Sequencing Apple's DNA

Detalles Bibliográficos
Otros Autores:	Corsi, Patrick, author (author), Morin, Dominique, author
Formato:	Libro electrónico
Idioma:	Inglés
Publicado:	London, [England] ; Hoboken, New Jersey : ISTE 2016.
Edición:	1st ed
Colección:	Innovation, entrepreneurship and management series.
Materias:	Apple Computer, Inc. Technological innovations > United States > History. Technological innovations > United States > Management > History. United States.
Ver en Biblioteca Universitat Ramon Llull:	https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849104006719

Tabla de Contenidos:

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)
Acknowledgments
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.

Sequencing Apple's DNA

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