Design Thinking and Innovation at Apple

Design Thinking and Innovation at Apple

Description: Read case “Design Thinking and Innovation at Apple”, AND THEN DO THE FOLLOWING FIVE (5) STEPS 1. Identify the most important facts surrounding
the case. 2. Identify the key issue or issues. 3. Specify alternative courses of action. 4. Evaluate each course of action. 5. Recommend the best course of
action. Each step involves. 1. Identify the most important facts surrounding the case. Read the case several times to become familiar with the
information it contains. Pay attention to the information in any accompanying exhibits, tables, or figures. Many case scenarios, as in real life, present a
great deal of detailed information. Some of these facts are more relevant that others for problem identification. One can assume the facts and figures in
the case are true, but statements, judgments, or decisions made by individuals should be questioned. Underline and then list the most important facts
and figures that would help you define the central problem or issue. If key facts and numbers are not available, you can make assumptions, but these
assumptions should be reasonable given the situation. The acorrectnessa of your conclusions may depend on the assumptions you make. 2. Identify the
key issue or issues. Use the facts provided by the case to identify the key issue or issues facing the company you are studying. Many cases present
multiple issues or problems. Identify the most important and separate them from more trivial issues. State the major problem or challenge facing the
company. You should be able to describe the problem or challenge in one or two sentences. You should be able to explain how this problem affects the
strategy or performance of the organization. You will need to explain why the problem occurred. Does the problem or challenge facing the company
come from a changing environment, new opportunities, a declining market share, or inefficient internal or external business processes? In the case of 5:”
information systems-related problems, you need to pay special attention to the role of technology as well as the behavior of the organization and its
management. Information system problems in the business world typically present a combination of management, technology, and organizational
issues. When identifying the key issue or problem, ask what kind of problem it is: Is it a management problem, a technology problem, an organizational
problem, or a combination of these? What management, organizational and technology factors contributed to the problem? a¢ To determine if a problem
stems from management factors, consider whether managers are exerting appropriate leadership over the organization and monitoring organizational
performance. Consider also the nature of management decision-making: Do managers have sufficient information for performing this role, or do they fail
to take advantage of the information that is available? a¢ To determine if a problem stems from technology factors, examine any issues arising from the
organizationas information technology infrastructure: its hardware, software, networks and telecommunications infrastructure, and the management of
data in databases or traditional files. Consider also the whether the appropriate management and organizational assets are in place to use this
technology effectively. a¢ To determine the role of organizational factors, examine any issues arising from the organizationas structure, culture,
business processes, work groups, divisions among interest groups, relationships with other organizations, as well as the impact of changes in the
organizationas external environment-changes in government regulations, economic conditions, or the actions of competitors, customers, and suppliers.
You will have to decide which of these factors-or a combination of factors- is most important in explaining why the problem occurred. 3. Specify V

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