Tag Archives: ipod

Apple Announces Name Change to App-le

Apple Announces Name Change to App-le

First Apple changed its name from Apple Computer to Apple to better reflect a business focus that was extending beyond computers to music players, smartphones, digital music sales, and more.

And last week Apple announced a flurry of new products including:

  • iPhone 6s and iPhone 6s plus
  • All new Apple TV
  • iPad Pro
  • watchOS 2
  • iOS9

What was clear from the announcements is that Apple’s view the future of computing and entertainment is an App-centric one.

First Apple created Apps for the iPod. Anyone remember the iPod? Apple barely does. They still make iPods, but they’ve been dropped from the main menu on Apple’s web site and relegated to the text links at the bottom of the page. Then they create Apps for the iPhone and the iPad and the watch. And this past week Apple announced their App-centric vision for the future of television.

What is this vision?

It’s pretty simple really. Want to watch major league baseball (MLB) on your television, buy the MLB app. Want to watch HBO, buy the app. Cartoon Network? Get the app. You get the idea.

Why does Apple have this vision?

This App-centric vision of entertainment grows their ecosystem and enables Apple to make money not only from hardware sales, but also from commissions in the sale of all of these Apps. And as people buy more apps, they lock themselves further into Apple’s hardware, by design.

Apple’s App-centric vision for the future of television is good for creators of popular, quality content like HBO, the National Football League (NFL), Premier League Football, CNN, BBC, and for movie-centric aggregators (Netflix, Amazon). The evolving App-centric approach to television also has the benefit to the content creators of enabling them to build Apps that yes play full-screen video (what people expect), but also to integrate information, commerce and social elements into their Applications as they see fit. The downside is that content creators will lose the perceived safety that cable network bundling offers.

But the smartest, best run content creators are more likely to gradually embrace this App-centric possible future, and as a result Apple’s App-centric television future is likely to be a disaster for cable companies and other television-centric aggregators (Hulu, Sling). Why would you need an intermediary like a cable company when you can go straight to the source?

Cable companies could however try to beat Apple to the App Store model and potentially also beat them to the Spotify model for television if they move quickly. But are speed and courage what cable companies are known for?

YouTube and Facebook could also be big winners in Apple’s App-centric television future as both sites could become the home for a treasure trove of free sample shows, a place for people to discover new content to subscribe to. Facebook has made a big push into video the past few years, making this potential area of growth possible for them.

Apple missed the App-centric transition in music, and they had to go out and overpay for Beats to try and catch up to Spotify and others. They’ve also missed the early days of the App-centric transition in paid video apps as well, with Netflix enjoying the early success. They don’t want to get completely left behind, so they are making their big push towards an App-centric television future. The only question is how?

Will Apple look to create a subscription service like Netflix or Spotify as their App, or focus on promoting content creator Apps (NFL, CNN, etc.) through an App Store, both, or something completely different?

No matter which direction Apple chooses, it’s clear that with Apple it is all about the apps. So will Apple change its name to App-le? Probably not. But, they’ve made it very

clear that their vision for the future is an App-centric one. Will they be able to realize it?

Image credit: mashable.com

This article originally appeared on Linkedin


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Listen to Crowd Computing is Dead, Long Live the Cloud!

by Braden Kelley

The Innovation Excellence version of my recent article Cloud Computing is Dead, Long Live the Cloud! has done so well that Umano has decided to turn it into an audio-article that you can listen to while you work, drive, etc. if you were too busy to read it when it came out. 😉

Here is the audio file for your listening enjoyment:

(sorry, umano seems to have gone out of business)

Hopefully I will be able to bring you more of my articles narrated in this way for those of you who prefer to listen to content instead of read it.

Keep innovating!


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Listen to the Top 10 Reasons Not to Innovate

The Innovation Excellence version of my recent article No Innovation Beyond This Point has done so well that Umano has decided to turn it into an audio-article that you can listen to while you work, drive, etc. if you were too busy to read it when it came out. 😉

Here is the audio file for your listening enjoyment:

(sorry, umano seems to have gone out of business)

Hopefully I will be able to bring you more of my articles narrated in this way for those of you who prefer to listen to content instead of read it.

Keep innovating!


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Is there a market for Smartwatches? Can Apple create one?

Stikkee 3 - Apple Watch

Okay, it’s been a week since the Apple Watch was announced, and do you know what the world’s most popular wearable is likely to be for 2014/2015?

It’s not the iWatch, but the iPhone 6, which is breaking the pre-sales records of the iPhone 5.

No, it’s not an iWatch. Don’t you dare call it that!

We’re Apple and we’ve decided that it’s far too sophisticated and exclusive to be an iWatch.

Oh, and we’ve also decided that you must own at least an iPhone 5 to be privileged enough to wear an Apple Watch.

Okay, so instantly Apple has reduced the potential market size for the Apple Watch from 6 Billion people to about 100 million people (based on statisticbrain’s numbers).

Now, layer on top of this the fact that in a YPulse survey of millenials, only 32% stated that they wear a watch regularly.

$96 million of smartwatches were sold between October and July according to CNet at an average price of $189 (and dropping fast) – often bundled with a phone – and with Samsung wrapping up 78% of the market. If you do the math, that’s just over 500,000 units, less than 1% of the likely iPhone 5 sales over the same period.

The Apple Watch starts at $349.

But wait, we’re not done yet.

Consider that Samsung has become a faster, nimbler innovator in some ways than Apple and are shipping a new version of their smartwatch next month, up to six months before the Apple Watch is expected to be available – oh, and you’ll be able to use their new watch to make phone calls and run lots of wellness apps (including some from Nike). Plus Samsung will probably launch an even more capable version shortly after the Apple Watch starts shipping.

Apple’s already playing catchup in the smartphone market and they haven’t even shipped their first unit.

So if Apple is entering a small market with a declining average unit price against a more nimble competitor, what rabbit do they have up their sleeve to grow the market and increase their stock price?

What will make the Apple Watch a must have?

The iPod was a must have because it allowed you to carry your entire music library around with you after easily organizing it on your PC and syncing it to the iPod. After that you could then easily navigate thousands of songs on the device with the handy click wheel.

The iPhone was a must have because it became the world’s most widely adopted personal, wearable computer. The iPhone disrupted the balance of power in the mobile phone industry and allowed device makers to start offering whatever applications they wanted (unencumbered by the carriers). The iPhone also disrupted the digital camera market, the Flip (super portable, simple video cameras), and the dedicated GPS market.

Other wearables are on the decline.

iPod sales in Q4 2013 were down 52% from Q4 2012.

Google Glasses got a lot of buzz early on, but interest has fizzled.

Fitbits and Nike Fuelbands have lost their luster and momentum.

Even the iPad, which became a must have after Apple solved the Value Translation riddle and properly highlighted its benefits as a more relaxing and accessible computing device, has seen sales fall the past two quarters as the large screen phones have started to become big enough to begin decreasing the need for a separate tablet. If you’re keeping score the iPad disrupted the gaming industry and challenged people to think deeply about their computing device preferences.

Now back to the Apple Watch…

Can a smartwatch really unseat the mother of all wearables, the smartphone?

In an era of declining interest in watches, can Apple change people’s behavior and lead a resurgence in watch wearing?

These are all very tough questions, but they are not tough challenges that Apple hasn’t faced before.

It’s easy to forget that the iPod didn’t become a runaway success until two years after its launch (with the launch of the PC version of iTunes), and that it took a year for Apple to really ramp up sales of the iPhone (after the launch of the App Store), or that Apple got killed in the press after the announcement of the iPad but figured out how to translate its value by the time they started shipping it.

So, is Apple up to the challenge this time?

After their recent string of game-changing innovations the pressure is on!

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Optimizing Innovation Resonance

Optimizing Innovation ResonanceWhat does resonance mean to you?

The word has many different dictionary definitions depending on the context, but most of them focus on vibrations reaching an ideal state.

Here are two of the most relevant dictionary definitions for our innovation resonance context today:

  • “a quality of evoking response” (Merriam-Webster)
  • “the effect of an event or work of art beyond its immediate or surface meaning” (Bing)

Here also are a couple of my favorite resonance quotes:

  • “I think whatever resonance I may be able to achieve is in part simply from the amount of reading and learning that I acquired along the way.” – Robert B. Parker
  • “I think if the movie has resonance and stimulates the viewer to talk about it, you can have as large an audience as you want.” – Andy Garcia

I’ve written in the past about how innovation is all about value and about how innovation veracity is more important than innovation velocity. Now it is time to take the innovation conversations about value and veracity to the next level – to innovation resonance – and how difficult it is to achieve and maintain.

Optimizing Innovation ResonanceAchieving innovation resonance is about going from 1+1=2 to a state where 1+1+1+1=7, where the sum of the valuable parts in some new potential innovation suddenly becomes greater than the individual components and value may be created that you might not have even anticipated. When you reach this state of innovation nirvana, the power of resonance pushes your invention over the line from invention to innovation, and adoption becomes widespread. People start talking about, spreading it like a virus, and ultimately supplementing your marketing efforts in much more effective ways.

To achieve innovation resonance you must create value with innovation veracity and deliver it in a product or service with the right velocity and course corrections as you bring your potential innovation into the marketplace. Innovation veracity is about identifying the truths that are important to the customer in the problem space you are investigating, the inspirations and the insights that will hopefully lead to better ideas, more value creation, and hopefully, eventually – innovation resonance.

You’ll notice that I used the words hopefully and eventually in the last sentence in relation to achieving innovation resonance, and this is because our best attempts to anticipate the wants and needs of the marketplace will not always be immediately correct, and may require course corrections in the product or service to better match the expected or desired value.

And the ultimate value encompassed in a potential innovation attempting to achieve resonance, comes from three main sources:

1. Value Creation
2. Value Access
3. Value Translation

Innovation = Value Creation * Value Access * Value Translation

You’ll notice in this equation that the parts multiply, and as a result if you do any of the three badly, your potential innovation will fail. But do ALL three well and you will have the opportunity to achieve innovation resonance.

Innovation Resonance Venn Diagram

Optimizing Innovation Resonance

To optimize the value creation component of innovation, you must seek innovation veracity early on, identifying the fundamental truths upon which your potentially innovative solution will be built. During the value creation process you must prototype early and often to test and learn whether your insights are correct and resonating in their expression within the product or service as you expect. From the reactions to your prototypes you must evolve the solution to create more value.

To optimize the value access piece of innovation, you must seek to identify where friction is created in the delivery of your solution and seek to remove it. Carefully observe both where things are awkward or difficult for you to produce and scale the solution, and for your customer to consider and consume it. These friction points represent an opportunity to remove barriers to adoption and to increase potential innovation resonance through better production, purchase and consumption experiences.

To optimize the value translation piece of innovation, you must first identify the gaps in understanding and readiness among your target customers, your plan for working to close these gaps and prepare the market for your launch, and then you’ll want to find your picture or image that communicates a thousand words. Most importantly, you must be aware that the more disruptive your potential innovation the more you may have to educate your potential customers before you even try to sell to them, and so you must build the appropriate amount of market preparation time into the launch plan for your potential innovation plan. Thought leadership marketing and innovation marketing strategies can be very powerful here to help customers understand how the new solution will fit into their lives and why they will want to abandon their existing solution – even if it is the ‘do nothing’ solution.

Resonance Example #1 – The BMW Mini – Barbie in Motion

Barbie Mini CooperOne of those most fun, visually appealing vehicles on the road has to be BMW’s re-release of the Mini. I don’t have one, have only ridden in one once, but whenever I see one driving around, it makes me smile. And if you have any question about whether or not the Mini has achieved a level of resonance (at least in the USA and probably elsewhere), then how would you explain the photo of the Mini on the left that shows you can buy a Mini to drive Ken and Barbie around in? Can you buy a convertible Chrysler LeBaron for Barbie to drive around in? No, but you can buy a Fiat 500, another car achieving resonance here in the USA.

Resonance Example #2 – iPod Nano – Falling from the Pinnacle

iPod Nano 6th GenerationThe iPod Nano is a great example of the rise and fall of innovation resonance. The iPod took three years to take off (right about the time the iPod Nano was released). The trigger for innovation resonance was the Windows version of iTunes (Value Creation), combined with the launch of Apple Retail Stores (Value Access), combined with the iconic advertising campaigns (Value Translation). The iPod became a phenomenon with sales peaking in 2008 right after the iPhone release. Sales have been falling since then, but during this decline came the September 2010 release of the 6th Generation iPod Nano – which resonates to this day – so much so that Apple replaced the design six months ago to protect the market for their upcoming iWatch.

Maintaining Innovation Resonance

As we know from music, to maintain resonance, you must continue to inject energy and focus into the system – a bell won’t ring forever. And as we know from human psychology, just because you continue to ring the bell doesn’t mean that people will continue to want to listen to it in the same way forever. Tastes change, preferences change, the definition of value for each component creating value for customers can potentially change. And so to remain the market leader, to maintain innovation resonance, you must continue to observe, to learn, and to modify your solution to optimize the innovation value equation as needed over time.

One great example of an innovative organization losing resonance over time was Dell. They (and a handful others) came into the PC marketplace with a disruptive business model, captured market share, rose to #1, and then gradually started to lose their position because they didn’t recognize a shift in the relative value of cost vs. design in the marketplace, causing them to lose market share to HP, Apple and others.

One way to look at the difference in strategies between HP and Dell might be to use the Strategy Canvas from the Blue Ocean Strategy methodology. You can see an example of a Strategy Canvas for the wine industry here:

Blue Ocean Strategy Canvas

But traditional Blue Ocean Strategy (or Value Innovation) is very static. As you can see, building a Strategy Canvas using Blue Ocean Strategy methods is a snapshot in time looking at the relative performance of a company on a selected set of value dimensions against its competition. To sail into a Blue Ocean the theory goes, you must select certain value dimensions to either:

  1. Raise
  2. Eliminate
  3. Reduce
  4. Create

But as we know, value dimension performance, value dimension importance, and the competitive dynamics within the industry are not static, but change over time.

It is because of this weakness in the Blue Ocean Strategy methodology that I layer on the investigation of value dimension performance and importance onto any Value Innovation work that I might do. You can see in the two example images below related to the Dell vs. HP example about how changes in performance over time on certain value dimensions relative to what is “good enough” in the minds of customers can lead to changes in the relative importance of various value dimensions in the mind of the customers.

Value Dimension Performance Value Dimension Importance

Because we cannot perfectly predict how customers will consume our product or service when we bring it to market, and because of the shifting sands of value force you to continuously re-evaluate the current situation with value dimensions and value importance, we must re-evaluate where we see the innovation process beginning and ending. Smart companies are recognizing that is not just about coming up with a great idea, or having a great launch, but about creating a commitment to launching, learning, and dialing in success by working to create and then maintain innovation resonance. Whirlpool Corporation, one of the early pioneers of a systematic pursuit of innovation excellence, has seen this and has created a commitment to launching and learning and has added a third diamond to their double diamond innovation methodology called ‘Deliver and Grow’.

Whirlpool Triple Diamond Process

Moises Norena, the Global Director of Innovation at the Whirlpool Corporation, was kind enough to share these thoughts:

“While we put a significant emphasis in the front end of innovation and in the commercialization phase, we recognize that you can not launch a product and sit and wait for its success. With the third diamond we assure that innovation teams stay engaged in the product management while it is in the market, contrasting the results with the predictions, not only on business performance but against the consumer and trade promise they were designed to deliver. We also ask these teams to use the innovation tools and process to identify opportunities to experiment and to maximize value extraction from the market.”

Conclusion

To achieve and maintain innovation resonance, you must nurture a commitment to learning fast, both during the innovation development process and after the launch of a potential innovation. You must maintain a laser focus on how you are creating value, helping people access that value, and translating that value for people so they can understand how your potential innovation may fit into their lives. So, do you have processes in place as part of your innovation methodology for measuring and evolving solutions in place to help you get to innovation resonance?

If not, keep a focus on value creation, value access, and value translation, use my evolutions of the Blue Ocean Strategy framework, and have a look at The Eight I’s of Infinite Innovation framework that I created or at the Whirlpool Corporation’s Triple Diamond methodology to help you deliver and grow more successful innovation into your organization, and hopefully reach some level of innovation resonance.


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Veracity Required for Innovation Success

Veracity Required for Innovation SuccessA recent post by Jeffrey Phillips titled Velocity is the Only Innovation Outcome That Matters sparked respectful disagreement inside me.

I believe that when it comes to innovation, veracity is more important than velocity. Let’s look at the definition of the word veracity from our friends over at Merriam-Webster:

Veracity

1: devotion to the truth : truthfulness
2: power of conveying or perceiving truth

In my opinion it is more valuable to spend time on identifying the right customer insight and the right way to communicate with customers about the solution which you create to serve the insight, than it is to spend the same amount of time inventing faster or launching faster.

In fact your innovation velocity can exceed your innovation veracity as shown in this article.

And many a company has fallen foul of going too fast and thinking an invention will become an innovation when they are ready to launch it, including Microsoft with the Windows Tablet and Apple with the Newton, only to find that customers were not ready to adopt it as an innovation until years later.

Velocity is definitely important, but more isn’t necessarily better. Many times the competitor with a lesser innovation velocity but greater innovation veracity has ended up winning. Look at Apple and the iPod, the iPhone, the iPad, etc.

It’s also more important to look for the barriers to adoption than it is to look for the barriers to creation. Innovation is all about value and this is why it is so important to pay just as much attention to value access and value translation, as you do to value creation, because it takes doing all three really well with a solution with real innovation veracity to find innovation success.

Fail to identify a solution with real innovation veracity and you are likely to miss potential elements of optimal value creation, you will likely struggle to make its value accessible, and there is a greater likelihood that you will fail to properly translate the value of the solution for your customers.

So, taken another way, the search for innovation success is a search for truth. You must therefore unlock the inner truths of your intended customers (think unmet needs or jobs-to-be-done), you must search in areas that your intended customers will feel are true for your brand, and areas that feel true to employees given the company’s mission and values. When your pursuit of innovation centers around truth and when you commit to a focused effort to increase your innovation capability – and to pursue Innovation Excellence – then and only then do you have your best chance at innovation success.

What innovation truths are you searching for?

How much innovation veracity can you create?


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Managing Innovation is about Managing Change

Managing Innovation is about Managing ChangeInnovation is about change. Companies that successfully innovate in a repeatable fashion have one thing in common – they are good at managing change. Now, change comes from many sources, but when it comes to innovation, the main sources are incremental innovation and disruptive innovation.

The small changes from incremental innovation often come from the realm of implementation, so the organization, customers, and other stakeholders can generally adapt. However, the large changes generated by disruptive innovation, often come from the imagination, and so these leaps forward for the business often disrupt not only the market but the internal workings of the organization as well – they also require a lot of explanation.

The change injected into organizations by innovation ebbs and flows across the whole organization’s ecosystem:

Innovation is Change

Let’s explore the change categories visualized in this framework using the Apple iPod as an example:

Changes for customers – Any disruptive innovation requires a company to imagine for the customer something they can then imagine for themselves. Go too far past your customers’ ability to imagine how the new product or service solves a real problem in their lives, and your adoption will languish.

  • Customers had to try and imagine Apple as more than a computer hardware manufacturer, and begin to see them as a company to trust for reliable consumer electronics. They also had to imagine what it might mean to download music digitally (without any physical media).

Changes for employees – Disruptive innovations often require employees do things in a new way, and that can be uncomfortable, even if it is only your employees imagining what you are going to ask them to help your customers imagine.

  • Employees had to acquire lots of new knowledge and skills. Apple support employees had to learn to support a different, less-technical customer. Other employees had to learn how to effectively build partnerships in the music industry.

Pre-Order Nine Innovation Roles Group Diagnostic Tool

Changes for suppliers – Innovations that disrupt the status quo may require suppliers to work with you in new ways. Some disruptive innovations may require suppliers to make drastic changes akin to those they had to make to support just-in-time manufacturing.

  • Apple had to work with suppliers to source components at the higher volumes and shorter lead times required for success in consumer electronics. This meant finding some new suppliers who could handle the new volumes and market requirements.

Changes in distribution – Often big innovations disrupt whole distribution channels and this can cause challenges for incumbent organizations (think Compaq and big box retailers versus Dell Direct).

  • Going into consumer electronics meant that Apple had to build relationships with the big box stores including people like Target, Wal-mart, and Costco. They also had to build a completely new distribution system – iTunes – for distributing digital music.

Changes in marketing – New products and services (especially disruptive ones), can require marketing to find and build relationships with completely different types of customers and/or require marketing to speak to customers in a different way or to reach them through different channels.

  • Marketing had to begin moving the brand from computing to lifestyle, including changing the company name from ‘Apple Computer’ to ‘Apple’ in 2007.
  • Marketing also had to learn how to connect with mass market consumers, and help them imagine how this new hardware/software combination would enhance their life – no small task.

Changes in operations – In addition to changes in the supply chain, the organization may have to adapt to disruptive innovations by hiring different types of employees, re-training existing employees, accounting for revenue in a different way, or going about production in a new way.

  • The Apple iPod was an experience sell, which highlighted the fact that Apple didn’t really have a place where they could help customers experience their products. This led to the opening of Apple retail stores. Apple’s finance and operations had to adapt to the change from low volume, high price items to high volume, low price items. Apple also had to build out a resource-intensive online operation that didn’t exist before (lots of IT investment).

Push Pull RelationshipNote that the chart has arrows going in both directions, but not simultaneously. There is a push-pull relationship. At the beginning of the innovation process the satellites influence what the innovation will look like (new production capabilities, new suppliers, ideas from partners/suppliers, component innovations, new marketing methods, etc.). But as the innovation goes into final commercialization, the direction of the change becomes outwardly focused.

You can see that as an organization is imagining how to take their creative idea and transform it into a valuable innovation in the marketplace, they also should be imagining all of the changes that are going to be required and how they will implement them. This is no small feat, but with proper planning, organizational learning, and adaptation over time, any organization can improve its ability to cope with and even anticipate the change necessary to implement its next disruptive innovation.

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Personal Innovation – Star Shining Example

Personal Innovation - Star Shining ExampleI came across a queue reduction application for the iPhone and iPod Touch four years ago that was intriguing. At the time it looked like the application wasn’t quite finished or certified for use yet by Apple and Starbucks, but from what I gathered at the time it was meant to work something like this:

  1. User comes in range of a Starbucks WiFi Hotspot
  2. Application recognizes the Starbucks WiFi Hotspot or user initiates application
  3. Application engages the user interface portion of the application
  4. Application makes a connection
  5. Application prompts user to order a Starbucks beverage
  6. Application user interface facilitates the selection and transmission of the drink order (including a list of saved favorites to speed the process)
  7. Application connects to the user’s iTunes account
  8. Application deducts funds from the user’s iTunes account
  9. Application creates a visual barcode with the information necessary to register payment
  10. User places iPhone or iPod Touch with visual barcode under a reader at the pickup counter
  11. User collects their beverage

The visual barcode (semacode) and scanner portion of the system could be made unnecessary (or relegated to backup system status), by instead transmitting a payment confirmation to Starbuck’s on-site systems directly via the WiFi connection. In the backup scenario, the visual barcode would serve as an electronic receipt to show proof of payment in case the systems in the store doesn’t receive the systematic payment immediately.

Imagine the convenience of getting a block or two from your favorite Starbucks, connecting, clicking ‘The Usual’ and proceeding directly to the drink pickup counter instead of waiting in line to order and pay.

Of course there is no reason why companies like McDonald’s or Cinemark couldn’t create similar applications to eliminate some of the queueing from our lives. If people could order this easily with their phones then businesses could reduce staffing or reallocate resources from order taking and payment processing to more value-added activities like preparing food or beverage orders.

Apps like this could be extended to the Web through the introduction of a store number field or store locator mini-application or pulldown at the beginning of the application sequence. This would allow you to order out of range of the in-store WiFi over your cellular network or from your home or office internet connection.

Less time spent waiting in lines?

Oh what a beautiful world.

But, as I looked to refresh this article from 2008 and bring it to the Innovation Excellence readers I checked back and it turned out that the creator, Phil Lu, is a designer and created this as a mockup not as real app. This is a great example of shining your star and engaging in personal innovation. Just look at all of the coverage he got of his design and visioning skills for this prototype back in 2008 when I first wrote this article.

If you missed my previous personal innovation article on shining your star, it is here.

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