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In my talk about the innovator’s mindset, I always preach that hype is one of the worst possible compass. It can be hard to look back on hype (because it takes so many forms), so I found this enumeration of some of the crazy things that happened when google glass came out interesting. All this for a product that has now been sent back to the drawing board. Hype ≠ success!
Time Magazine named [google glass] one of the “Best Inventions of the Year.” It got its own 12-page spread in Vogue magazine. “The Simpsons” devoted a show to Google Glass, though Homer called them “Oogle Goggles.” Glass did the rounds on the morning and evening shows, and it was the subject of numerous comedy skits including on “Saturday Night Live,” “The Colbert Report” and countless YouTube videos. Presidents from around the globe tested them. Prince Charles wore a pair. As did Oprah, Beyoncé, Jennifer Lawrence and Bill Murray.
There was also the moment at New York Fashion Week in 2012, when Diane von Furstenberg sported a red pair, and sent her models down the runway with different-colored ones. Later, in a slickly produced video, Ms. von Furstenberg (wearing a new pair produced by DVF | Made for Glass) told Isabelle Olsson, a Google designer, “We revealed Google Glass to the world.”
And in another sign of its cultural import, The New Yorker ran a 5,000-word feature on what it was like to wear the novel device, written by a so-called Google Glass Explorer invited by Google to test the product. Here, Gary Shteyngart comically recounts an impromptu product demonstration he gave on the 6 train. “Are those them?” one businessman asked him. “That is so dope,” a college student says. “You’re lucky.”
Great read on how Apple overtook Microsoft because Microsoft was a dominant, sleeping giant. And now guess who is in that position…
Protecting your business model without innovating is a dangerous proposition.
I think even Microsoft would agree that they’ve been too concerned with protecting Windows over the years, to their detriment.” […]
Always cannibalize yourself.
“Steve ingrained in the DNA of Apple not to be afraid to cannibalize itself,” Mr. Isaacson said. “When the iPod was printing money, he said that someday the people making phones will figure out they can put music on phones. We have to do that first. Now, what you’re seeing is that the bigger iPhone may be hurting sales of iPads, but it was the right thing to do.” […]
Trendsetters are rewarded for taking risks, followers, well, follow.
Microsoft has repeatedly tried to diversify, and continues to do so under Mr. Nadella. But “it’s been more of a follower whereas Apple has been more of a trendsetter, trying to reinvent an industry,” […]
Now Apple is the prisoner of its own success. Only way seems to be down, the question is when.
Some investors worry that Apple could become the prisoner of its own success. As Mr. Sacconaghi noted, 69 percent of the company’s revenue and 100 percent of its revenue growth for the quarter came from the iPhone, which makes Apple highly dependent on one product line. “There’s always the risk of another paradigm shift,” he said. “Who knows what that might be, but Apple is living and dying by the iPhone. It’s a great franchise until it isn’t.” […]
Can Apple continue to live by Mr. Jobs’s disruptive creed now that the company is as successful as Microsoft once was? Mr. Cihra noted that it was one thing for Apple to cannibalize its iPod or Mac businesses, but quite another to risk its iPhone juggernaut. […]
I met last Friday with a team of entrepreneurs who told me that ten years ago they were working on a Swiss smartwatch: the Microsoft/Tissot SPOT. And indeed, in 2004, both companies teamed up to produced what was hyped back then as a supercomputer on your wrist. The project never took off, and is probably one of the reasons why Swiss watchmakers are now so reluctant to invest in this field.
Reminds me an terrifying conversation I had with a couple of three-years-from-retirement professors at my Alma mater. I was asking “so what are your plans around online courses?” Their answer: “we tried CD-Rom interactive e-learning in the 90s, and it didn’t work, so don’t tell me that the MOOC thing is relevant, it just doesn’t work!”
Seems to me the Swiss watchmakers are stuck in a similar reasoning: they tried smartwatches way before the market and technologies were ready, and because of their early failure they are now writing off the whole thing. Big mistake! Jobs didn’t stop doing tablets because the Newton failed. He used this as a learning experience, one that convinced him a good interface didn’t need a stylus. He waited for screens to be better, for chips to be smaller, then came back with a product someone who hadn’t failed before probably could never come up with.
Being early on a market is really hard, but it shouldn’t be an excuse to stop innovating, especially when technology moves as fast as it does.