Never before has the cause and effect of a cultural shift been so tangible. As such, consumers will look increasingly for direct and effective connections made by trusted sources, brands, and thought leaders. Nike is one of the most recognizable brands that has taken steps to meet changing consumer expectations. Innovations like Nike FuelBand and FlyKnit Racers shows us that they are reacting to... these shifts in culture. Even their marketing efforts are increasingly focused on empowering consumers, rather than just focusing on creating incremental innovations.
"The Googly thing is to launch [products] early on Google Labs and then iterate, learning what the market wants — and making it great.' The beauty of experimenting in this way is that you never get too far from what the market wants. The market pulls you back."
It’s precisely this union of hardware actively communicating with software in novel ways that is electrifying venture capitalists. Hardware companies may always face additional complexity but the reward has never been larger: new markets, subscription revenue streams and phenomenal teams make for great investments.
Quirky has created an innovation engine more suited for the Social Era — in which work and jobs are no longer the same thing, and collaboration happens outside of organizations as much as within it
Digital technology is transforming manufacturing, making it leaner and smarter—and raising the prospect of an American industrial revival
You look for people that are not political. People that are not bureaucrats. People who care enough that they have an idea at 11 at night and they want to call and talk to you about it.
Stimulating, changing environments forge new mental connections. It gets neurons firing, and more neurons means more ideas.
Google acquired Android Inc. in 2005. The search giant took the software—a version of Linux, itself an open-source operating system popular with data centers and geeks—and streamlined it. That improved power consumption; all things being equal, the fewer things a computer chip has to do to accomplish a task, the less electricity it uses.
An elevator manufacturer developed an algorithm to predict which floor the elevator was going to stop on. He even went so far as to remove the floor buttons, which had become redundant. The problem is that people panic when they get into an elevator without buttons, especially when there isn’t a button to stop the elevator in case of an emergency.
In our houses, cars, and factories, we’re surrounded by tiny, intelligent devices that capture data about how we live and what we do. Now they are beginning to talk to one another. Soon we’ll be able to choreograph them to respond to our needs, solve our problems, even save our lives.
So in publishing, the idea comes first and the budget follows. In advertising the budget is first and the ideas follow.
I was a Montessori kid back in the '70s and '80s when it was a relatively nascent and often misunderstood form of education. I credit my mom for being an early adopter of a teaching method that has since gained much steam across the country. Montessori education has helped give the world some revolutionary visionaries in the digital age, including Google founders Larry Page and Sergey Brin, Amazon's Jeff Bezos, Wikipedia founder Jimmy Wales, and Sims designer Will Wright.
Not every service can or should utilize temporary photography and media. But it's an option that's becoming increasingly popular because unlike our growing social media archives, it creates an isolated slice of time — a present moment — that's a closer and more intimate approximation of real experience.
I tell them they shouldn’t even think about going public until they’ve built what I call a fortress. You build a company that’s so big and powerful and well defended that it can withstand the pressures of being public. Our entrepreneurs are therefore almost completely focused on the substance of what they’re doing—as opposed to what happened in 1999, when everyone tried to take companies public in two years on the basis of a lot of hype.
Traditional agencies feed a culture of ego where a creative’s career hinges on writing a famous line or getting the credit for a breakthrough idea which in turn creates a culture of opposition and competition. To collaborate effectively, you have to leave the notion of credit at the door and be willing to cocreate with your clients. In our work, no one takes sole credit for an idea (client or agency)--there’s no focus on whose name will be on an award.