INDEX
- Accountability, lack of, 110–111
- Agile methodology, 140
- Agrawal, Ajay, 15
- Air-quality sensors, 105–106
- Akbar, Ali, 168
- Alexa, 27, 45
- Allbirds, 92
- from zero to $1 billion in two years, 50–51
- Amazon, 92, 98, 123, 152, 200
- Allbirds and, 50
- ambidextrous leadership, 102–103
- cloud service, 176, 178. See also Amazon Web Services
- disruption and, 102
- evolution, 44, 45
- facilities, 44, 46
- vs. Google, 44, 98, 176
- impact on retail commerce, 44
- Innovator’s Dilemma and, 54, 102
- is remaking all of retail, 48–49
- listening and, 104
- vs. Microsoft, 178, 180
- Moore’s law and, 43
- most profitable parts of, 102
- physical stores, 48
- platforms and, 123–125, 129
- product searching on, 44–45
- Sainsbury’s and, xi, 197
- small teams and, 134
- and subscriptions to products, 2
- transportation and logistics, 21, 45. See also Amazon Prime
- Walmart and, 185–187
- Amazon Alexa, 27, 45
- Amazon Go, xi, 48, 197
- Amazon Prime, 186
- Amazon Web Services, 102, 123–124. See also Amazon: cloud service
- Ambidextrous leadership, 102–103
- Andreessen, Marc, 76–77
- Anheuser-Busch InBev (ABInBev), 163–166
- Apple, 82, 131, 199
- App Store, 124
- borrowing and copying, 97, 143
- vs. Google, 67, 95–97
- innovation and, 97, 98, 143, 199–200
- vs. Microsoft, 177, 180
- Nike and, 107–108
- platforms and, 123–125
- practices, 127
- Steve Jobs and, 131, 143, 172
- Xiaomi and, 78
- Apple engineers, 67, 69
- Apple Pay, 95, 200
- Apple Watch, 10, 19–20, 38, 108, 199–200. See also iPhone
- Application programming interfaces (A.P.I.s), 125
- Artificial intelligence (A.I.), 16
- ABInBev and, 166
- advances in, 18, 197–198
- information processing and, 129
- medical devices and, 20
- Netflix and, 54
- and predictions, 15–17, 27
- the scramble for, 17
- Tesla and, 27, 52
- TikTok and, 83
- Watson and, 32–33
- Assembly line, 56, 62
- Asymmetric growth (platforms), 126–127
- Automobiles. See also Driver in the Driverless Car
- as software and the art of the impossible, 51–53
- Balance, struggle for, 114
- Ballmer, Steve, 176, 177
- Batteries, 52–53
- Bedier, Osama, 95
- Beeching, Philip, 104–105
- Beinlich, Kurt, 150
- Bell Labs, 63
- Bezos, Jeff, 40, 129, 147, 148. See also Amazon
- Bird, Brad, 109–110, 144
- Black cabs, 13–15
- Blank, Steve, 142–143
- Blind (app), 88, 90
- Bloomberg, Michael, 191
- Boeing, 4
- Borrowing liberally and literally, 143–144
- Boston, 65–66
- Brainstorming, 155–156
- Brand, diminished influence of, 80–81
- Britain. See Black cabs; Governments: British; Sainsbury’s
- British Airways, 134, 149, 152
- Brynolfson, Erik, 56
- Buyer, shift in power from seller to, 80
- BuzzFeed, 41–42
- Cable television, 39–41
- Cameras, 18–19, 48
- digital, 30–31, 111
- drones equipped with, 29, 183
- Kodak and, 18, 30, 31, 111
- security, 171
- smartphones and, 18–19, 21, 26, 27
- Capital expenditures, large
- can be a weapon rather than a weakness, 164–165
- Celebrated Failure Award, 167–168
- Chambers, John, 110, 111
- Change. See also Cultural transformation; specific topics
- failure to adapt and change, 97
- Cheddar (TV channel), 42
- China, 9, 70, 74, 79
- Chips, computer, 16, 17
- Christensen, Clayton M., 55, 57
- disruption and, 35, 38, 106, 198, 199
- on forming external businesses to compete with parent companies, 106
- Innovator’s Dilemma, 34–35, 106, 198
- on requisites for public-sector innovation, 192
- Tesla and, 54, 198, 199
- Uber and, 38, 198–199
- Cisco
- Cloud computing, 32–33, 39–41, 76. See also Amazon Web Services
- Coaches, not bosses, 153–157
- Coca-Cola, 167
- Collaboration, 154–157
- Comcast, 40–41
- Common Threads initiative, 117, 119
- Communication(s). See also Nonviolent Communication
- changes in style, substance, mechanism, and volume of communications, 88–89
- DIY, cheap communications available to everyone, 85
- how we communicate has changed everything, 83–86
- unrestricted, free communications means loss of control, 85–86
- Company culture. See Culture
- Compensation packages, 73
- Competition, 36, 53, 66, 70, 198. See also Regional Advantage; Walmart; specific topics
- New Innovator’s Dilemma and, 35, 38
- platforms and, 126–127
- against startups, ix, 7, 8, 49, 55
- Competitions, companywide, 134
- Computer chips, 16, 17
- Computing platforms. See Platforms
- COVID-19 (novel coronavirus disease 2019), 9, 10
- Cray supercomputers, 18
- Crowdfunding, 141–142
- Cruise Automation, 164–165
- Cultural transformation, Microsoft’s, 113, 175–176
- changing culture, 178–181
- move fast, fix things, be nicer, 176–178
- Culture, 89, 149, 157, 181. See also under Nadella, Satya; specific topics
- Eight Deadly Sins of Stasis and, 103
- inappropriate, 111–113
- of innovation, x, 60, 77, 136, 149, 150, 153, 201
- of listening, 114
- Silicon Valley and, 65–68, 71
- Culture, people, and genuine connection, 65–66
- Curtis, Alastair, 170, 171
- Customers, inability to solve real problems because of disconnection from real, 73
- Danone, 159–160
- DARPA Grand Challenge, 138
- Darrell, Bracken, 169–175
- Defense Advanced Research Projects Administration (DARPA), 138
- Delivery services/product delivery, 21, 186. See also Amazon Prime
- Design focus, 169–170
- Design principles and purpose, 170–173
- Design sprints, 140–141
- Design thinking, 140, 143
- Design Thinking program, 157
- DeWALT, 132
- helps construction unplug, 132–133
- Diffusion, innovation, 25
- Diffusion of innovation model, 24, 24f
- Disruption(s). See also Exponential disruption; specific topics
- Clayton Christensen and, 35, 38, 106, 198, 199
- from first- to second-order, 25–28
- massive media, 39–40
- Tesla and, 54, 198, 199
- Distance, lack of, 106–108
- Distribution power (platforms), 126
- Diverse teams, 134
- Diversifying, 173–174
- Diversity, 68
- and innovation, 36
- of viewpoints, 155
- Dollar Shave Club, 128, 173
- came out of nowhere, 38
- vs. Gillette, 5–7
- innovation, 5, 6, 49
- marketing, 5, 6, 49, 173
- razor blades and, 5–6
- sales, 6
- videos, 5, 6
- YouTube and, 5, 6, 91
- Dreamers, recruiting, 144–145
- Driver in the Driverless Car: How Your Technology Choices Create the Future, The (Wadhwa and Salkever), 18, 21, 138
- Driverless cars, 52, 53, 70, 81, 138
- Drone delivery, 10, 28–29, 45–46
- Drones, 28–29, 125, 183
- eBay, 37, 49, 119, 123, 124, 126
- Ecosystems, 94
- innovation, 74
- from marketplaces to platforms that support entire, 123–124
- Silicon Valley, 66
- Eight Deadly Sins of Stasis, 103–114
- Electric-utility industry, 182–184
- Empathy, 177, 189. See also Nonviolent Communication
- Employee suggestion box, digital, 134, 146, 149, 152
- Empowerment and experimentation, 157–158
- Exponential disruption, 201. See also specific topics
- artificial intelligence (A.I.) and, 16. See also Artificial intelligence
- a case study in, 28–29
- Exponential growth curves, 18, 31
- Exponential innovation, what is driving, 18–20
- Exponential technologies combining to become breakthrough innovations, 16–17
- Exponentially advancing technologies, ix, 19, 25–27, 57, 122, 172, 195, 201. See also specific topics
- Eyre, Rachel, 161
- Facebook
- Facebook advertising, 91, 166
- Facilitation, 154, 156
- Factories, 56
- battery, 52, 53
- drones and, 29
- Failure, 167–168
- Wall Street’s lack of tolerance for, 97–98
- Falcon Heavy, 1
- FalconX, 1
- Federal Aviation Agency (FAA), 28
- Feedback (innovation game), 134
- Feedback loops, 60, 194
- Finance, 46–47
- Fitbit, 19–20, 38, 107
- Fitness trackers, 107. See also Fitbit
- Food delivery, 125, 199
- Ford Greenfield Labs, 69–70, 74
- Ford Motor Company, 69–70, 74
- FuelBand, 107–108
- Future Brands, 160–162, 166
- Gans, Joshua, 15
- Gartner, 22, 23f
- Gates, Bill, 176
- General Electric (GE), 29, 129, 182
- General Motors (GM), 164–165
- Gerstner, Louis (“Lou”), 32, 112
- Gigafactory, 52, 53
- Gillette, 5–7
- Goldfarb, Avi, 15
- Google, 41, 98, 152–153, 199, 200
- vs. Amazon, 44, 98, 176
- vs. Apple, 67, 95–97
- design sprints, 140–141
- Design Thinking program, 157
- driverless cars and, 70
- Gmail, 84, 98, 148–149
- high-speed Internet access and, 200–201
- listening to employees for new ideas, 104
- OKR (Objectives Key Results) model, 134
- platforms and, 2, 123, 125–127
- walkouts, 89, 90
- Google AdWords, 5, 128, 166
- Google Fi, 200–201
- Google Maps, 14, 125
- Google Pay, 95
- Google Pay Send. See Google Wallet
- Google Ventures, 96, 140
- Google Wallet, what went wrong with, 94–95
- inflexibility in its business model, 96–97
- right product, right vision, wrong approach, 95–96
- Government (technological) innovation
- Governments, 63, 64
- Greeley, Greg, 147
- Hall of Toast, 29, 30, 32, 33
- and modern disruptors, 30–32
- Hastings, Reed, 39, 40
- Hewlett-Packard (HP), 30, 61–62, 107
- HMV, 104–105
- Holland, 66–67
- Hulu, 40–42
- Hype Cycle, 22–23, 23f
- IBM, 32–33, 76, 102, 112, 115
- IBM Life Sciences, 32
- Idea competitions, 134
- Ideas, 171
- listening to employees for new, 104
- small innovation ideas can add up quickly, 149
- IDEO, 82, 140
- Incumbency, the many advantages of, 163–164
- Incumbent superpowers, checklist of, 167
- Industrial age, 57
- Industry 4.0, 19
- Industry clusters, 59, 77
- Industry–academic partnerships, 60
- Innovation. See also specific topics
- creating innovation by reducing friction, removing barriers, 133–134, 136
- small innovation ideas can add up quickly, 149
- Innovation black holes, 75–76
- Innovation clusters, 64, 69. See also Industry clusters
- Innovation culture, x, 60, 77, 136, 149, 150, 153, 201. See also specific topics
- Innovation Diffusion model, 24–25, 24f
- Innovation friction, checklist for decreasing, 135
- Innovation game, 35. See also specific topics
- ways it has changed, 35–36
- Innovation manifesto and mindset for change, 150–153
- Innovation platforms, 124, 125
- Innovation prizes and contests, 137–139
- Innovator, checklist for making everyone an, 152
- Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail, The (Christensen), 34–35, 106, 198. See also Christensen, Clayton M.
- Intellectual capital is “leakier” than ever, 81
- iPhone, 19, 24, 144, 177
- Jackets. See under Patagonia
- Jobs, Steve, 131, 143, 172
- Kelly, Kevin, 87
- Kinsa, 10
- Knowledge, The, 13–15
- Kodak, 18, 30–31, 111, 112
- Krishna, Arvind, 32, 33
- Launch, failure to, 97
- Laundromats, mini-libraries in, 194–195
- Lean startup methodologies, 142–143
- Legacy brands, resource advantages of, 165–168
- Legacy firms. See also under Open access, open source, and collective product development
- lack of diversity and global perspective, 82–83
- Libraries in laundromats, miniature, 194–195
- Linux, 86, 176
- Listening culture, 114
- vs. unwillingness to listen, 114–115
- Logitech
- Bracken Darrell and, 169–175
- design principles, 171
- from slow death to thriving, 169–175
- Longboard Island Lager, 166
- Machine age, second, 56
- Management, changes in, 36
- Maps, 13–15, 125
- Massachusetts Route 128 (“America’s Technology Highway”), 65, 66
- “Matrix management” system, 111
- Maybury, Mark, 133
- McAfee, Andrew, 56
- McMillon, Doug, 185–187
- Media companies, the fight for attention and shift in valuations of, 40–43
- Media disruptions, massive, 39–40
- Media services, over-the-top (OTT), 39, 41, 42, 54
- Medical devices and technology, 9, 10, 19–20. See also Fitness trackers
- Merck, 63
- Microsoft. See also Nadella, Satya
- vs. Amazon, 178, 180
- vs. Apple, 177, 180
- reinvention of, 113. See also Cultural transformation, Microsoft’s
- smartphones and, 176, 179
- Microsoft Azure, 176, 178–180
- Money-transfer services, 47. See also Payment platform, Payment systems
- Moore, Gordon, 61, 61f
- Moore’s law, 18, 37, 40
- Motivating, 153–154, 156
- Mozilla, 105–106
- Mozilla Connected Devices, 105–106
- Musk, Elon, 1–2, 51–53
- Nadella, Satya, 113
- accomplishments, 112–113, 180
- Amazon and, 178
- background and overview, 176
- boldness, 179
- culture (change) and, 112, 113, 178–181
- major moves, 179–180
- move fast, fix things, be nicer, 176–178
- Nonviolent Communication and, 175–176
- on transformation, 113, 175, 176
- Net neutrality, 39
- Netflix, 38–42, 54
- Netherlands, 66–67
- Network effects (platforms), 126
- New Innovator’s Dilemma, 35, 38
- New Jersey, 62–63
- NextEra Energy demonstrates innovation in a utility, x, 7, 181
- talent, consistency, and foresight, 182–184
- a toe in the water, 181–182
- Nike, 82, 107–108
- Nokia, 111–112, 179
- Nonviolent Communication (Rosenberg), 175–176
- Noyce, Robert, 61, 61f
- Nudge: Improving Decisions about Health, Wealth, and Happiness (Thaler and Sunstein), 188
- Nudge unit, 188–190
- Nudges, 188–190
- Off the Eaten Path, 162
- “1,000 True Fans” (Kelly), 87
- Online commerce, 44–45. See also Amazon
- Open access, open source, and collective product development, 86–89
- changes in style, substance, mechanism, and volume of communications, 88–89
- legacy communication channels are withering, 87–88
- model of collaborative innovation, 86–87
- Open-source operating system, 176
- Open-source software community, 179
- O’Reilly, Charles A., III, 102, 103, 106–107
- Organizational culture. See Culture
- Over-the-top (OTT) media services, 39, 41, 42, 54
- Package delivery, 28–29. See also Delivery services/product delivery
- Pandemics, 9, 10
- Parker, Geoffrey G., 129
- Parking in Washington, DC, 193–194
- ParkMobile, 193–194
- Patagonia (clothing company), 120, 122, 127
- Boulder store, 119–120
- a business world turned upside down, 120–121
- Common Threads initiative, 117, 119
- consignment store, 120
- “Don’t Buy This Jacket” ad campaign, 117–122, 118f
- eBay and, 119
- revenue, 119, 120
- Worn Wear program, 119–120
- Patience, lack of, 105–106
- Payment platform, mobile, 94–96, 125
- Payment systems, 47, 125. See also Apple Pay
- “People” people, recognizing, 174–175
- Photography. See also Cameras
- Pixar Animation Studios, 109, 110, 144, 145, 155
- Platform characteristics, common, 125–126. See also Platforms
- asymmetric growth and competition, 126–127
- distribution power, 126
- network effects, 126
- Platform design, innovative companies work hard on, 128–129
- Platform-making company, programming Amazon to be a, 129 Platform Revolution (Parker et al.), 129
- Platforms. See also under Ecosystems
- every company wants to be a platform company, 127–130
- and marketplaces at the center of innovation breakthroughs, 128
- transaction, innovation, and combined, 124–125
- PM2.5 air quality sensor, 105–106
- Political support, lack of, 113–114
- Porter, Michael, 63–64, 69
- Prediction machines, 15. See also Artificial intelligence
- Product development cycles moving faster, 82
- Product searching, online, 44–45
- Project SensorWeb, 105–106
- Rahal, Peter, 91–92
- Razor blades, 5–6. See also Dollar Shave Club
- RCA (Radio Corporation of America), 29, 30, 63
- Red Hat, 32, 33, 179
- Regional Advantage: Culture and Competition in Silicon Valley (Saxenian), 65
- Research and development (R&D), 107
- Research and development (R&D) budgets, 60
- and corporate performance, 60
- reallocating R&D money, 170, 174
- Resources, lack of, 108
- Ries, Eric, 142–143
- Risks, failure to take, 97–98
- Robo, Jim, 182–183
- Robot vehicles, 138. See also Driverless cars
- Robots. See also Drones
- Rockets, 1. See also SpaceX
- Rogers, Everett, 24–25, 24f
- Rosie (robotic maid), 20–21
- Ross, Stephen, 89
- Route 128. See Massachusetts Route 128
- Rulebreakers, recruiting, 144–145
- RXBAR, 91
- from zero to $600 million in sales in five years, 91–93
- Sainsbury’s, 160–163, 197
- Amazon and, xi, 197
- cashierless technology and, xi
- Future Brands, 160–162, 166
- Nectar loyalty program, 161
- Salesforce, 123, 124, 179
- Salmon-skin crisps, 160
- Saxenian, AnnaLee, 65
- Sears, Roebuck and Company, 43
- Second machine age, 56
- Second-order innovator’s dilemma, 54
- Sensors, 21
- SensorWeb, 105–106
- Shirky, Clay, 85–86
- Silicon Valley, 66–67, 72–73
- advantages over competitors, x–xi, 66–68, 129, 143
- attempts to re-create/replicate, 62, 64, 65
- Boston compared with, 65–66
- cooperation and sharing/information exchange, 62, 66, 143, 144
- culture and, 65–68, 71
- ecosystem, 66
- ethos, 72
- Frederick Terman and, 62, 64
- hiring Valley leaders and talent to staff outposts, 72–73
- history and evolution, 60, 62, 64–66
- innovation ecosystems and, 74
- methods, 62, 66, 144
- origins and creation, 60, 62, 64
- the power of an open system that welcomes outsiders, 66–69
- problems, 68–69
- stealing in, 144
- Silicon Valley outposts, 71–73, 77, 110
- boondoggles and junkets, 59–60, 69–70
- reasons for the failure of, 71–74
- Silver, Spencer, 150
- Simplifying, 173–174
- Smartphone, 16, 106, 107, 125, 126. See also iPhone
- A.I. systems and, 20
- cameras and, 18–19, 21, 26, 27
- cost savings resulting from, 85, 170
- flying, 125
- impact, 14, 128, 196
- Kodak and, 18, 31
- limitations, 27
- Microsoft and, 176, 179
- Nokia and, 111–112, 179
- PC peripherals and, 170
- technologies incorporated into, 21, 26–27, 85
- transportation and, 14, 38, 76, 193, 195
- Xiaomi and, 78–79
- Smith, Peter, 91–92
- Social contagion, 25
- Social networks, 66
- Software, 76–77. See also specific topics
- Software-as-a-Service (SaaS) business model, 180
- Soul, 171
- SoulCycle, 88–90
- SpaceX, 1–4, 53, 128, 200
- Stanford University, 60–64, 69
- Stanley Black & Decker, 132, 133
- Startups, 37
- Steinberg, Jon, 42
- Subscriptions, 6, 79. See also Amazon Prime; Dollar Shave Club; Netflix
- Suggestion box, digital, 134, 146, 149, 152
- Sunstein, Cass, 188
- Survival as an endless task, 32–33
- Tapscott, Don, 86, 87
- Taxes, 189–191
- Teaching vs. telling, 154
- Team size, 134
- Teams, 61–62, 134. See also Top-down corporate innovation teams
- Technology. See also specific topics
- Technology adoption curves, 25–26, 26f, 84
- Technology shifts. See also specific topics
- are opening massive new markets, 82–83
- Television, 87–88
- Terman, Frederick, 62–64
- Tesla, 27, 38, 54, 128, 199
- A.I., 27, 52
- cars as software and the art of the impossible, 51–53
- Clayton Christensen and, 54, 198, 199
- disruption and, 54, 198, 199
- Model 3, 199
- platforms and, 125
- Thaler, Richard, 188–189
- 3M, 108, 139, 148, 150, 152
- “Toe in the water” strategy, 181–182, 184
- Top-down corporate innovation teams, the folly of dedicated, 75
- innovation black holes, 75–76
- innovation teams can’t see new business models, 76
- innovation teams struggle to identify nascent markets, 76–77
- Toyota, 104, 148, 152
- Transaction platforms, 124
- Transportation. See also Black cabs; Delivery services/product delivery; Driver in the Driverless Car; Drone delivery; Uber
- Trump, Donald J., 89
- Trust, 36, 37
- Trust systems, 37
- Tushman, Mike L., 102, 103, 106–107
- Uber, 38, 198–199, 204n1
- United Kingdom (UK). See Black cabs; Governments: British; Sainsbury’s
- Utility industry, 182–184
- Venture capital, 64
- spreading more broadly, 74
- Venture-capital arms of companies, 75.
- See also Google
- Ventures Venture capitalists, 65, 66, 68
- beer companies and, 164
- Boston and, 65–66
- capital investments, capital expenditures, and, 164
- platform business and, 127
- Videoconferencing
- Videoconferencing tools, 10, 84, 99, 100
- Virtual reality (V.R.), 23–25, 174
- Voice commerce and voice assistants, 20–21, 27, 44–45
- von Behren, Rob, 95
- von Hippel, Eric, 150–151
- Wall, Jonathan, 95
- Wall Street, lack of tolerance for failure, 97–98
- Walmart
- Amazon and, 185–187
- from “deer in the headlight” to credible competitor, 184–187
- Warby Parker, 49, 50
- Ward, Charlie, 146
- Watson (computer), 32–33
- Webex, 99–100
- Wikinomics: How Mass Collaboration Changes Everything (Williams), 86
- Wikipedia, 86–87
- Williams, Anthony D., 86
- Windows Azure, 176, 178. See also Microsoft Azure
- Worn Wear program, 119–120
- Wrong people and wrong role, 109–110