Apple - Design Thinking and Innovation at Apple

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te sense of m puting device ll-pervasive lo he needs, abi conquered, A number of ology pundits ent outside its -066 , 2 0 1 0 ______ sources. data, or 800-545- y not be 7–2002 price g solid to reel S$ 200 ustrial hough e Jobs tain at r, and eriod, tor of mobile siness ion of retail y nine tency. d find market es and ove of ilities, Apple fierce s. The s core 609-066 Design Thinking and Innovation at Apple 2 markets. It built retail stores when competitors were moving to direct sales and distribution models, and its products were rarely first to market. There was, however, a surprising consistency in the way the company worked. Simply put, the “Apple Way” was a set of principles with a deep commitment to great products and services at its core: design thinking, clear development strategy and execution, its CEO as chief innovator, and the rational courage to conduct bold business experiments. Design Thinking Those of us on the [original] Macintosh team were really excited about what we were doing. The result was that people saw a Mac and fell in love with it. . . . There was an emotional connection . . . that I think came from the heart and soul of the design team. — Bill Atkinson,1 Member of Apple Macintosh Development Team It was not evident that falling in love with computers was something that made sense at the time when these were machines for data processing and
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