With thousands of others, I just became an official backer on Kickstarter of the Pebble, a watch, really a wearable computing device that interfaces seamlessly, conveniently, and wirelessly with Apple’s iPhone and Google’s Android OS phones.
Over the past two months I’ve written twice about wearable computing – coming from mainline firms, Nike (the FuelBand) and Google (Google glasses). Nike and Google are well-established elastic enterprises and benefit from the elasticity that they have built into their companies. Their wearable devices add new levels of engagement and options for their huge base of customers.
But Pebble Technology, the maker of Pebble, is a startup. It also has a noteworthy distinction: it raised over $1 Million dollars from supporters on Kickstarter in 28 hours – for a product that is not yet in production. But a snappy video and a low-key pitch inspired thousands to make an “investment.” The Pebble folks also smartly provided “investors” with various contribution options, from a minimum of $99 to a high of $10,000, but each level will receive 1 or more Pebble watches when they are produced sometime in the fall of 2012. Continue reading
How does a sports shoe manufacturer grow? Well if it was the 1980s or 1990’s, you would get sport celebrities, use high technology materials, create great designs, diversify your merchandise, and go global with sales and manufacturing. Nike did exceedingly well with that model. Today you still do all of that but you do more…
If you’re at the top of your game, you “just do it,” differently. You do it as an elastic enterprise. Nike is well on its way to becoming an elastic enterprise. And it’s already reaping the benefits of an elastic strategy with a robust strategic options portfolio.
Nike’s FuelBand, a recently launched high-tech electronic wristband, is another component in Nike’s elastic journey that highlights its strategy. Continue reading
We think a key ingredient of sustainable future business success is an elastic strategy with a strong strategic options portfolio. There’s a classic example of that out there right now – Apple TV.
In Walter Isaacson’s celebrated biography, Steve Jobs, he quotes Steve Jobs as saying, “I’d like to create an integrated television set that is completely easy to use… It would be seamlessly synced with all of your devices and with iCloud.” But what got the world talking was, “It will have the simplest user interface you could imagine. I finally cracked it.”
Among all the products that Apple is pursuing it still has time for television.
Going further into TV would involve a major multi-pronged strategy. It’s about capitalizing on the competitive advantages that Apple has developed and has as an elastic enterprise. Let’s take a closer look.
I admire Barnes & Noble. The company has guts. I most admire Barnes and Noble’s (B&N) ability to reinvent itself. In fact its recent success with its Nook digital business put them on a path to become an elastic enterprise. So why did a company that I admire for its moves to greater elasticity lose 30% of its stock value in a single week?
Well, B&N’s Nook business has been a mixed blessing. The Nook business revenue is growing at double digits but so are expenses. Such performance puts the entire company in the red. To make matters worse, the Nook business requires more investment and is unlikely to be profitable anytime soon – despite its meteoric topline growth.
In the first week of January 2012, B&N management rattled its investors with a one-two punch: downward guidance and an announcement that the company would explore its “strategic options” regarding its Nook digital business. Shares of B&N stock (NYSE:BKS) plummeted. Continue reading
We’ve been extremely busy finalising the Elastic Enterprise and that meant the proof reading of Chapter 3 went onto the back burner. However, it is now available – please go to the online version where you can also download a PDF. Thanks to everyone who has so far sent us emails and argued with us over omissions as well as definitions and logic. We really appreciate it.
I mentioned in a post yesterday that the Cloud tends to be a discussion between experts. Kevin Jackson today wrote on Forbes.com about a new move by client companies to get a say in how the Cloud evolves and the standards for cloud infrastructure and services. Well worth a look:
Last week I had the opportunity to discuss the newly released Cloud Standards Customer Council (CSCC) Practical Guide to Cloud Computing with Dr. Angel Diaz of IBM. Written with a cross-industry viewpoint, this guide is written through the lens of the end user. According to Dr. Diaz, the goal is to get cloud computing end users engaged in a dialog on cloud computing adoption use cases.
Obviously we’ll try to keep an eye on who is involved and what the Council does.