Category: innovation | 革新 | 독창성 | 改変

Innovation, alongside disruption are two of the most overused words in business at the moment. Like obscenity, many people have their own idea of what innovation is.

Judy Estrin wrote one of the best books about the subject and describes it in terms of hard and soft innovation.

  • Hard innovation is companies like Intel or Qualcomm at the cutting edge of computer science, materials science and physics
  • Soft innovation would be companies like Facebook or Yahoo!. Companies that might create new software but didn’t really add to the corpus of innovation

Silicon Valley has moved from hard to soft innovation as it moved away from actually making things. Santa Clara country no longer deserves its Silicon Valley appellation any more than it deserved the previous ‘garden of delights’ as the apricot orchards turned into factories, office campus buildings and suburbs. It’s probably no coincidence that that expertise has moved east to Taiwan due to globalisation.

It can also be more process orientated shaking up an industry. Years ago I worked at an agency at the time of writing is now called WE Worldwide. At the time the client base was predominantly in business technology, consumer technology and pharmaceutical clients.

The company was looking to build a dedicated presence in consumer marketing. One of the business executives brings along a new business opportunity. The company made fancy crisps (chips in the American parlance). They did so using a virtual model. Having private label manufacturers make to the snacks to their recipe and specification. This went down badly with one of the agency’s founders saying ‘I don’t see what’s innovative about that’. She’d worked exclusively in the IT space and thought any software widget was an innovation. She couldn’t appreciate how this start-ups approach challenged the likes of P&G or Kraft Foods.

  • Throwback gadget: SnapperMail

    Thinking about SnapperMail takes me back to end of 2001, I started to prepare for leaving my job at Edelman. This meant upgrading my home IT set up. I picked up an iBook. The iBook was Apple’s consumer-orientated laptop made from 1999 to 2006. Mine was a second generation ‘Snow’ laptop with a G3 processor, dual USB sockets and a combo drive which allowed me to watch DVDs and burn CDs.

    I used the move to go on the first version of OSX. The move also meant that I got a new email account, my default account to date. It had two key attributes:

    • No adverts, so it looked professional in comparison to having a Yahoo! or Hotmail email address and it wasn’t tied to an ISP.
    • IMAP support which allowed me to use my email account across different devices that syncs across the devices. POP3 downloads the  emails from the server to the device, so is ideal only for when you are accessing email from one machine

    My iBook was my only source of email access whilst I left Edelman, freelanced, and then eventually joined Pirate Communications. My first smartphone was a Nokia 6600, which I used alongside a Palm  PDA – l got this sometime around the end of 2003. The 6600 supported IMAP out of the gate, it was slow, but I was connected.

    The 6600 was eclipsed by Palm’s Treo devices which were a better device. I moved from the 6600 and a Palm Tungsten T3 combo to a Treo 600 smartphone in January 2005.

    The process wasn’t smooth. The Treo was sufficiently fragile that I got a translucent silicon jacket that worked surprisingly well with the keyboard and screen protector to look after the touchscreen. Software wise the Treo 600 was a step back from the Tungsten T3 PDA. The screen was smaller and the software felt sluggish in comparison. I had deliberately chosen the 600 over the 650 because I had previously worked agency side on the Palm account and been a long-suffering device owner so knew how crap they were at bug fixes on new devices. The media didn’t call the former Palm CEO ‘Mad’ Bill Maggs for no reason (just sayin’).
    snapperfish limited
    Unfortunately Palm had not been as progressive in comparison to Nokia with its default email client. The software didn’t support IMAP. Fortunately I used to follow Mitch Kapor’s blog and he had recommended SnapperMail: an app from a small New Zealand company SnapperFish.

    SnapperMail was a compact modern email client. It has a number of features that we would expect now:

    • It supported IMAP
    • It supported SSL client to mail box encryption*
    • it was really easy to use
    • You could work with attachments including zipped files**
    • There was no restriction on the file size of attachments, the only restriction was your email account rather than your email client

    This looks like the kind of technology you would have thought Palm should have done. At the this time Palm were competing against Microsoft Windows Mobile 2003, BlackBerry 6200 series, 7100 series and early 8700 series. Yet the default email client was back in the 1990s.

    *The full-fat application cost US$39.99

    **SnapperMail came bundled with HandZipper Lite which handled the compressed files and JPEGWatch Lite image viewer

    I used this alongside MetrO – a public transit directions app and QuickOffice Pro – to read Office documents as part of my modern smartphone experience. It wasn’t just me that loved SnapperMail, it was praised by Walt Mossberg back when he wrote at the Wall Street Journal.

    SnapperMail won two Palm Source (Palm’s software licence business) Powered Up awards in 2003. It was recognised as Best Productivity and Best of the Best Solution. More on Palm here

    More information
    SnapperMail Has Solid Software For Savvy Mobile E-Mail Users | WSJ
    QuickOffice
    MetrO – open source mass transit application
    PalmSource Welcomes Developers with Awards, New Tools; Announces New Licensees | PalmSource press room

  • Google I/O 2016

    Google I/O 2016 happened on May, 18 – 20.  There had been a lot of pieces of coverage about the different products and services released. But I wanted to spend a bit of time reflecting on what Google I/O 2016 told us about their viewpoint on technology.

    Giving apps a second chance

    Google knows as well as anyone that the app moves towards a maturity model where consumers stick with the core apps that they want and then don’t go any further.
    apps
    Data shows that consumers use their top five apps 88 per cent of the time. So why would Google care when it knows that 60 percent of the top apps on the Android platform?

    The reasons for an expanded app usage include:

    • A proportion of Google’s advertising (like Facebook) is derived from the promotion of app downloads
    • Android devices are reaching market maturity in many markets, growth is likely to come from new uses – at least some of which will be derived from third party platforms
    • Google has staked its ambition in the PC sector on its Chrome operating system being able to run apps from the Android eco-system. In order for that to happen there needs to be a healthy community of developers
    • In the same way that DoubleClick’s ad network greatly expanded the inventory of Google’s advertising business, third party applications offer Google an additional source of usage for its own services. If you want to see the future of Google Apps look at the the way the likes of Baidu and Tencent allow third-party integration with their own tools

    Streaming or ‘instant’ apps is part of Google’s efforts to encourage consumer trial of new apps and enhance relationships with developers. Firebase, it’s new analytics platform for mobile developers helps them have a better relationship with their installed user base allowing them to use data to target notifications and campaigns.

    More faith in wider area networks (WANs) than personal area networks (PANs)

    Android Wear’s updates were interesting. Put simply Google has more faith in data being delivered in a timely manner over cellular or wi-fi networks than it does for inter device transfers over variants of Bluetooth. Both the Apple Watch and Android Wear products suffered from performance lags when the watch was a thin client of a phone. Having a cellular radio on board the phone presents challenges with battery life, but speeds up real world performance.

    The original design failure wasn’t down to network performance, but is likely to have implications for personal area network technology like Bluetooth in its different variants or ZigBee. These technologies are all about scale, lose a scale advantage and it poses a problem for future adoption by others. This can happen in a virtuous way. Apple’s adoption of USB benefited the standard greatly and drove interest in peripheral development for both Mac and PC. Apple’s abandonment of FireWire and the 3.5″ diskette marked their decline.

    Lots to be concerned about from a privacy point of view?

    Google Home moved yet another pair of Android powered ears into our environment. It was obvious from Google’s description of services that a paid marketing model to be the ‘car booking’ or equivalent service of Home could be very lucrative for the search giant. How this device could be used for market research, tracking brand mentions or government surveillance also poses some conundrums moving beyond smartphones to brown goods.

    Android N features file based encryption rather than treating the whole device as an encrypted disk. This raises questions around the comparative ease of access from a privacy perspective. Secondly, SafetyNet allows Google to reach into a phone to remove pre-existing applications without user permission. There is no explanation if they also have write privileges to the phone as well. If so, expect law enforcement and intellectual property owner interest. From the way it reads this would affect apps and content that have been side loaded as well as got from an app store.

    Android is giving the high ground to Apple on privacy presumably because it considers its own customers don’t care about it that much.

    Reference designs in VR to drive adoption and commoditisation 

    Google’s Daydream project looks to provide standardisation in hardware. By going down this route, Google hopes to spur on the sensor market required for improved AR experience and drive uptake. These will likely be a very different experience to the computer workstation powered Occulus Rift. Driving this technology into the smartphone market may combat the current stagnation in phone sales growth.

    More information
    Google I/O 2016 event page
    A16hz on Google I/O 2016
    Everything Google just announced at its I/O conference
    Palm, Apple, Google and the whole mobile device thing
    The Limits of Google
    If Google’s right about AI, that’s a problem for Apple – Marco.org
    ISIS’s Mobile App Developers Are in Crisis Mode | Motherboard

  • 2016 Mary Meeker presentation

    2016 Mary Meeker’s annual presentation on internet trends is a tradition within the technology sector that goes back more than two decades. Meeker used to be a sell side analyst during the dot com boom and was known as a cheerleader for the sector. Unlike Harry Blodget she didn’t come unstuck with the subsequent bust.

    More recently Meeker moved to Silicon Valley and took a job with a VC firm. Hence the reason why the 2016 Mary Meeker presentation is done in conjunction with KPCB (Kleiner Perkins Caufield Byers).

    The key themes explored in the presentation this year include:

    • Mobile – a favourite for a number of years, but with over half of all internet sessions being done on a smartphone or similar it was inevitable that it would take up a substantial amount of the presentation. Mobile is maturing which is shown in the decline in growth rate of the sector this year. Android is picking up market share due to its cheaper handsets but still lagging behind in share of profit
    • Declining global economic growth. Global debt has risen higher and faster than global GDP. Population growth is also slowing and ageing. Meeker thought that India may be the bright spot due to its demographics, but this assumes that it can get over its structural issues and take advantage of its young population. That is probably overly-optimistic because of rising hindu nationalism
    • Online advertising – efficacy still a serious issue to be dealt with. Consumers hate it hence ad blocking.
    • Social: Meeker saw the big factors being video, images and messaging
    • Voice: the rise of voice driven assistants in the home and on mobile devices. The decoupling of China versus the rest of the world is apparent in this new category.

    Here is the latest iteration for 2016

    More on Mary Meeker here.
  • Gawker-Peter Thiel in context

    Why do a post about the Gawker-Peter Thiel court case?

    Because the Gawker-Peter Thiel court case marks a step change in Silicon Valley culture and will likely change media practices in new media companies.

    What is the Gawker-Peter Thiel court case?

    Silicon Valley veteran financier Peter Thiel was behind the financing of a court case that Terry Bollea “Hulk Hogan” filed over a sex tape. An extract of the video was published by Gawker Media.
    Hulk Hogan
    What Bollea did was stupid. As a veteran celebrity he must have realised that any kind of compromising position would be a tempting pay check for even his closest friends. The behaviour ran of the risk of endangering any commercial endorsements or media deals that he may have had in place. Usually commercial deals of this nature come with a good behaviour clause – I’ve had these clauses in every celebrity and influencer endorsement I’ve been involved with.

    Bollea does have a family who would be caused considerable embarrassment by his actions. And it could be argued that secretly filmed sex between two consenting adults isn’t really newsworthy or pertinent for public consumption.

    Gawker Media did what growing media empires have done in the past  and conduct ‘yellow journalism’.  Content of a puerile or sensational nature had been the stock in trade of William Randolph Heart, Joseph Pulitzer, Rupert Murdoch or William Aitken (Lord Beaverbrook). It isn’t morally defensible and it isn’t clever, it is an indictment of the audience.

    Gawker did do the public a service, shining a torch on Silicon Valley in a way that hadn’t been done since the early days of InfoWorld’s Notes From The Field column and the book Accidental Empires: How the Boys of Silicon Valley Make Their Millions, Battle Foreign Competition, and Still Can’t Get a Date. The problem was that both of those were pre-smartphone and pre-Internet era portraits of the ‘Valley; back when it really did have foundries manufacturing microprocessors.

    As an external observer and someone who has done PR for similar companies in the past. I would argue that the relationships between journalists and the Silicon Valley technology beat had become sufficiently docile that media didn’t provide the reader with insightful analysis of what was really going on.

    It is the kind of relationship that the US military struggled to have in Iraq and Afghanistan through the embedding process. Instead of MREs and sharing the emotional highs and lows of action; San Francisco journalists got executive access and invites to the same social mixers and conferences.

    Valleywag shook up media practices. Although editorial teams won’t admit it; the likes of Recode, TechCrunch and The Information took note.

    Peter Thiel is the most interesting person in the cast of the Hulk Hogan court room drama. Thiel is known for his wealth and unique take on libertarianism. I won’t go into is Thiel right or wrong as none of the parties including Mr Thiel deserve our unreserved sympathies.  It all just makes me want to re-apply hand sanitiser before using the internet.

    What I find most interesting about Thiel’s actions is the way it signifies a cultural shift in Silicon Valley that I have talked about for a good while.

    It is hard to believe that within living memory San Francisco was a port city with fish canneries that attracted drug addled misfits drawn by everything from its freewheeling culture and access to drugs. The Santa Clara valley to the south was fertile farm land that grew apricots and prunes. Fruit brand Del Monte started right here. The area grew up as Stanford University and the scientific developments of the late 19th to mid-20th century science revolutionised the US military.

    Silicon Valley had a reputation for doing things differently. The mix of academia, counterculture and defence expenditure created a unique culture that evolved over time. The collegiate work environment founded by Bill Hewlett and Dave Packard had much to do with their background in education at Stanford. The HP Way, a set of values guided the company for over 60 years until Carly Fiorina’s tenure as CEO.

    Bob Noyce came to Silicon Valley to do pioneering work at Shockley’s lab. Unfortunately, Bill Shockley’s poor people management meant that Noyce became a last minute member of the traitorous eight and went on to found Fairchild Semiconductor and then Intel. In both of these businesses he founded a relaxed culture that was decades ahead of its time and similar to a modern day worker. If you work in a ‘cube farm‘ rather than offices – you can likely blame that on Noyce. His culture influenced interior design and did away with corner offices.

    Whilst the enterprise software businesses like Oracle and chip companies like AMD mirrored the hard driving sales teams of their East Coast counterparts at IBM; many Bay Area companies were made of something different. Counterculture had seeped into the industry. The hacker culture of sharing software and the transformative nature of technology brought forth the Home Brew Computer Club and a missive from a nascent Microsoft CEO complaining about early software piracy. Steve Jobs had talked about how his LSD experiences had helped him do the things he did at Apple. Wired magazine was founded by former hippies like Stewart Brand and Kevin Kelly. There was a very good reason why The Grateful Dead were one of the first bands with a website.

    I interviewed with a H-P employee back in the late 1990s who told me how had bought his ‘dancing bears’ tie and Jerry Garcia mouse mat from dead.net

    The hippies in Silicon Valley brought their ‘back to the land’ ethos and doing their own thing. It is a form of libertarianism, but not one that Thiel or Uber’s Travis Kalanick would likely recognise as their own.

    This was the libertarianism of the pioneer who ventured westward or the outlaw biker gang that yearned for the same freedom. The key difference is that the hippy technologist build their frontier to carry onwards, not having to worry about the Pacific ocean and instead going to new realms in code and network infrastructure.

    The counterculture ethos could be seen even in web 2.0 products like Flickr which freely allowed customers to move their data or build their own apps on the APIs that the development team used.

    Facebook is a marker in time for when the cultural tone of Silicon Valley changed. The hippies were out and the yuppies had taken over. Brogrammers and zero hour working for ‘Uber for’ applications that provide labour as a service.

    The Gawker court case marks a similar milestone event in Silicon Valley culture. Thiel’s actions brought a number of his peers out in public to support him. Silicon Valley stops sounding like yuppies and more like the titan’s of the gilded age that would brook no disrespect and governed riches in the face of massive inequality. The Bay Area version of the American dream is dead for the secretaries and engineers who will no longer become financially independent on share options.

    Customer service, once seen as a a way into start-ups is now a purgatory. I used to have a client in the late 1990s who worked their way up through a chip company from being in admin when the business was a new start-up to running marketing communications and PR across EMEA in the space of 10 years or so. That progression just wouldn’t happen now, the gilded class have their compliant (if at times resentful workforce) and now want a more respectful media.

    The seeds of destruction are already sown for the gilded class. Innovation has moved East to the other side of the Pacific. Baidu is likely to be a leader in deep learning, driverless vehicles and innovation. The leading drone brand is DJI based in Shenzhen – rather than being designed in California and just assembled in China. Networks infrastructure leader Huawei are showing the kind of smarts marketing Android smartphones that Silicon Valley hardware makers would have had a decade ago.

    Tencent has shown how dangerous it could be with the right marketing smarts. It already has as good software design chops as the Bay Area. Facebook Messenger bots have been on WeChat for years. If you haven’t done so give WeChat a try, just to see what the application looks like.

    A compliant sycophantic media won’t help the gilded class build the financially successful future Silicon Valley in the same way that an inquiring body of journalists could do.

    More information
    The changing culture of Silicon Valley
    Barbarians in the Valley
    From satori to Silicon Valley by Theodore Roszak
    A Declaration of the Independence of Cyberspace
    Tech Titans Raise Their Guard, Pushing Back Against News Media – New York Times
    Those Entry-Level Startup Jobs? They’re Now Mostly Dead Ends in the Boondocks — Backchannel — Medium

  • Consumer Packaged Goods innovation

    Consumer packaged goods innovation – CB Insights put together an interesting presentation on the changing landscape of the consumer packaged goods sector.

    The key takeouts for me were:

    • The similarity to the technology sector in terms of startups developing a brand and selling out to a bigger firm
    • A key part of what they are buying is brand building – an activity that the likes of P&G and Unilever have excelled at in the past. Historically new product launches in CPG has a low success rate. Many brands have been going for decades. The startup acquisitions allow the Unilevers of the world to buy successes and change their portfolios faster
    • Start-ups and partnerships focused on process improvements across all business functions from supply chain management to the final interface between customer and product prior to purchase. Success and institutional heritage have baked processes and infrastructure in existing businesses that might hold them back looking at new channels. When I worked on an assignment at Unilever there were best practice guides for everything. These guides were smart and well written with lots of good heuristics in them. But you also had to complete an eight page form to get a search run on a social listening platform
    • Premium is defined around consumer values towards the environment rather than ‘luxury’. In this respect the CPG market kind of feels like the early 1990s in laundry products. Ecover started to get prominent place in UK supermarkets. You saw a good deal of product innovation from P&G and Unilever. You had liquid laundry dispensers that went in the tub and were supposed to reduce the amount of water used in the wash. However, pragmatism overran environmental concerns during the recession and supermarket’s own washing powder started to take off. Major brands were accused of brand washing