Not the Consumers
Posted: January 3, 2012 Filed under: Links Leave a comment »Who, exactly, is Android “open” to?
http://marketingland.com/for-consumers-android-is-more-clopen-than-open-2388
Danny Sullivan’s piece on Android being “Clopen”:
Why not, as part of releasing Android, make it a requirement that consumers can easily strip the device of its customized Android OS and install the latest version if they want, directly from Google or any Android OS provider?
When I put this to Google executive chairman Eric Schmidt back in 2010, when he was CEO,Schmidt said such a requirement would violate the principle of Android being open source.
This seems to confirm that even Google shares the common views that the carriers and handset makers are the customers of Google Android.
Android needs to be open in such a way that the handset makers and carriers can do whatever they want with it, not the consumers.
Data for the Future (Updated)
Posted: November 10, 2011 Filed under: Ramblings, Unfinished Ideas 1 Comment »I’ve been listening to this episode on The Talk Show on 5by5.tv with John Gruber while working on KPIs for my day job and something hit me.
Why smart people make dumb decisions, especially regarding technology and the future.
There is no data for the future. The data that they have doesn’t support decisions for the future either. The data they do have shows how to milk additional revenue or profits from existing sources, but can’t pioneer new sources.
While reading the Auto Blog, I learned that any car that BMW makes needs to make a good business case. There needs to be data showing that a certain product will be successful in order to pursue it. But where is the data for innovation? If there is market data showing a certain product will succeed, it means somebody already did it. Just the fact that you have data means you are already late to the game.
Innovation comes in the lack of data.
Usually, a company will form with a visionary, an inventor, and idealist as the spearhead. They become successful and hire good managers to keep the company well maintained. When the innovator leaves the head position, usually it is filled by one of the managers below. But their entire success is based on maintaining and growing somebody else’s innovation, not on creating new ones. They might have some of the roots if they’ve been there from the start, but managers replace managers and innovation is lost. The organizational structure stifles innovation.
What seems like a better organizational structure is to separate the existing and growing products from the innovators. A team of innovators will pioneer a new product and grow it, hopefully to some degree of success. Some of the team will remain, along with existing managers to help grow the product. The rest of the innovators will create(or acquire) a new team to pioneer new products and then pass them off again. The executive board should have managing experience to grow existing products, but the focus should be on the future, not the past. That requires more innovators on the board, not managers.
Followup: Clay Christensen, How to Pick Managers for Disruptive Growth
One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses cannot be trusted to shepherd the creation of new growth.
Next Step
Posted: October 15, 2011 Filed under: Personal | Tags: Personal Leave a comment »I’ve been lazy in speaking my mind on this blog, but I’d like to say the main reason was due to me preparing for the next step in my life, parenthood. I’d like to say it has been an amazing roller coaster so far and my baby girl is just a little over a month old now. She is currently grunting and stretching in her sleep and I find her infinitely amusing and absolutely precious.
In my attempt to keep a blog, I have found that it is hard to write in my own voice when simply writing itself is so foreign to me. Therefore I have started a new project to practice writing. With Horace Dediu’s permission, I have started translating his Asymco articles in Korean. I admire his calm and simple, clear and concise tone of voice and I hope that mimicking his voice will help develop my own.
Since Asymco is updated fairly frequently, I doubt I will have much time to continue this blog. You can follow my writings at asymcorea.wordpress.com.
The Design Process
Posted: August 16, 2011 Filed under: Uncategorized Leave a comment »
http://v2.centralstory.com/about/squiggle/
Link: Bored People Quit
Posted: July 12, 2011 Filed under: Links Leave a comment »
http://www.randsinrepose.com/archives/2011/07/12/bored_people_quit.html
Boredom shows up quietly and appears to pose no immediate threat. This makes it both easy to address and easy to ignore.
1997 WWDC Closing Keynote by Steve Jobs
Posted: July 1, 2011 Filed under: Uncategorized Leave a comment »Unbelievable amount of gems in this single closing keynote on how Apple turned around to be what it is today. Almost everything he said here, he made happen in some shape or form. The critical elements that differentiates Apple from the rest, he already understood 14 years ago. Google, Microsoft, Nokia, and Rim aren’t just 1 or 2 years behind. They are a decade behind in pure thought, focus, strategy, and momentum.


About Innovation
Posted: September 4, 2012 | Author: Eugene Kim | Filed under: Comment | Leave a comment »Original Article: Korean critics call for Samsung to ‘reinvent itself as a first-mover’ in wake of US verdict @ The Verge
A product is not a sum of it’s parts, but how it is put together in a cohesive and intelligent way to solve a problem. Just because a smartphone device uses existing technology in regards to it’s screen, CPU, memory, storage, and battery doesn’t mean the end product is not innovative.
The definition of innovation, provided by Merriam-Webster, is “a new idea, method, or device”. That definition is very broad and can mean pretty much anything. The way I see it, most people are subscribing to this very broad definition of innovation, but only to the device that they prefer. To the other device(s), they use a very narrow definition and very selectively at that.
From what I read, Tuan X used a very narrow definition of innovation, but applied it to both camps. That is why he used the term “edits” to describe something “new” but not “ground-breaking”. He mentions larger displays as an example. When applying the broader definition of “innovation”, yes, 3.5 inches is different from 3.0 and 3.2 and is “new”. But when applying the narrower definition, then no, a 0.3″ inch increase in display size is hardly considered “ground-breaking”. High-DPI may not seem much feature-wise, but requires a lot of technology (screen, GPU, RAM, battery, OS modifications just to name a few) to back it up. I agree with Tuan X that it is debatable whether or not it is truly “ground-breaking”, but Apple certainly thinks it is.
The way I see it, Apple’s iPhone was innovative in the fact that it combined the functions of an iPod, a mobile phone, and an internet communication device, used a capacitive touchscreen as it’s main user input method, minimalized the device front face in order to emphasize the screen, made a colorful grid of icons with a fixed row on the bottom as it’s main UI, integrated swiping and pinch-to-zoom as the main navigation method into the OS, separated each different functions into it’s own full-screen apps so that basically the device becomes the app, and produced it in a single mass-market device. Previous products may have attempted to address bits and pieces of the above, but not a single one addressed all of them in one cohesive device.
Microsoft’s Windows Phone 7 was innovative, not in the hardware specs, but in how it designed the UI. It was still a capacitive touchscreen driven device, but the software UI consisted of tiles of dynamic information with an emphasis on content text over app icons and graphics with a layout that intentionally extends past the screen to depict more information. Again, many products before it might have included some of these features, but not all of them in a single cohesive manner for the UI of a mass-market mobile device. I don’t believe they introduced a new UI concept just because they “can” (although there are strong arguments that support the fact that they “must”, see recent Samsung vs Apple trial results). I believe they truly wanted to solve the problem of the mobile phone UI where it took too much work to get information. They make this point strongly in their advertisements. They wanted information to be “glanceable” so that you can get off your phone and back to real life.
My main point is that if you want discuss “innovation”, use the same definition across both camps and don’t apply it to a single “feature” but to the product overall and how it is used to solve a problem.
Comment on
http://www.theverge.com/2012/9/3/3289795/korean-critics-samsung-first-mover-us-trial#113543739