GE Healthcare's unique innovation "Magic Cube"
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Today, the business environment continues to change, and the competition facing enterprises is becoming more and more complex. It is extremely important to choose the right innovation model.
There are many different innovation models, and the innovative Rubik's Cube in the hands of multinational “giants†are also different. But the all-round innovation, distributed innovation, graceful innovation and collaborative innovation they adopt are not isolated methods, but a set of thinking paradigms that together constitute innovation. Because in the context of globalization, the macroeconomic situation faced by the company is the same, and innovation is the driving force for most companies to rely on sustainable development and the basis for seeking breakthroughs. Therefore, these four innovative models have reference value for most large companies. .
According to industry sources, Apple's wireless mobile payment service Apple Pay is scheduled to launch in the UK market in July. Apple CEO Cook has claimed that this year is "ApplePay Year"; just as Apple is pushing Apple Pay, Google's Android Pay has become a strong competitor for Apple's payment. Apple and Google are undoubtedly in the field of mobile payment, relying on their own innovations to compete again.
So, Google, Apple, Microsoft, General Electric, these companies known for their innovations have unique innovations? Where did the sensational product ideas come from? What is the innovation mechanism and model? Analysis of the "innovation Rubik's Cube" of these multinational giants not only gives the managers a useful experience, but also makes people more deeply see that behind the innovation of the giants is the democratization, globalization, integration of the company's blood. Corporate social responsibility and openness.
--Google--
All-round pursuit does not stop
Google is the most innovative company in the world. Although it started with search algorithms, Google continues to introduce innovative products that are highly differentiated.
Google's innovation can be divided into three categories. The first category is internal innovation related to the core business of search and advertising. Gmail, Chrome, and Google Maps all fall into this category of innovative projects and products. The second category, through the acquisition of small companies' innovative technologies and products into Google's competitiveness, YouTube and mobile Android systems fall into this category. The third category, internal innovations that address social challenges and world issues, are not related to the company's core business at this stage, including Google Glass, driverless cars and the Hot Air Balloon Network Program.
Today, technology, high transparency and competition in emerging markets have shortened the company's technology, products, services, production processes and business models to half the life cycle.
The development of technology at an exponential rate is the first factor. The rapid development of technology has affected various industries, such as hydraulic fracturing technology for mining shale oil and shale gas, electric vehicles, driverless cars, genetic engineering, 3D printing technology and wearable devices, etc. It is no longer possible to turn a blind eye to new technologies that invade everyday life.
The company's high transparency is the second factor. In the Internet age, almost all stakeholders can know the status of your company in real time. So a direct result is that the threshold for competitive advantage is getting lower and lower. In the Internet era, the trend of high transparency of the company will become more and more obvious. The secret of hiding secrets is just a way of stealing the bell. The only way to redeem is to accelerate the pace of innovation.
The third force comes from competitors in emerging markets. They have the same qualities and experiences as Western companies, and they are ambitious and good at growing and expanding at an extremely fast rate. Although it is still too early to say that they will win the world's top companies, we may be able to witness the emergence of the new king. Forces from emerging markets are on the verge of a joint transition effect.
The global companies oppressed by the above three mountains have to learn from Google to make the company a permanent perpetuator of innovation, turning innovation into an all-round, all-mobilized, all-round organization. Innovation is not limited to research and development laboratories, but a normal life. Even the office cleaning staff and the security guards at the door are passionately involved in innovation.
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