Response Comments – After posting your initial response to the question, begin making comments to your peers. A minimum of two comments made on two different days must be posted in the discussion for a passing grade. The comments must be early enough before the end of the week to allow for replies.
Unit 7: Discussion 1 MBA695 Peer Response
Response Comments - After posting your initial response to the question, begin making comments to your peers. A minimum of two comments made on two different days must be posted in the discussion for a passing grade. The comments must be early enough before the end of the week to allow for replies.
John Cone (Student 1)
For this week's discussion post, I have chosen to research more into the diversification of Samsung in relation to the organization product and process innovations, as well as willingness to adapt. Samsung is a global company and leader in marketing, R&D, and design. The company adapted by bringing in new employees who were unfamiliar with the company's values and spoke different languages, coming from different backgrounds (Khanna, Song, & Lee, 2011). A healthy investment in research and development in the late 2000s pushed Samsung to the forefront of many new technological developments in several product markets. The company produced some of the first plasma screen TVs, increasingly pushed the technology of high definition and screen revolution, and increased product features of their phones. In 2008-2009, the company spent over $7 billion in R&D and had 25% of the company's workforce engaged in that endeavor. As a result, sales went up $119 bullion by 2009 due to the introduction of the Samsung Galaxy and revenue has grown since then to $218 billion in 2018 (ProTech Solutions, 2021). Innovation has clearly been a working strategy for the firm, increasing their global brand by such high margins. I would consider Samsung to be incredibly willing to adapt and change, given that their R&D investment came at a time in America during the major housing crisis and recession of 2008. As a tech company, Samsung will also need to continue its research and development into cutting edge technologies to keep a competitive advantage.
References Dyer, J., Godfrey, P., Jensen, R., & Bryce, D. (2019). What is Business Strategy. Retrieved from Strategic Management: Concepts and Cases: https://mbsdirect.vitalsource.com/books/9781119563143 Khanna, T., Song, J., & Lee, K. (2011). The Globe: The Paradox of Samsung’s Rise. Retrieved from Harvard Business Review: https://hbr.org/2011/07/the-globe-the-paradox-of-samsungs-rise ProTech Solutions. (2021, November 26). How Samsung’s Marketing Strategy Transformed Them Into A Global Brand. Retrieved from ProTech Solutions: https://proechosolutions.com/how-samsungs-marketing-strategy-turned-them-into-a-technological-powerhouse/
Zachary Sales (Student 2)
For this discussion, I have chosen to look into Apple. As far as a company's product and process innovations and willingness to adapt, I believe they are the best. The company invents and designs stylish products that are always sought after in high demand. Whether it be with hardware, software, entertainment, or other offerings, Apple is constantly pushing the envelope of innovation. The organization uses many different processes to deliver the best products available. The use of matching their "top-down" and "bottom-up" strategies is one process that allows the organization to create something captivating. During this process, the senior managers of the organization describe ideal products and services and challenge the design teams to create them. "In response, design teams select and present the best ideas from the paired design meetings to leadership, who might just decide that some of those ideas are, in fact, their longed-for new products" (innovarsity, p. 3).
Another incredible process for breeding innovation in the workplace that Apple uses is their paired design meetings. Every week at the company, both a left-brain and right-brain meeting are held. This allows for the flow of creativity to occur in conjunction with ideas to make it a reality. This process and organization continue throughout the remainder of any application's development. Another option that the company uses is to develop full-sized mockups of possible working ideas. "Creating a full-size model of a design or a device requires a huge amount of work and takes an enormous amount of time, but it removes all ambiguity" (innovarsity, 2022, p. 4). That might add time up front, but it removes the need to correct mistakes later on.
Another process for innovation that the company uses is their 10 to 3 to 1 approach. This is the process idea that takes place when a multitude of possibilities for an idea are conceived. Creating a number of ideas and weeding out only the best has proven to be extremely beneficial for the progression of technology that the company offers. " Apple designers give themselves room to design without restriction and come up with 10 entirely different mockups of any new feature" (innovarstiy, 2022, p. 5). After developing the multitude of ideas, they will then be subjected to some form of artificial natural selection to narrow the initial ten down to only three. Later the remaining three will be whittled down to a single remaining victor.
I would rate the company's product and process innovation extremely high. I think they are already in use of innovation as a purposeful strategy. I also believe that innovation as a purposeful strategy could greatly impact and benefit any organization, if done correctly. Successful innovations are often the product of purposeful searches for ways to create solutions for new opportunities. Manufacturing specific scenarios through the use of processes that force innovation to occur is no easy task. This shows the level that Apple is able to adapt and strive forward.
APPLE’s DESIGN PROCESS – How Apple Computers Design New Products, Product Innovation at Apple, 10–3-1 Process, Mockups, Developing Great Products. (2022). Innovarsity. http://innovarsity.com/coach/bp_product_design_apple.html (Links to an external site.)
The Discipline of Innovation. (2015, July 16). Harvard Business Review. https://hbr.org/2002/08/the-discipline-of-innovation
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