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| 043 | _an-us--- | ||
| 050 | 4 | _aT173.4 | |
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_aBUS _x082000 _2bisacsh |
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_a658.4/062 _223 |
| 049 | _aMAIN | ||
| 100 | 1 |
_aCorsi, Patrick, _eauthor. |
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| 245 | 1 | 0 |
_aSequencing Apple's DNA / _cPatrick Corsi, Dominique Morin. |
| 264 | 1 |
_aLondon, UK : _bISTE, Ltd. ; _aHoboken, NJ : _bWiley, _c[2016] |
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| 264 | 4 | _c�2016 | |
| 300 | _a1 online resource | ||
| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 490 | 1 | _aInnovation, entrepreneurship and management series | |
| 504 | _aIncludes bibliographical references and index. | ||
| 588 | 0 | _aOnline resource; title from PDF title page (John Wiley, viewed January 6, 2016). | |
| 505 | 0 | _aCover -- 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. | |
| 505 | 8 | _a10.2. 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. | |
| 505 | 8 | _a15.1.1. 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. | |
| 505 | 8 | _aA3.3. 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. | |
| 590 |
_aJohn Wiley and Sons _bWiley Online Library: Complete oBooks |
||
| 610 | 2 | 0 | _aApple Computer, Inc. |
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