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In Pursuit of Growth and Innovation ◾ 19 Run Capitalize on innovation with effective operations Operational excellence Continuous improvement Incremental change Uncertainty is LOW Enables revenue growth Transform Imagination and creation Disruptive innovation Radical change Uncertainty is HIGH Funds innovation Grow Commercialization Sustaining innovation Step change Uncertainty is MODERATE Figure 1.3 The self-sustaining cycle of uncertainty. Apple delivered—and delivered in a big way—customer value. What good is a high-density portable music player if there’s no music to play? Apple swallowed the market. In this bold combination of innovation and commercialization, Apple delivered a complete product. They not only transformed the value of the personal music player and created a new business model, they also disrupted the music industry. Once in a while a company such as Apple, Toyota, or Southwest Airlines comes along—one that seems to have an innate sense of shared purpose, teamwork, and a truly remarkable culture. We can’t simply copy these companies. It’s foolish to try. Each of us must find our own path, making a sincere and deliberate effort to invest in our own transformation—of our products, processes, business models, industries, IT capabilities, and our culture. It all begins with teams of people with a clear sense of shared purpose— serving the customer and providing exceptional value. It begins when teams start asking the seemingly simple questions: Who are our customers? What do they value? And how do we create that and deliver it to them? And with these questions, the Lean journey begins. Notes 1. MIT Sloan CISR survey of 1,508 IT leaders conducted in 2007. 2. PricewaterhouseCoopers, The Real Promise of Cloud Computing, Technology Forecast, Summer (London: PricewaterhouseCoopers, 2009), 8. TAF-K14527-12-0302-C001.indd 19 13/08/12 8:25 PM
20 ◾ Run Grow Transform 3. Jeffrey Liker, interview, May 29, 2011. 4. R. Hunter et al., “A Simple Framework to Translate IT Benefits into Business Value Impact,” Gartner Research, May 16, 2008. 5. Scott Ambler and Per Kroll, “Best Practices for Lean Development Governance, Part I: Principles and Organization,” IBM developerWorks, June 15, 2007. 6. David J. Sn owden and Mary E. Boone, “A Leader’s Framework for Decision Making,” Harvard Business Review, November 2007. 7 Don Reinertsen, Managing the Design Factory (New York: Simon & Schuster, 1997), 79. 8. Eric Ries, The Lean Startup (New York: Crown Business, 2011), 75. 9. Mike Rother, Toyota Kata (New York: McGraw-Hill, 2010), 7. 10. Peter Senge, The Fifth Discipline (New York: Doubleday, 1990), 234. 11. Mike Rother, Toyota Kata (New York: McGraw-Hill, 2010), 30. 12. Eliot Van Buskirk, “Introducing the World’s First MP3 Player,” CNet Reviews, January 21, 2005. 13. Michael L. George, James Works, and Kimberly Watson-Hemphill, Fast Innovation (New York: McGraw-Hill, 2005), 22. 14. Ibid., 18–22. TAF-K14527-12-0302-C001.indd 20 13/08/12 8:25 PM
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