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This post is sponsored via Syndicate.
As corporate romances go, IBM and Apple’s must rank among the most unexpected. As I wrote on the date they changed their Facebook status, the two companies were antagonists for the better part of twenty years and their rapprochement was met with a shrug mostly because yet more decades passed since.
Nostalgia aside, this new union is profoundly important. It indicates and evidences change on a vast scale. The companies’ antagonism was due to being once aimed at the same business: computing. Since the early 1980s, “computing” came to be modularized into hundreds, perhaps thousands of business models. It is no longer as simple as selling beige boxes. IBM was forced out of building computers and into services and consulting while Apple moved to make devices and the software and services which make its hardware valuable.
The convergence of interests which was consummated into a deal this year stems from the migration of computing around what has come to be called “mobile”. Apple intends to accelerate the adoption of its mobile platforms among the remaining non-adopters: enterprises–a group which, by now, qualifies as laggards. Simultaneously IBM intends to connect data warehouses at those same enterprises to their employed users.
Turning our focus back to “Jobs to be Done” theory, we look at how producers can exceed the expectations of consumers and the role of the focus group from a “Jobs to be Done” perspective.
We examine “Jobs to be Done” as an essential core of the product development process. Where does this kind of thinking belong in an organization?
Should we be redefining what being “the best” means? We close with a segmentation of social media services based on the seven deadly sins.
via 5by5 | The Critical Path #134: Chief Jobs Officer.
This is a good one.
Airshow, now in it’s twelfth iteration, is coming back to Boston on the 18th.
This time we have Fidelity Investments as a sponsor and their inspiring venue at ThinkSpace, 245 Summer Street, as our setting.
If you are interested in how data and mobility will revolutionize the art of persuasion, please register for what will be the best Airshow ever.
Seating is limited.
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We talk about Samsung, Apple Pay (vs. CurrentC) and Xiaomi.
via 5by5 | The Critical Path #129: The Right Incentives.
On the October 2014 iPad and iMac event. When are the iPad killer apps going to come out?
via 5by5 | The Critical Path #127: Cupertino to San Francisco on 280.
I received a few questions from Shirley Siluk of NewsFactor as a follow-up to my post on the trajectory of successful companies.
1. Do you foresee any hope for a turnaround for Samsung? If so, where do its best opportunities lie?
The smartphone business was a huge opportunity for Samsung and they took full advantage of it. Unfortunately, it’s a difficult business to stay on top of. The list of victims in that industry is quite long and there have been no long-term winners. Samsung’s operating model seems to be to invest as a ‘fast follower’ filling in the market after it’s established while leveraging capital intensive components synergies. That has also worked for them in consumer electronics (at the expense of Sony and other Japanese vendors). If the modus operandi does not change then their turnaround will depend on the creation of new opportunities/categories. Wearables may be such an opportunity but it may not be as big as the phone business.
2. What has contributed most to Samsung’s decline? Which competitors are posing the greatest threat?
Horace and Anders on the irrelevance of shareholders. Anticipating an Apple October 2014 event they discuss how the iPad and tablet designs could evolve. Diving into how brands can manage disruption through a whirlwind tour of products from cameras to watches to cars.
via 5by5 | The Critical Path #126: Making the world go round.
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