Network Mapping. Adner, Associate Professor of Business Administration. The Wide Lens. This book is about the difference between great innovations that succeed and great innovations that fail.
It is about the blind spots that undermine great managers in great companies even if they identify real customer needs, deliver great products, and beat their competition to market. It is about why, with ever greater frequency, your success depends not just on your ability to execute your own promises but also on whether a host of partners—some visible, some hidden—deliver on their promises too. Match Your Innovation Strategy to Your Innovation Ecosystem. The Idea in Brief Most breakthrough innovations don’t succeed in isolation.
They need complementary innovations to attract customers. Consider high-definition TVs. Top-quality HDTV sets were ready for mass market in the early 1990s. But critical supporting elements—signal compression technologies, broadcasting standards—weren’t. Clearly, operating in an innovation ecosystem—the synthesis of your new offerings and other firms’ that creates a coherent customer solution—carries risk. Correctly assess ecosystem risks, and you establish more realistic expectations and accurate contingency plans for every new offering.
A Sad Lesson in Collaborative Innovation - Ron Adner. By Ron Adner | 10:49 AM May 9, 2012 The innovator’s quest has been to find the win-win proposition: a great new product that can create differentiated value for consumers while supporting differentiated profits for the producer.
But the focus on win-win can blind us to the needs of critical partners. When success depends on others — suppliers, complementors, distributors, retailers — satisfying end consumers is not enough. Why Great Innovations Fail: It's All in the Ecosystem. BlackBerry's Next Killer App - Forbes.com. Why Innovation Fails - Book Excerpt: ‘The Wide Lens’ - US Business News Blogs.
Second, was the question of digital standards.
The very idea of having their copyrighted content in the digital wilderness—a hacker’s dream—sent shudders down the publishers’ spines. Sony’s proposed digital rights management (DRM) solution, the BBeB format, was just one more unproven option in a crowded field. Publisher red light number two. Turning any one of these lights green would not be enough. Sony would need a clear path to turn all of them green before publishers would come on board in a meaningful way.
How The Kindle Stomped Sony, Or, Why Good Solutions Beat Great Products. The following is an excerpt from The Wide Lens: A New Strategy for Innovation.
Launched in 2006, Sony’s Reader was a Lamborghini to the Model Ts of earlier attempts at electronic book readers. Slim and lightweight, with a highly praised “electronic ink” technology that was as easy on the eyes as was paper, it was touted as the iPod of the book industry. It achieved what no other reader had managed: a reading experience that approximated traditional print, with all the advantages (storage, search, and portability) inherent to digital media.
Ron Adner: Kindle's Days Are Numbered. Amazon made headlines last week by announcing an update to its popular Kindle device.
Available in late August, the Kindle 3 will be thinner, lighter, have longer battery life, more storage, and cheaper than the competition. The Innovator's Blindspot: Even Your Best Ideas Will Fail If Your Partners Don't Innovate Too. The following is an excerpt from The Wide Lens: A New Strategy for Innovation.
There is a blind spot that undermines great managers in great organizations even when they identify real customer needs, deliver great products, and beat their competition to market. Philips Electronics fell victim to this blind spot when it spent a fortune to pioneer high-definition television (HDTV) sets in the mid-1980s. Apple's New Fraud Problem: Cracked Walls and Broken Promises. Apple’s announcement of a dividend and stock buyback was a welcomed boon to already well rewarded shareholders.
Yet to be addressed, however, is a critical issue that affects even more vital stakeholders — its customers and developers. The rising chorus of complaints about fraud perpetrated through the App Store is a major risk for Apple’s golden status. As The New York Times reported last week: The complaints come from consumers … who say that their accounts have been hijacked or that some apps are falsely advertised. And they come from creators of apps, who say they are having to deal with fraudulent purchases that drain their time and resources. Apple’s has taken the idea of a walled garden, and extended it to the point of becoming a fortress, with a single gate for passage in and out.
Consumers locked into the platform for loading software are required to leave their credit card numbers with Apple for safe keeping. Ron Adner on the Chevy Volt, Nissan Leaf, electric car batteries, and A Better Place. Photo by Bill Pugliano/Getty Images In a Future Tense article today, Steve LeVine ponders the electric car’s troubles—low sales, companies shuttering—and wonders what the cause may be: Is the electric car a premature innovation?
The Three Hidden Blind Spots That Will Crash The Electric Car. The Wide Lens.
Videos. Temp.