Entity Dossier
entity

Horace Dediu

Strategic Concepts & Mechanics

Signature MoveThirteen-Hour Meeting as Onboarding Ritual
Relationship LeverageFoxconn's Loss-Leader-to-Lock-In Playbook
Risk DoctrineTacit Knowledge as Accidental Export
Competitive AdvantageApple Squeeze: Invaluable Experience Over Margin
Identity & CultureVerbal Jujitsu Procurement Culture
Signature MoveDesign the Impossible Then Manufacture the Impossible
Signature MoveFifty Business Class Seats Daily to Shenzhen
Operating PrincipleZero Inventory as Theological Doctrine
Strategic PatternUnconstrained Design Not Cost Arbitrage
Cornerstone MoveSecret $275 Billion Kowtow to Keep the Machine Running
Signature MoveSilk Tie Competitions to Train Negotiators
Cornerstone MoveScrew It, iTunes for Windows
Cornerstone MoveBuy the Machines, Own the Factory Floor Without Owning a Factory
Signature MoveDrive Off the Cliff to Prove the Brakes Don't Work
Cornerstone MoveTrain Everyone Then Pit Them Against Each Other
Risk DoctrineRule By Law as Corporate Leash
Decision FrameworkBig Potato Small Potato: Positional Power Over Fairness

Primary Evidence

"Indeed, the industrial clusters supported by Apple’s gargantuan investments were so significant that other phone makers came under tremendous pressure to keep up. But lacking a playbook or the detailed knowledge of how Apple operations worked, they turned to Chinese suppliers for help, giving over intellectual property in exchange for a speedy response. “They all completely abdicated,” says Horace Dediu, the former Nokia executive who now runs the market intelligence group Asymco. Apple, in other words, set in motion a series of events that helped Chinese suppliers win more orders and advance their understanding of cutting-edge manufacturing. At the same time, Western manufacturing of electronics atrophied."

Source:Apple in China

"Indeed, the industrial clusters supported by Apple’s gargantuan investments were so significant that other phone makers came under tremendous pressure to keep up. But lacking a playbook or the detailed knowledge of how Apple operations worked, they turned to Chinese suppliers for help, giving over intellectual property in exchange for a speedy response. “They all completely abdicated,” says Horace Dediu, the former Nokia executive who now runs the market intelligence group Asymco. Apple, in other words, set in motion a series of events that helped Chinese suppliers win more orders and advance their understanding of cutting-edge manufacturing. At the same time, Western manufacturing of electronics atrophied."

Source:Apple in China

"Indeed, the industrial clusters supported by Apple’s gargantuan investments were so significant that other phone makers came under tremendous pressure to keep up. But lacking a playbook or the detailed knowledge of how Apple operations worked, they turned to Chinese suppliers for help, giving over intellectual property in exchange for a speedy response. “They all completely abdicated,” says Horace Dediu, the former Nokia executive who now runs the market intelligence group Asymco. Apple, in other words, set in motion a series of events that helped Chinese suppliers win more orders and advance their understanding of cutting-edge manufacturing. At the same time, Western manufacturing of electronics atrophied."

Source:Apple in China

Appears In Volumes