Skip to main content

A Partnership for Innovation in the Enterprise

Apple and IBM joining forces - oh really?  Will George Orwell be rolling over in his grave - will his 1984 become truth in 2014?

Well, one must follow the news to make sense of that gibberish... and the 1984 reference.... it goes back to the famous Superbowl Apple commercial introducing the Mac.

An IBM/Apple partnership to tunnel into the enterprise walled garden for devices is a great idea.  As a consumer it works for me.  I don't know of any enterprises that can pass the Starbucks Test (test for the ubiquity of access for the digital native).

In 2005 (years before the iPhone) Apple joined forces with Motorola to launch the ROKR, a cell phone and iTunes connected music player.

It took the world a few years to recognize that the Wright brothers had flown the first airplane at Kitty Hawk, NC (first flight in Dec. 1903 to 1908 public demonstrations). -- The Wright Brothers by David McCullough 

"Jointly developed with Motorola and made available on what was then the Cingular Wireless network, the iTunes-savvy Motorola ROKR may have been fugly, but Apple engineers learned as much as they could while developing it: lessons which helped them avoid the same mistakes in the iPhone..." -- Jonny Evans

The ROKR was a great "beta" success for one of the partners (Apple) and a market failure for the other.  The device was both a phone and a 100-song music player with iTunes integration.  I bought one for my wife and she didn't love it.  I (the geek in the family) found it intriguingly interesting but frustratingly difficult to manage the songs and syncing.

It was not the disruptive innovation that would come two years later.  For $250 and a two-year contract you got a 1.7 inch color display, stereo speakers, camera/video recorder and a phone with a few built in "apps".  What did Apple learn from the introduction of this device and the partnership with the leading mobile device maker?  One thing they learned was that without full control over the product it would be ugly!  It was not innovative - just an incremental mashup of the walkman with the cell-phone.  Jobs was after revolution.  Hence the 100-song limit on the ROKR.  The iPhone launch was only 17 months away in January 2007.  Of course Apple would want to cripple the device, yet slip their toes into the waters.  What a great beta test with real users and all-out marketing to see how the US would react.  The product launch and validated learning was quite beneficial to Apple, not so much for Motorola.

Will the IBM-Apple partnership prove beneficial to both?  Some pundits feel it is an indication of weakness in Tim Cook's leadership and that it is signaling a lack of innovation at Apple.

The deal according to the Wall Street Journal has IBM developing 100 iOS apps and supporting the business customers using those apps and products.

IBM will sell iPhones and iPads to its enterprises clients.  Putting thousands of IBM consultants peddling the new Apple mobile app development language Swift.  Along with apps that manage your enterprise.  The answer to everyones Jeopardy question... will Siri go out with Watson?

So what will be the outcome of this partnership - will it benefit both companies - will it crack open then enterprise to mobile devices?  All very good questions that we should be able to answer in two years or so.

Date Line:  October 2016      Well it's been a few years - how has this partnership worked out?  I've not seen any babies from the hook-up of Siri and Watson.  Can't see that this partnership actually exist.  So perhaps it will take a few years more - or it could be that no one at either company really wanted to work with the others.  So far I'd say the relationship was not fruitful.

Perhaps we need to look at this reason:

Why Tim Cook is Steve Ballmer and Why He Still Has His Job at Apple


See Also:

Apples first ever iTunes phone
Apple Motorola Cingular Launch Worlds First Mobile Phone with iTunes
IBM partnership with Apple proves its innovation mojo
Apple IBM in deal to create apps


Post a Comment

Most Popular on Agile Complexification Inverter

Exercise:: Definition of Ready & Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!

But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, …

Elements of an Effective Scrum Task Board

What are the individual elements that make a Scrum task board effective for the team and the leadership of the team?  There are a few basic elements that are quite obvious when you have seen a few good Scrum boards... but there are some other elements that appear to elude even the most servant of leaders of Scrum teams.









In general I'm referring to a physical Scrum board.  Although software applications will replicated may of the elements of a good Scrum board there will be affordances that are not easily replicated.  And software applications offer features not easily implemented in the physical domain also.





Scrum Info Radiator Checklist (PDF) Basic Elements
Board Framework - columns and rows laid out in bold colors (blue tape works well)
Attributes:  space for the total number of stickies that will need to belong in each cell of the matrix;  lines that are not easy eroded, but are also easy to replace;  see Orientation.

Columns (or Rows) - labeled
    Stories
    To Do
    Work In P…

Webinar: Collaboration at Scale: Defining Done, Ready, and NO.

I was invited to participate in a Scrum Alliance Webinar.  Maybe you would like to listen to us in a discussion of techniques to collaborate at scale (remotely and with many people).  The topic is one that I've got some experience in discussions - yet I never seem to get to done...
Collaboration at Scale: Defining Done and Ready and NO for Distributed Teams
With Joel Bancroft-Connors, Agile Organizational Coach; David A. Koontz, Agile Transition Guide; and Luke Hohmann, CEO and Founder of Conteneo, Inc.


14 February 2018 11 a.m. ET (USA).




The Scrum Guide is pretty clear on the criticality of the definition of Done: "When a Product Backlog item or an Increment is described as "Done," everyone must understand what "Done" means. However, the Scrum Guide ALSO says that the definition of Done can "vary significantly per Scrum Team." This leads us to examine when and how the definition of Done should vary, how distributed teams should cr…

David's notes on "Drive"

- "The Surprising Truth about what Motivates Us" by Dan Pink.

Amazon book order
What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion.  This brings to mind the old saying - "there is no I in TEAM".  There is however a ME in TEAM, and there is an I in DRIVE.  And when one talks about motivating a team or an individual - it all starts with - what's in it for me.

Introduction

Pink starts with an early experiment with monkeys on problem solving.  Seems the monkeys were much better problem solver's than the scientist thought they should be.  This 1949 experiment is explained as the early understanding of motivation.  At the time there were two main drivers of motivation:  biological & external influences.  Harry F. Harlow defines the third drive in a novel theory:  "The performance of the task provided intrinsic reward" (p 3).  This is Dan Pink's M…

A T-Shaped 21st Century Knowledge Worker

Knowledge workers in the 21st Century must have many areas of deep knowledge, while also be capable of collaboration across multiple other domains with dissimilar T-shaped individuals.  This description of a person is a metaphor.  Compare it to the shape of the "I" in the classic saying there is no "I" in Team.


I first read about Scott Ambler's term "Generalizing Specialist" - but it's so hard to remember the proper order of the words... get it backwards and it has an inverted meaning... T-Shaped is easier to remember. 
A generalizing specialist is someone who:
Has one or more technical specialties (e.g. Java programming, Project Management, Database Administration, ...). Has at least a general knowledge of software development. Has at least a general knowledge of the business domain in which they work. Actively seeks to gain new skills in both their existing specialties as well as in other areas, including both technical and domain areas.  General…