The significance of innovation in organisations has grown substantially due to increased competition at the global stage. Leading corporations focus on implementing effective business strategies in order to promote and reinforce innovative ideas at the workplace (Abraham, 2013). Apple Incorporation is an America-based multinational enterprise that is a leading company which operates in computer hardware, software, consumer electronics, and digital distribution industry. The corporation is known for its innovative approach in the industry based on which it has expanded its customer base globally. This report will evaluate the case study “Design Thinking and Innovation at Apple” in order to evaluate how innovation and strategy work together at Apple. This report will evaluate how the company identifies its customers’ need through innovative approach and how Apple’s people come up with innovative product ideas. Lastly, this report will analyse the impact of Steve Jobs on Apple what was his view of process and innovation.
The focus of Apple is not just to build innovative and beautiful products, instead, it focuses on building innovative business models too which supports and fosters innovative ideas. The commitment of the company towards innovative is culturally driven rather than process driven (Zhang, 2017). Apple’s business strategy is simple as its products which are innovative while at the same time easy to use by anyone. The company does not build products to sell them at higher prices to generate more products; instead, the corporation focuses on its customers’ needs while building products which enable it to reach out to a wider audience. Key factors which enable innovation at Apple include people management, innovation competencies, organisational culture, and innovation strategy (Thomke & Feinberg, 2012). Apple has implemented an innovative culture in the workplace which focuses on design thinking rather than profit goals. Steve Jobs prefer simplicity in design and use because he believed that there is a profound connection between people and their electronic devices and by making them simple to use, the company can create a connection between customers and their products. The design team at Apple first set targets, then focus on achieving them. These design targets are difficult to accomplish, however, the company always find new and innovative ways to achieve its goals due to its business strategy which is based on discipline and ‘thinking differently’.
Customers are in the centre of the innovative business strategy of Apple because the company innovative it products based on their needs. Rather than building products which the company thought that customers would like, Apple evaluates its customers’ needs to find out what they want to do with their products and how they want to use it. After assessing the requirements of customers, the corporation set design targets which most of the times are different from its competitors (Montgomerie & Roscoe, 2013). Generally, these design targets are difficult or almost impossible to achieve, however, the company relies on innovative approach to achieve them. The company also keeps its products and services simple to ensure that it appeals to a wider audience. The corporation also continues to improve its products by evaluating its customers’ needs. It provides them continuous updates and builds products which they can rely on.
Most of the products of Apple were not successful in the past; however, they build a connection with customers which is the main focus on Apple. The corporation believes that its products are intended to be useful for people; therefore, the level of complexity is necessary to be reduced dramatically. Therefore, the company focuses on simplicity in design and use which appeal to a wider audience. To achieve its targets, the corporation focuses on smallest of details in its products during design and production stage which enable them to build a connection with customers (Heracleous, 2013). Therefore, by putting customers’ needs above anything else, Apple is able to build products which separate it from its competition and enable it to generate competitive advantage through innovative approach.
People and organisational culture have a substantial influence in Apple which enables the company to innovate its products continuously. The corporation has become the first technology company which is valued over one trillion which is significant milestone in the industry. The organisational culture at Apple is based on disciple that enables employees to set target goals and achieve them through innovative approach. Its culture encourages employees to ask questions and use new technologies to find solutions to different problems (Hitt, Ireland & Hoskisson, 2012). Apple also hires those individuals who think differently and who are not afraid to push the boundaries further. For example, Jonathan Ive, Chief Design Officer, has been on Apple’s design team since he worked on iMac with Jobs and both of them pushed design boundaries to build a computer which people had a connection with and which looked beautiful (Thomke & Feinberg, 2012). Current CEO of Apple, Tim Cook, also asked it employees to stay focused on their mission to build the next innovative product (Economic Times, 2018). Employees are continuously encouraged to focus on customers’ needs while building new products which create a workplace environment that fosters innovation.
Steve Jobs was a pioneer who changed the computer hardware, software, consumer electronics, digital distribution, and many other industries completely. He had a set of values and morals based on which he took his business decisions. Jobs did not prefer the traditional way of doing things, and he believed that devices did not have to be robotic or industry looking; instead, they can beautiful which people like to look at (Steinwart & Ziegler, 2014). Firstly, Jobs bring innovation to Apple which was a key missing point when he left Apple in 1985. After coming back in 1997, Jobs discontinued most of Apple’s products which were flop at the time and pushed its employees to focus on innovation of only a few products. These products include iPod, iPhone, iMac, MacBook, and others which contributed to the success of Apple.
Jobs believed that innovation required disciple and encouraged employees to ‘think outside the box’. He focused on small little details of a product which are not even visible to customers to make it beautiful from both inside and outside. Jobs view of process and innovation was based on simplicity because he believed that customers use these products daily, therefore, they should be beautiful and simple to use (Thomke & Feinberg, 2012). These ideas enabled Apple to push boundaries and provide innovative products when its customers are lack behind. A good example is the current medical marvellous innovation introduced by Apple in its Watch ‘Series 4’ which enable its customers to take ECG (Electrocardiogram) directly from the watch.
Conclusion
In conclusion, innovation is the key element which has made Apple the leading technology corporation in the world based on which it has become the first trillion dollar technology company. The business strategy of Apple fosters innovation which is based on its customers’ needs which provides a competitive advantage to the company. Moreover, Apple’s culture encourages its people to prioritise customers’ needs while designing its products. Simplicity in design is the keep motto of Apple which makes its products appealing to a wider audience. Steve Jobs had a profound impact on Apple, and he brought his values and principles to the company on which the culture of the company is built on. Jobs view of process and innovation was simplicity in design and focus on small little details which make big difference in outcomes.
References
Abraham, S. (2013). Will business model innovation replace strategic analysis?. Strategy & Leadership, 41(2), 31-38.
Economic Times. (2018). Tim Cook writes to employees on Apple’s $1 trillion valuation. Retrieved from https://telecom.economictimes.indiatimes.com/news/tim-cook-writes-to-employees-on-apples-1-trillion-valuation/65277331
Heracleous, L. (2013). Quantum strategy at apple inc. Organizational Dynamics, 42(2), 92-99.
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2012). Strategic management cases: competitiveness and globalization. Boston: Cengage Learning.
Montgomerie, J., & Roscoe, S. (2013). Owning the consumer—Getting to the core of the Apple business model. Accounting forum, 37(4), 290-299.
Steinwart, M. C., & Ziegler, J. A. (2014). Remembering Apple CEO Steve Jobs as a” Transformational Leader”: Implications for Pedagogy. Journal of Leadership Education, 13(2), 52-66.
Thomke, S.H. & Feinberg, B. (2012). Design Thinking and Innovation at Apple. Retrieved from https://www.hbs.edu/faculty/Pages/item.aspx?num=36789
Zhang, Q. (2017). Research on Apple Inc’s Current Developing Conditions. Open Journal of Business and Management, 6(01), 39.
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