobs own personality characteristics. In
detail, company knowledge to innovation includes design thinking, clear development
strategy and execution. In terms of this, principle, culture, innovations inspiraton,
company structure and something else play important role and it is organized. On the
other hand, Steven Jobs won power and leadership are powerful to influence the
development of innovation at Apple. This kind of system approach is more
concentrated than other approach, as a result lead to both positive and negative
influence on company itself.

Apple’s approach cannot be imitated, because there are lots of factors made up Apple
approach, for example, external environment (such as, partnership relationship, marketing,),
internal environment (such as, company policy, company structure, stuff consistence,
leadership), historyetc. The most important factor in this case is that Steven Jobs
leadership style, compared with other. Because of one period of downturn time where
Steven Jobs are forced to leave, this history also forces to concentrate leadership and
management in order to clean up previous. Draw a conclusion, imitate one kind of
innovation system approach based on meeting the key factors at least, while comparing
with own situation, different is usual, thus absolute imitation is impossible generally.

Q3. Even though, many organizations are successful at operations, supply chain, etc., they
struggle with innovation. Why is innovation so difficult? What is innovation?

Ans. Apart from clever strategic moves or an innate sense of market timing the main reason of
Apple’s success came from a deep commitment to understand how people used computing devices
and desire to develop it. Innovation of Apple is based on their design thinking which is deeply
intertwined with product development and execution. Innovation is what has the requirement but
not been developed accordingly yet. Apple focused on what people would need and want, and how
they would interact with it. Apple always make sure that they are in the correct path to find the
human need then figure out how to achieve it technically. ‘Apple Way’ was asset of principles
with deep commitment to great products and services at its core: design thinking, clear
development strategy and execution, its CEO as chief innovator, and the rational courage to
conduct bold business experiments. Many organizations struggle with innovation as they don’t
focus on what people need. Though they successful operations, supply chain, make the mistake at
the first point to find out the gap. Innovation is difficult because they innovation should be related
to realistic needs else it’s not useful.
Q4. What business is Apple in? Computers? Cell phone? Innovation itself?

Ans. It seems Apple is in the business of computers and cell phone but at the core Apply is in the
business of innovation. Apple created many stylish innovative products that propelled the company
to the top of its industry. But the shift was not only a matter of product innovation. Innovation lies
also in Apple’s innovative business models – new synergistic ways to create, deliver, and capture
value. For instance, the iPod and iPhone would not have had nearly as much impact if they hadn't
been matched with iTunes and the App Store respectively. Systemic innovation integration is at
the heart of Apple’s success. The company delivers consumers with a succession of presents –
great software in fabulous hardware in beautiful packaging. Apple innovation leaders think in
terms of platforms and pipelines and relentlessly push the pace of innovation. Apple’s commitment
to innovation is cultural, not process driven. The most successful products at Apple were started
with only a few people with no formal structure or hierarchy and little corporate oversight. Yet,
Apple has built an effective innovation system to harnesses creativity in its people, stimulate new
ideas, streamline the design process, and launch successful, profitable new innovations. Innovation
of Apple is based on their design thinking which is deeply intertwined with product development
and execution. For example, the Mac was never intended to be only computing device, instead
exemplified a way of how people could work with a computing device. With strong, powerful
vision Apple’s computer was able to manage and retain considerable amount of design integrity
along with fanatical base during the tumultuous period 1985 and 1997.

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