“Curation is the positive flip side of Apple’s locked-down approach, decried as a major, negative development in computing by many observers, present company included. Who would have thought that in 2010, so many people would pay good money for a computer that only runs approved software?
It runs counter to the idea, prized by geeks, that computing equals freedom. If it were Microsoft doing this, we’d all be storming the Gates with torches and pitchforks.”
I don’t think that you have to exercise Apple’s level of control (e.g., not letting developers use third-party tools like Flash, not approving apps that threaten your business model, etc.) to create a compelling, curated experience — an experience in which content and functionality are deliberately restricted to serve a new form factor like a touchscreen tablet or a wearable device.
iPad mania has reached full tilt: Apple announced that it has sold more than 1 million units, and Apple’s competitors (like RIM and potentially Google) are rushing to get their own products out (or not, as the case may be for HP). But there’s something very significant about the device that has nothing to do with how many units it will sell. What’s revolutionary about the iPad is the experience that it delivers: The iPad is a new kind of PC that ushers in an era of Curated Computing.
Forrester defines “Curated Computing” as:
A mode of computing where choice is constrained to deliver less complex, more relevant experiences.
International orders grew 34% for HP . . . not this year but actually back in 1964 when non-US orders accounted for 23 percent of HP’s revenues. While the growth of non-US tech revenues is in the news today, HP’s international orders first exceeded domestic orders not recently but as far back as 1975.
In my research on market entry and market opportunity assessment (MOA), I recently spoke to strategists at HP about how they evaluate markets. As I was leaving the building, I stopped in to the HP museum and spent some time with the HP archivist. The highlights of the visit include seeing the first HP device built in the now famous Palo Alto garage and a calculator that brought back memories of my father in his overstuffed chair “figuring out how to pay for college.” I was not only impressed by the history embodied in that room but also with the value that HP places on recording and memorializing its “life” as an organization. Not to sound too sappy but it really brings the company and the industry to life.
I’ve spent the last few weeks reading through some documents on the history of HP’s entry into international markets. There are valuable lessons to be gleaned from their experiences. I’ve written about many of those lessons in reports and blog posts but thought I'd draw out a few of them here.